Leadership Archives - Nick Robinson

The Rock: Difficult Person Type 8

If you have a colleague who is not moving a project forward and it feels as if you have hit solid granite, nothing budging no matter how hard you push, that is a Rock. Type 8 in my 9 Types of Difficult People.

On the surface, a Rock is usually calm, dependable and unshakeable. Underneath, they’re gripping the foundation so tightly that nothing can shift until they are convinced it is safe.

And this is where the problems start. Progress slows, deadlines slide, and everyone else wonders why everything takes so long!

What’s Really Going On

Rocks have an instinct for how everything fits together. They see the invisible plumbing of an organisation: all the connections and dependencies.

They worry that if one valve is turned too quickly, something somewhere else will burst. Their resistance is not laziness and it’s not awkwardness. It’s fear that something important will break.

Good Foundations – But No Building

I once worked with a Rock who was responsible for a key operational system. Whenever the leadership team launched a new project, he would nod, take the papers and then disappear for weeks.

When I asked how things were going, he would say: “Oh, it’s all fine; we’re tidying up the old database first.”

What he really meant was: I am making sure the foundations are solid before I build on top. The problem was that no one else knew progress wasn’t happening!

If You’re Leading or Coaching a Rock

The worst thing you can do is treat their caution as negativity. Instead:

Show that you understand the risks they are guarding against
Demonstrate your own sense of responsibility; that you’ve also thought through the consequences of what’s going on
Involve them early in the planning process, so that you can ask them what they think could go wrong; and
Make sure you listen properly to their concerns

Once they know you value their foresight, they will shift from blocker to ally.

When You’re Working with a Rock

Persuasion works best when it is framed as problem avoidance.

Don’t say: “We need to do this to innovate.”
Do say: “We need to do this now, so it doesn’t cause bigger problems later on.”

If you speak their language of prevention and continuity, they will often quickly get on board.

If You Report to a Rock

Remember that Rocks often hold themselves and their teams to very high standards. They will put in long hours keeping everything running smoothly and will expect the same from you.

It helps to:

Set clear boundaries early, at the same time as …
Showing you are dependable
Making sure you don’t let their workload quietly swallow yours.

When Rocks Are at Their Best

They are the calm centre of the storm: solid, consistent, trusted by everyone.

They:

See how the moving parts connect
Anticipate problems before they appear
Give organisations the stability that allows real progress to happen

When you recognise that and include them properly, Rocks stop being barriers and become the foundation of lasting success.

About me

I am an executive coach helping leaders and senior teams turn challenging dynamics into great working relationships. I coach and write about how senior leadership teams can fulfil their potential and how leaders and managers can deal with difficult relationships and people at work. My first full-length book, The 9 Types of Difficult People, published by Pearson, is an Amazon and WHSmith best-seller.

If you or your team might need coaching support, please get in touch.

The Scary Specialist – Difficult Person Type 1

Ever worked with someone who gets results, but people keep leaving because of them?

This video looks at the Scary Specialist: the expert whose constant criticism and blunt honesty drive capable people out of the organisation.

In this video, I explore:

How their relentless criticism creates fear and silence
Why good people stop speaking up, disengage, or leave
The hidden cost of “brilliant but brutal” behaviour
What leaders must confront when expertise comes with a human price

Scary Specialists care deeply about standards. The irony is that their behaviour often destroys the very competency they value most!

For more on how to turn challenging dynamics into great working relationships, look out for my book The 9 Types of Difficult People, follow me here, or get in touch for more coaching and support.

The Revolutionary – Difficult Person Type 5

If you’re working with someone and it feels like you’ve grabbed a tiger by the tail, you might have a Revolutionary on your hands.

The Revolutionary is Type 5 of my 9 Types of Difficult People.

Revolutionaries bring passion and audacity in big doses. They know that to change one thing you often need to change three others first, and that you cannot make an omelette without breaking eggs.

Revolutionaries bring passion and audacity in big doses. They know that to change one thing, you often have to change three others first, and that you can’t make an omelette without breaking eggs.

