A leader’s guide to coping with colleague differences

Messiness is a virtue
and a by-product of self-expression and innovation. Controlling can lead to negative emotions.
Consensus based decisions
always end up being a problem long term. Face the conflict, Discuss the issue. Reach agreement.
Work with the data.
Meetings should not be about what people think, more about what the data says and then what their suggestions are.
To be wise we need to reflect upon what is most important to us in life and what has less meaning. Putting our lives into perspective and
finding out who we are, where we want to go, and what kind of persons we want to be, will make a leadership role
Don’t listen to the highest paid person’s opinion
(the HIPPO!). When it comes to the quality of decision making, pay is irrelevant and experience is invaluable.
Organise work around those that have the greatest impact on outcomes. Give them the focus of your time and reward them
with your attention.
Small teams
are like families. They fight and compete but they always pull together at crunch times. They will get more done, not worry about who gets
the credit and can get fed on two pizzas from Dominos!
Ban the culture of just say no by giving excuses like there is a process to follow or people who have to be referred to. It is a form of passive aggression. No kills creativity and people will stop suggesting.
Work life balance’. Supposedly enlightened organisations use this language but it can be insulting to dedicated team
members who feel work is an important part of their life. Your responsibility is to keep work lively and fun rather than focusing on
working hours.
Fight for the divas. They should be tolerated and protected. Great people can be difficult to lead but as long as their achievements outweigh their collateral
damage they are great for achieving your outcomes.
Not ‘Fun’ but fun.
Work can be tough but having fun – laughing and joking means you enjoy being with your colleagues. You do not need to manufacture
initiatives in you are leading a collaborative supportive team environment.
are created by administrators and managers. A true team is where members typically realise that the only way to achieve a goal is to work
together. It is this common purpose that binds and connects.

Recommended Dedici workshop: Authentic Leadership for Clinicians

Book Review: Timmy Failure Now Look what you’ve done by Stephan Pastis


Timmy Failure runs his own Detective agency called ‘Total Failure Inc.’ and despite all the evidence he makes his own very incorrect conclusions about what he thinks has occurred, and he does this with the ‘help’ of his polar bear partner Total. In the prologue, Total is blocking a water slide like a big giant fur ball. Timmy Failure always thinks everything is everyone else’s fault, which is often what happens in organisations.

If an animal has a fur ball it coughs because the fur ball is blocking their throat. Many people carry around a fur ball in their mind that they need to expel. Often this is a series of interconnected past ‘failures’ or other things that they perceived they have got wrong in their lives. This impacts on their image of themselves and what they believe they can or can’t do. This leads to self sabotaging thoughts and leads to a self-fulfilling prophecy. They are too scared to succeed. Successful people look back at what happens only to see a series of experiences to learn from on their journey to success.

What are the events that make up your fur ball? Write them down and then reflect on what you have learnt from them that has developed your skill and knowledge.

Recommended Dedici workshop: Personal Power & Influencing

Are you biased?

With thanks to People Management for a simplified version of Hogrefe Implicitly Test

Decide how far you agree with the statements below. You should be honest and your individual answers will not be shared with the group.

Strongly agree = 4 pts

Agree = 3 pts

Disagree 2pts

Strongly disagree = 1 pt

1. This section examines how you behave generally; how instinctive you are in judging people in everyday situations.
I often find that I do not do what I know I should do
I am an impulsive person
I have difficulty holding things like phone numbers or postcodes in my head
I don’t like being in situations where what has to be done is uncertain or vague
I tend to be spontaneous and I avoid lots of planning
I will often follow my instinctive or ‘gut’ response to people


2. Beliefs underpin bias – this section finds out how they affect your behaviour**
The government does not need to protect overweight people from unfairness
The world is a competitive place where some groups will always dominate others
Overweight people have made themselves this way by over-eating
Overweight people have overcome any barriers they have faced; they don’t need any more help
People who appear intolerant towards overweight people have invariably had a bad experience to make them like this
The law should not get involved in protecting overweight people by making discrimination against them illegal
I see some prejudgment of this group as justified because of how they behave, or have behaved in the past
I feel that prejudgments about overweight people are inevitable


3. The final section tests how you manage your biases at work
I am very careful about what I say in work settings for fear of being accused of bias
I am very conscious of when people are watching and behave differently when nobody is watching me


** This example of overweight people was chosen by People Management as it is an issue that is found in all cultures

Please contact us with your scoring: Email  [email protected].  Or call mobile 0333 012 9980

Recommended Dedici workshop: Considering Culture within Appraisal, Exploring Cross Cultural Communication, Cultural Awareness Equality & Diversity

Dedici is a not for profit organisation, enhancing healthcare delivery through bespoke continuous professional development for clinical and non-clinical healthcare professionals. Our net profit is re-invested to provide free of charge telephone coaching for middle and senior grade doctors facing difficulty.

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