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Welcome to our blog post clsing of International Leadership Week! In honour of this special occasion, we had the pleasure of sitting down with two outstanding leaders in our organisation, Lisa Pearman (LP), our CEO, and Rachel Thompson (RT), our COO.
In this post, we will be sharing the highlights of our conversation with these two inspiring leaders, as they reflect on their personal journeys to becoming the leaders they are today. From the challenges they faced to the lessons they learned along the way, Lisa and Rachel offer invaluable insights into what it takes to succeed as a leader in today’s fast-paced and ever-changing business landscape.
Whether you are a seasoned leader or just starting out on your leadership journey, we hope that this post will inspire and motivate you to become the best leader you can be. So, without further ado, let’s dive into our conversation with Lisa and Rachel and learn from their wisdom and experience.
What inspired you to pursue a career in leadership, and how did you get started in your first leadership role?
LP: “I don’t think I ever intentionally started out in leadership. It was just something that happened by mistake. I used to work in a warehouse, when I was 18/19 years old and I quickly got promoted to supervisor, which at that time was unheard of because I was the only female working in a male-dominated area. And from there, I just developed the skills. I don’t ever think I can remember a time when I wanted to become a leader. I can remember doing qualifications like my HMD business and finance. So, it started quite young and then it was just an aspiration to do the best I can. And I enjoyed working with the team.”
RT: “I started as a dental nurse with no aspiration to ever go into management or leadership, and I quickly got promoted into a senior nurse role and then into a dental practice manager role. I then left management and went in to start assessing dental nurse apprenticeships. And within that, I was successful in my career and developed into leadership and management role.”
With positions of authority and power, you've still got to be accountable and responsible and lead by example.
What are some of the key skills and qualities you think are essential for a successful leader, and how have you developed these skills over time?
LP: “I Think still staying true to yourself. With positions of authority and power, you’ve still got to be accountable and responsible and lead by example.
I would also never ask a member of the team to do something that I either haven’t done or wouldn’t do myself.
Being a leader, one of the biggest leadership traits that I’ve learned is to see Success in everyone and actually bring that out in them and support them. Even if you know they’re going to leave the company and the organisation, sometimes somewhere in the future, that person may still be grateful to you for the support and the leadership that you’ve shown them.
And that’s probably one of the biggest qualities (in leaders); believing in other people.-
RT: “I started as a dental nurse with no aspiration to ever go into management or leadership, and I quickly got promoted into a senior nurse role and then into a dental practice manager role. I then left management and went in to start assessing dental nurse apprenticeships. And within that, I was successful in my career and developed into leadership and management role.”
The biggest thing I’ve had to overcome as a leader is not being scared of making that decision
What are some of the biggest challenges you have faced as a leader, and how have you overcome them?
LP: “My challenges come from getting my male counterparts to view me as an equal. And that was quite difficult. I’ve worked in predominantly male environments and some of my best mentors have been male.
But I’ve Always had to probably fight harder and prove myself more to be seen as an equal person in terms of responsibility, but I think that always drove me to want to succeed and to be the best that I could be.
One of the Biggest things I’ve had to learn as a leader is to take a step back and trust in your team and not do everything for them.
RT: “I think for me kind of similar. When you’re working in a predominantly male environment as I was, you’re looked down upon if you’re young and you want to aspire within your team.
But obviously, they’ve got the risk of an employee that you’re going to get pregnant, you’re going to have children and I think sometimes it’s difficult for women. Particularly to develop their career because of the risk of them having children.
The biggest thing I’ve had to overcome as a leader is not being scared of making that decision, (believing) the decision you’re making is the right decision regardless of what people think.
Trust yourself.
It is about prioritisation. No two days are the same.
How do you prioritize and manage your time and responsibilities as a leader, and what strategies have you found to be most effective?
LP: “It is about prioritisation. No two days are the same.
You have got the long-term strategy of where you want to be, and you need to set those long-term goals and prioritise (them).
But short-term, on a daily basis, having regular catch-ups with the team or with Rachel. Using time management techniques, we do use the 4D’s, Eisenhower matrix, and have good calendar control. You must be in charge of your own time.
It’s also about having the right structure in place now to know that things are going to get done.
RT: “I think it’s about having a team that you can trust to delegate to, but also understanding no two days are the same and you just have to learn to prioritise. (Asking yourself) “What is the most important thing to be completed on that day?”.”
The 4 Ds of Time Management
The 4 Ds of time management are a popular framework for managing tasks and priorities. They stand for:
This refers to tasks or activities that are low priority or not necessary. These tasks can be eliminated from your to-do list altogether to free up time and mental space.