But that drive to change everything, and to do it fast, can cause problems at work:

They often go too far and end up treading on people’s toes.
They can move so quickly that they risk burning themselves—and their allies—out.
They grasp new systems and connections at speed, but don’t always see that others need time to build consensus.

If you are leading a Revolutionary, be sure you really want that tiger by the tail, and be ready to clear the path for them and repair relationships along the way. With the right leadership they can become truly transformational – watch this video to find out how.

Mastering the Challenge of the Scary Specialist

The scariest person I ever worked for was a former UK table-tennis champion, then my regional GM.

She had a habit of giving you the hair-drier treatment at the same time as eating a crusty cheese roll. And I was struggling with a new appointment to an under-performing division.

We both knew what needed to be done. But the problem for me was how far and how fast that could happen. Not far or fast enough I realised, in between dodging the crumbs!

Nowadays I really like working with scary specialists like her.
🚀 Why NOT focus on being competent and driven and delivering the best that you can.

🛑 But what I also know now that I didn’t know back then, is that the hair-dryer approach isn’t always the best way of GETTING to that high-delivery place.

And there can also be a lot of collateral damage around a scary specialist. Good people won’t tolerate feeling threatened, belittled or locked-out for long – and will leave. Leading to a spiral of declining performance.

❓Who is or was the scariest person that you ever worked with?

❓And what should you do if you’ve got a scary specialist in your organisation?

Collateral damage is happening and performance isn’t improving. You might be tiptoeing around their threats while being told, “Go away; I’ll sort it!”

Focus on these three points:

Sometimes, leaders of a scary specialist might find that their skills and competences are so essential that you need to ensure they only ever have the best people and the slickest of support functions around them.
But more often, leaders will need to also become a little scarier themselves in this situation. To demand that this person develop new ways of managing – or else.
Use their desire for competence to help. Demand that they develop skills which can also take their people from zero to 100. Not just manage well with an already high-functioning team.

If you’re working alongside or below a scary specialist, it can be an interesting experience! In my next article, I’ll look at issues around defending boundaries, raising your own game, and not becoming isolated in the process.

📚 For more insights into dealing with a scary specialist, please check out my book, The 9 Types of Difficult People. See the links below or in the sidebar.

And in the meantime – keep dodging those crumbs!

Resistance is Futile – Four Lessons from the Borg for Leaders on Great Organisational Change

Leadership has got way too soft and it’s time to challenge that. And make resistance to change futile!

It’s time to challenge the soft, human-centric leadership models that have come to dominate the corporate world. And make resistance to change futile!

This iconic line from Star Trek’s Borg isn’t just for sci-fi fans like me; it offers a radical perspective on leadership and organisational change.

Are you brave enough to consider that the Borg, often vilified as the epitome of oppressive conformity, might just have it right?

Here are four lessons all leaders could learn from the Borg on how to do great organisational change:

🔵 Collective Conformity instead of Emphasis on Individuality

Traditional wisdom tells us to celebrate individual strengths. But what if, like the Borg, we focused on collective goals? A united team can often navigate change more effectively than a group of individual stars.

How to Do It: Align team objectives with organisational goals and encourage collaboration over competition. Regular team meetings can help synchronise efforts and ensure everyone is contributing to the collective objective.

🔵 Centralised Command instead of Democratic Leadership

Democratic leadership is praised, but it can slow down decision-making. The Borg’s centralised command ensures quick, decisive action, a crucial advantage during organisational shifts.

How to Do It: Streamline decision-making processes and clearly define roles and responsibilities. A centralised communication channel can help disseminate decisions quickly and efficiently.

🔵 Rational Efficiency instead of Emotional Intelligence

Emotional intelligence is vital, but it can sometimes cloud judgment. The Borg’s rational, efficiency-driven approach eliminates emotional bias, making for more effective change management.

How to Do It: Use data-driven metrics to evaluate the impact of changes and make adjustments accordingly. Encourage team members to focus on outcomes rather than emotional attachments to previous ways of working.

