Photograph Julian Bolt
Change
notes By Jeremy Sweeney on 27/05/2009 10:37
Knowing what must not change in any given transition is as important as knowing what must.
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Commercial Competitive Decency
notes By Jeremy Sweeney on 02/03/2009 11:08
Being Highly Competitive, Very Commercial and Decent Is Inevitable
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Adversity is Inevitable - The Choice is to Develop From it or Not
notes By Jeremy Sweeney on 28/02/2009 22:10
Those that lead and manage better will exit the recession faster and capitalise on more of its opportunities.
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Why 'One Size Fits All' Solutions Are Attractive, But Flawed
notes By Jeremy Sweeney on 23/04/2008 19:20
Many of the coaching 'methodologies', or 'techniques' are based on the proposition that they can solve many, if not all, of the multitude of problems challenging individuals and groups of people in organisations. In truth, the reverse is true.
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Our Definition of Coaching & Facilitation...
notes By Jeremy Sweeney on 15/02/2008 15:46
..."To do and say just enough to get something new to emerge, and then to get out of the way when it does".
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How we 'lead' oursleves determines how we can lead others
notes By Jeremy Sweeney on 10/02/2008 18:41
'Leadership' literature focuses on the different styles and ways of leading others. The biggest single determinant of our leadership abilities is the way we think, feel and 'lead' oursleves
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Client Focused, Not Model or Method Focused, Coaching
notes By Jeremy Sweeney on 20/01/2008 23:36
Coaching that prioritises the client, rather than applying to them any one particular model or method, enables rather than educates.
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'Integrated Coaching'
notes By Jeremy Sweeney on 20/01/2008 18:09
Integrated Coaching is coaching that works equally with the personal and professional influences on performance - because who we are is how we work, and challenges are always personal as well as professional.
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The 'Inside Out' Organisation
notes By Jeremy Sweeney on 01/01/2008 10:02
Those that communicate who they actually are, rather than trying to become and then communicate what they think consumers and stakeholders want them to be, are 'Inside Out' organisations, because that is the direction from which they work.
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Learning About Ourselves - A Cultural Taboo That Limits Professional & Organisational Development
notes By Jeremy Sweeney on 01/01/2008 09:27
We will invest in learning everything we can about everyone, except oursleves.
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Personal Lives Affect Professional Performance
notes By Jeremy Sweeney on 23/10/2007 11:03
Our private lives impact our work. When the affect is negative, those organisations that are able to provide appropriate support will do better than those that don't
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The 'Relationship' Economy
notes By Jeremy Sweeney on 08/10/2007 13:30
Those that foster better relationships will out-perform those that don't
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Who We Are Is How We Work
notes By Jeremy Sweeney on 03/10/2007 10:41
Optimum professional development requires working with this fact
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'Brick Wall' or 'Camp Fire' Type Organisation?
notes By Jeremy Sweeney on 04/09/2007 17:41
Camp fires foster connection and co-operation. Brick walls don't
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Information vs Wisdom
notes By Jeremy Sweeney on 09/08/2007 21:06
Leadership development stubbornly remains more 'dark art' than business science.
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Limits Of Specialisation
notes By Jeremy Sweeney on 09/08/2007 08:23
Specialisation comes at a cost.
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Only Two Relationships
notes By Jeremy Sweeney on 08/08/2007 07:24
One is easier than the other, though not the one we expect.
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The Law Of 'Mother/Child'
notes By Jeremy Sweeney on 07/08/2007 20:23
Dealing with the cause, rather than only the evidence, of problems with people.
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Icebergs & Organisations
notes By Jeremy Sweeney on 07/08/2007 20:10
We hide more than we show.
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Sustainable People = Sustainable Planet
notes By Jeremy Sweeney on 06/08/2007 12:16
A sustainable earth depends ultimately on creating sustainable people.
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Failure To Relate Creates Organisational Failure
notes By Jeremy Sweeney on 06/08/2007 11:40
Most failures in organisations are failures of relationships.
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Who Or What Is Really In Charge?
notes By Jeremy Sweeney on 05/08/2007 23:00
Are we in charge of ourselves?
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Personal Patterns Effect Professional Performance
notes By Jeremy Sweeney on 26/07/2007 09:49
The more we learn about how we work the better we can become at what we do.
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Timing Creates Conflict
notes By Jeremy Sweeney on 26/07/2007 09:28
Conflicts of timing are at the bottom of many conflicts that can seem to be about other things.
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'Gunslingers, Marshalls and Homesteaders'
notes By Jeremy Sweeney on 24/07/2007 08:20
Knowing what you are makes for a more satisfying life.
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Conflict And The Psychology Of War
notes By Jeremy Sweeney on 23/07/2007 14:09
Why conflict becomes entrenched.
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Ignorance Inhibits Development
notes By Jeremy Sweeney on 23/07/2007 13:17
Greater knoweldge about the way we work creates better control over how well we can work.
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Fatigue Softly Steals Best Judgement
notes By Jeremy Sweeney on 23/07/2007 13:12
Precisley when we need good judgement the most, tiredness robs us of it.
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'Doing Time' At Work.
notes By Jeremy Sweeney on 23/07/2007 13:09
Doing too much of what you don't enjoy is what makes work hard.
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Authenticity - The Final Frontier
notes By Jeremy Sweeney on 23/07/2007 12:50
Authenticity is the final frontier for organisational and individual development.
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Conflict Philosophy In Organisations.
notes By Jeremy Sweeney on 23/07/2007 12:24
Managing conflict, through an agreed way of doing so, reduces risk.
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People and Infinite Complexity
notes By Jeremy Sweeney on 23/07/2007 12:22
People are infinitley diverse, complex and changing.
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The 'Why of Work'
notes By Jeremy Sweeney on 23/07/2007 12:19
Paying the bills is only part of what we can get out of work.
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Organisational Problems are Usually Relationship Failures
notes By Jeremy Sweeney on 10/07/2007 14:31
Organisational failures as most usually failures in one or more human relationships. Blame is often placed anywhere but there.
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Camp Fires or Brick Walls?
notes By Jeremy Sweeney on 10/07/2007 14:26
Experience of an organisation can be intuitiuvely understood in terms of whether it fosters a feeling of 'camp fires' or brick wall's. One fosters connection and warmth, and the other rigidity and authoritian inflexibility. Most people like campfires, few like brick walls.
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Honesty is Risky but Rewarding
General Log By host on 04/07/2007 06:40
We are culturally risk and conflict averse. Yet best practice in professional development work required having the courage to be honest in communicating what clients may well not like, or want, to hear.
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