This refers to tasks that can be passed on to someone else. If you have team members or colleagues who can handle certain tasks, delegating can free up your time to focus on higher-priority tasks.
This refers to tasks that can be postponed or put off until a later time. If a task is not urgent or important, it can be deferred to a later date or time when you have more availability or resources.
This refers to tasks that need to be done immediately or within a specific timeframe. These tasks are high priority and should be completed as soon as possible.
By using the 4 Ds, you can prioritize your tasks effectively and manage your time more efficiently, which can lead to increased productivity and reduced stress levels.
The Eisenhower Matrix
The Eisenhower Matrix is a popular time management tool that helps you prioritize your tasks based on their urgency and importance. It is named after former U.S. President Dwight D. Eisenhower, who famously said, “I have two kinds of problems: urgent and important. The urgent are not important, and the important are never urgent.”
The matrix is divided into four quadrants based on the level of urgency and importance of the tasks:
These are tasks that are both urgent and important and require immediate attention. Examples include deadlines, crises, and emergencies.
This refers to tasks that can be passed on to someone else. If you have team members or colleagues who can handle certain tasks, delegating can free up your time to focus on higher-priority tasks.
These are tasks that are urgent but not important, and can often be delegated or eliminated. Examples include interruptions, meetings, and some emails.
These are tasks that are neither urgent nor important and should be eliminated or minimized. Examples include distractions, time-wasting activities, and unnecessary tasks.
By categorizing your tasks into the four quadrants, you can prioritize your time and focus on the tasks that are most important and urgent. This can help you avoid procrastination, reduce stress, and increase your productivity and effectiveness.
You can learn frameworks like The 4ds and the Eisenhower matrix on our certificates in Leadership and management. Find out more here.
Do you use any Apps for time management?
Both: “We use Trello and organise it into the 4Ds to help prioritise our days.
We then have an informal catch-up at the start and end of each day. To make sure nothing last minute has come in.”
it’s important to adapt my communication style to fit those needs.
How do you balance the needs and expectations of your team with those of the wider organization, and what approaches have you found to be most successful in achieving this balance?
LP: “I think that it’s just about honesty and fairness.
Treating the team as individuals, with honesty and fairness.”
RT: “The team has its own characteristics, and their own learning needs and styles.
So, it’s important to adapt my communication style to fit those needs.”
Recognition, recognition is really important.
6. How do you motivate and inspire your team, and what techniques have you found to be most effective in building a strong and engaged team culture?
LP: “Recognition. I think recognition is really important.
Through praise and openly to the whole company.
When someone has done the work, they need to have that recognition and praise.”
RT: “I would agree, recognition is important.”
Dealing with conflict as and when it arises or pre-empting any conflict is important.
How do you manage conflict and difficult situations within your team, and what strategies have you found to be most effective in resolving these challenges?
LP: “I think conflict is always a difficult one because it depends on what type of conflict, it is, whether it’s a personal conflict or a career conflict.
I try to be open and honest, listen to all sides of the story, and try to come up with a resolution.
Sometimes decision-making can lead to conflicts because people can’t always understand or, have access to the information that someone in our positions may have.
So, it’s about ensuring that the message is delivered correctly. We have the Thomas Kilmann method that we teach. We try to resolve it that way with negotiation.”
RT: “Dealing with conflict as and when it arises or pre-empting any conflict is important.
If we can see something we could defuse happening in the future, it’s best to do that. I’ve always tried to compromise, however, if there are things you can’t compromise on, then it’s best to find a solution that fits everybody’s needs.”
The Thomas-Kilmann Conflict Mode Instrument (TKI)
The Thomas-Kilmann Conflict Mode Instrument (TKI) is a widely used assessment tool developed by Kenneth W. Thomas and Ralph H. Kilmann. It measures an individual’s preference for five different conflict resolution styles. The five styles are:
When an individual pursues his/her own concerns at the other person’s expense. This style is assertive and uncooperative.
When an individual tries to find a mutually beneficial solution that meets the needs of both parties. This style is assertive and cooperative.
When an individual seeks a middle ground that partially satisfies both parties. This style is moderately assertive and moderately cooperative.
When an individual stays away from the conflict or postpones it until a better time. This style is unassertive and uncooperative.
When an individual gives in to the other party’s concerns while neglecting his/her own. This style is unassertive and cooperative.
The TKI assessment provides individuals with their preferred conflict resolution style, allowing them to better understand their tendencies and learn how to adapt to different conflict situations. The tool is used in personal and professional development, team building, and conflict resolution training.
You can learn about methods such as the Thomas-Kilmann Conflict Mode Instrument on our Conflict Management in the workplace Supercharge Workshops, find out more here.