🔵 Unified Obedience instead of Employee Autonomy

Autonomy is empowering, but during significant changes, a unified approach may be more effective. Like the Borg, consider the value of a team moving in lockstep toward a common goal.

How to Do It: Establish clear guidelines and expectations, and ensure everyone is on the same page through regular communication. Use team-building exercises to foster a sense of unity and shared purpose.

Embrace the Opportunity!
Are you ready to assimilate these Borg-like qualities into your leadership style?

Share your thoughts and let’s start a conversation on redefining effective leadership during organisational change!

Overcoming the Barriers to Personal Growth

Our marketing director said I was aggressive and pushy.

It was a big slap in the face – mostly because I knew it was true, but thought I’d hidden it by being ‘nice’.

Once I got over the shock, it became one of the best bits of feedback I’ve ever had, starting a great period of personal growth.

But lots of barriers can get in the way of personal growth. Which is a shame, because all the important developments in our professional lives are built on it. It can be a practical, useful way to achieve what we want. Whether that’s a big promotion, more balance so that tasks and working relationships are easier and not such a slog, or the delivery of a significant project.

Here’s how to overcome the barriers to personal growth:

Seek Feedback
It’s painful, but other people can sometimes see things that we can’t see or won’t acknowledge;
Look for Incongruence
If you feel different on the inside to how you think you ‘ought’ to be on the outside, that’s a clue to what your personal growth might need to focus on;
Clear Outcomes
Personal growth should be a useful, practical thing. What is it that you want to achieve?
Experiment
Growth comes from trying out new ways of being; learning from what works and what doesn’t. Experiment with how you do and say things.

The key to overcoming the barriers to personal growth is to risk being vulnerable in order to discover something helpful.

How about you? What personal growth are you looking for - and what barriers are you finding? Share on X

A first-aid backpack on the ground in a forest setting with mountains in the distance. Used as a metaphor for applying the principles of Dr ABC to managing high-pressure decisions at work

The Dr ABC of Managing High-Pressure Decisions – an Emergency Response Guide

A while ago in preparation for some volunteering, I took one of the best training courses I’ve ever experienced, the Outdoor First Aid course at the UK’s national outdoor centre at Plas y Brenin.

Amongst other things, we learnt the Dr ABCDE structure of first aid.

And during a recent coaching session we used that structure to help manage a seriously high-pressure decision that my client was facing.

First, here’s a reminder of my notes from that course:

Dr ABCDE:

Danger: Ensure safety for yourself, bystanders, and the casualty from further harm.
Response: Check if the casualty is responsive or unconscious.
Airway: Check if the casualty’s airway is open and clear.
Breathing: Monitor if they are breathing normally.
Circulation: Look for signs of life such as pulse, movement, or coughing.
Disability: Check again for unconsciousness, possibly caused by a neurological injury or condition (e.g. check pupil response).
Exposure: Expose and examine them for other hidden injuries, and ensure they are not getting cold.

If you need to manage a high-pressure decision at work, here’s my first-aid guide, using the principles of Dr ABC and applying them to great leadership:

D – Danger – assess first before acting:

Assess the situation and potential risks before taking action.

R – Responsiveness – ask others for their response, seek allies and advice:

Seek input, feedback, and advice from others to gather different perspectives and insights.

A – Airways – open up your choices about how to deal with the high-pressure situation:

Explore a wide range of options and possibilities before narrowing down choices.

B – Breathing – monitor the progress and vitality of the decision-making process:

Continuously assess the progress, outcomes, and indicators of the decision to ensure it is on the right track.

C – Circulation – take decisive action and stay committed to the chosen course:

Follow through with the decision, implement it effectively, and dedicate the necessary resources and effort to make a significant impact.

D – Disability – evaluate the potential drawbacks and unintended consequences of the decision:

Assess and monitor the potential negative effects or limitations of the decision, and be prepared to address them proactively. Learn from what’s happening.

E – Exposure – identify hidden risks and protect against unfavourable external influences:

Be aware of potential risks or obstacles that may not be immediately apparent, and take measures to mitigate or avoid them. Protect the decision-making process from unfavourable external factors.

