Guides for Managers and Leaders Set

Guides for Managers and Leaders Set

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Guides for Managers and Leaders Set
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Managers and Leaders Guides Set Contents

Transforming Managers into Leaders

Brilliant leaders deal with uncertainty, navigate through the maze of conflicting demands, can envision the future, and convey their enthusiasm and complete commitment to achieving great success. They inspire followers to achieve their dreams.

Managers, on the other hand, deal with processes and certainty. Their lives revolve around completing tasks and delivering what is expected from them. When they come to deal with people, they deal with them as part of a process, not necessarily as bundles of energy, huge amounts of intelligence, massive ranges of skill and loads of experience, but as part of a process that they, as managers, have to deliver. They often tell others what to do. They don’t seek to influence and persuade.

Managers know they should behave as leaders but can’t and don’t. They often don’t know how. They don’t acknowledge this. They’ve reached dizzy heights in the organisation, where admitting to anything is rare, as doing so is regarded as some kind of weakness, and shameful, by their peers. As the levels of stress and psychopresenteeism are so high, and productivity and performance is nowhere near true and full potential, businesses are letting themselves down. They are not investing in leaders who know how to lead and inspire the workforce; leaders who can prevent stress; and leaders who can turn their business into a fabulous and high performing place to work.

This Guide helps to transform managers into leaders who lead people. It provides insights into the purpose of leaders, everyday behaviours that inspire, and the behaviours that persuade. It sets out the steps to create a healthy organisation - a pre-requisite for a successful business, one that realises its true and full potential..

The Guide to the Manager's Role in Resilience

Managers operate at all levels of the organisation. They set the tone, the climate and the expectations for the workforce. They wield enormous power over others and it is important that this power is used to achieve mental wellbeing and performance for organisations to achieve consistent peak performance.

This Guide aims to help with the creation of a working environment that provokes positive attitudes and peak performance within the workforce, reduces the events and poor behaviours that may trigger stress and reduces the need for the workforce to call on their resilience.

The Guide to Adaptive Leadership

Adaptive Leadership is a process. It is a process that is best applied to organisations with jobs requiring people to use their judgment in the course of their daily work.

The basic principle of Adaptive Leadership is sharing responsibility for the future success of the organisation. This responsibility is shared across the workforce as a whole.

The process is based on the knowledge that healthy self interest, and that of others, is tied together.

The Adaptive Leadership process achieves many goals relevant to psychological wellbeing, including facilitating commitment, trust, engagement and kinship.

Commitment, trust, engagement and kinship are evidenced as having the greatest impact on preventing psychological distress and provoking psychological wellbeing

The Guide to Team Resilience

For teams to perform at their peak, they must be harmonious and self-critical, with a culture that is open, transparent, yet stimulating, whilst achieving a common purpose and, above all, there must be trust. Team members need to feel consistently psychologically well, as this, combined with motivation and a positive attitude, offers the opportunity for it to perform at its peak.

The Guide to Team Resilience aims to develop teams as vibrant mini organisations, sensitive to their environment and with the capability and capacity to maintain performance through change and challenge.

The exercises and questionnaires in the Guide require teams to work together to raise awareness and understanding, and collectively develop resilience and the intelligent behaviours found in high performing teams.

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