I also read, a lot of leadership and management books.
How do you stay up to date with the latest trends and developments in your field, and what resources do you rely on to continue learning and growing as a leader?
LP: “I am a fellow of the Institute of Leadership and Management, and as part of that, I attend regular (ILM) seminars. There’s a toolkit for leaders that you can do, where you complete tests and gain digital credentials.
I also worked for the ILM and city and guilds, so I keep up-to-date with them.
I also read, a lot of leadership and management books.
And teaching, going back into a teaching role and teaching leadership and management keeps your skills fresh. But I do find that the institute of leadership and management have got really good resources that can use this like their mini-workshops.”
RT:” It’s the same for me, I’m a member of the ILM, so I attend their webinars and use their resources.
From my occupational background in dental, I attend webinars and do online CPD.
But I think going back into teaching is important. It refreshes you and it keeps you current and up to date with what we need to be delivering and instilling in the business.
You need to have buy-in from the team.
How do you approach goal-setting and performance management for your team, and what strategies have you found to be most effective in achieving these goals?
LP: “You must involve (The team) in the goal setting, there’s no point in setting goals if they don’t understand them. So, we tend to use the GROW model through coaching techniques and where possible making sure that they take ownership of themselves and the performance of the company, setting them KPIs and really reinforcing the personal and company objectives and meeting with them once a month. They need to understand that it’s about monitoring their development for the future not just a tick-box exercise.”
RT: “I absolutely agree you need to have buy-in from the team.”
The GROW coaching model
The GROW coaching model is a popular framework for goal-setting and problem-solving in coaching and mentoring. The acronym GROW stands for:
This stage involves identifying the specific and measurable goal(s) that the individual or team wants to achieve. The goal needs to be clear, challenging, and aligned with the individual or team’s values and purpose.
This stage involves exploring the current reality or situation related to the goal, including strengths, weaknesses, opportunities, and threats. It is important to have a realistic assessment of the current situation to determine the gap between where the individual or team is and where they want to be.
This stage involves generating and evaluating various options or strategies to achieve the goal. It is important to consider different approaches and weigh the pros and cons of each option to identify the most effective solution.
This stage involves determining the action plan and accountability measures to move forward towards the goal. It is important to identify the specific actions, resources, and timeline needed to achieve the goal, as well as any obstacles or challenges that may arise along the way.
The GROW coaching model is flexible and can be adapted to various coaching and mentoring situations. It helps individuals and teams to focus on specific goals, clarify their current reality, generate options, and take action towards achieving their goals.
You can learn about coaching models such as GROW on our Level 3 Effective Coaching and Mentoring certificate, find out more here.
You need to put the time in to study it.
What advice would you give to aspiring leaders who are just starting out in their careers, and what lessons have you learned along the way that you wish you had known earlier?
RT: “The one lesson I wish I knew, or one lesson I’ve learned as a manager, is that you have to distance yourself from friendships and be seen to manage. If I knew (that, when I first started), I would always have been distant as a manager and I would have had a less friendly approach. So, I wouldn’t have been seen as a friend.
And I think some people see me as a friend because sometimes I’m too nice.”
LP: “I think some people can view your friendship as a sign of weakness and it’s not.
You need to put the time in to study it.
Don’t underestimate the theories that you learn and stuff like that and, it’s all transferable skills that you put into your life as well.
The value of coaching, I didn’t realise when I was younger and it’s only something that I’ve grown passionate about probably in the last 10 to 12 years.
Being coached is not a sign of weakness. I think the first time I had coaching I saw it (as a weakness). And it was a performance, but actually, it was about people valuing me and helping me to develop for the future.
So, I think initially I didn’t take that seriously.
You make mistakes. You are human, OK? And that’s one of the one of the things I struggled with to begin with.
You can’t get it right every time.
And when you do make mistakes, use it as a learning experience rather than, beating (yourself) up, because I didn’t when I made the wrong mistake or a wrong decision. It is just part of the process. So, learn by (your) mistakes.
Listen to your staff when you can.
But, sometimes you have to make that decision that the company or your staff aren’t going to like, and you have to hold true to that. You cannot be everyone’s friend. You must make decisions.
Sometimes they’re not nice decisions and you know they could keep you up at night, but you’ve got to have faith in your decision-making process and realise that those decisions happen for a reason.
As we draw to a close, we hope that the insights shared by Lisa and Rachel have been informative and enlightening. We would like to express our sincere appreciation for their contributions to this piece. It is our belief that the information presented here can prove to be of immense value to our readers. If you would like to access more of such insightful content, we invite you to follow us on Facebook, Instagram, or LinkedIn. Thank you for reading!
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