What else comes up for you, when you’re faced with managing a high-pressure decision at work? What do you need to take into account?

How do you manage high-pressure decisions and what can we learn from a first-aid approach? Share on X

Building Strong Relationships in Remote Teams

Embrace the remote work revolution! Dive into my guide to building strong relationships within your remote team

However much some people would like it to not be the case we are now in the wake of the remote work revolution – it’s happened.

And with it, building strong relationships within teams has become a real concern for some leaders. The importance of getting these relationships right, in terms of people’s personal fulfilment and the wider organisational success can’t be overstated. They have a big impact.

The Silver Lining of Remote Work

Remote work comes with a clear set of advantages. The flexibility, reduced commute time, and improved work-life balance are just a few of the logistical benefits. But beyond that, it also offers unique opportunities for building relationships.

Navigating the Challenges

However, it’s not without its challenges. Lack of face-to-face interaction, communication barriers, and feelings of isolation can make relationship-building difficult.

Strengthening Bonds over Distance

Interestingly, remote work can enhance certain aspects of relationship-building. Increased autonomy, diverse communication channels, and opportunities for quiet reflection can all contribute to stronger bonds.

Harnessing the Power of Collaborative Tools

Remote work also encourages the use of collaborative tools. These tools not only aid in task coordination but also offer other advantages like real-time collaboration and document sharing.

Translating Face-to-Face Experiences

Drawing on face-to-face experiences can be a useful thing to remember to do in a remote setting. Even if ‘remote’ is now your default, we do all have experience of being face to face and we can draw on what makes that work well – and what doesn’t – and apply at least some of those lessons to our remote working. Regular communication and respecting personal boundaries are just a couple of ways we could incorporate those experiences. Maybe there’s other lessons for you too?

Building Relationships: A Practical Approach

Here are some practical tips for building strong relationships:

Open and clear communication: Over-communicate rather than leave room for misunderstandings. Set expectations, provide feedback, and address issues promptly.
Recognition of individual contributions: Boost morale and foster a sense of belonging by recognising and appreciating individual contributions. A shout-out in a team meeting or a personal thank you note can go a long way.
Fostering a supportive culture: Encourage team members to share their ideas and concerns. Address them appropriately to create a comfortable and motivating environment.
Leaders giving attention to people: Understand the strengths and weaknesses of your team members and provide necessary support. Regular one-on-one check-ins can be a great way to achieve this.

Regarding team-building activities, remember they may not be for everyone. Alternatives such as one-on-one check-ins or team discussions can be just as effective.

Leaders: The Cornerstone of Strong Relationships

Leaders play a pivotal role in fostering strong relationships. Embodying the ethos of “Leaders eat last”, they can create an environment where everyone feels valued and connected.

The Journey Ahead

Building strong relationships in remote teams is both a challenge and an opportunity. It’s a journey that requires patience, effort, and a willingness to adapt. But the rewards – increasing both personal fulfilment and organisational success – are well worth it.

So, if you’re ready to embrace the remote work revolution and build stronger relationships within your team, what the next step on that journey for you?

Tweet me @NickRobCoach to share your thoughts and experiences.

3 Handy Ways to Avoid Doing Great Delegation (Part 1/3)

This is the first of three short posts with some handy tips for avoiding the dangers of doing half-way decent delegation – and of being seen as vaguely competent and therefore deserving of yet more responsibility, stress and leadership burden at work!

TIP 1️⃣: Never start by describing the OUTCOME that you want to achieve.
🧭 This tip is almost too easy; starting with the Outcome is surely just a backwards way of doing things and risks having way too much clarity and direction. Better to get going with the first step that comes to mind and only then figure out where you’re going, and why, along the way. People will thank you for not overloading them with this kind of focus. 🗺

TIP 2️⃣: Always tell people HOW they should do the thing you’re delegating to them.
🔬 This is where a lot of managers go wrong, by imagining that people might have their own way of doing things. Or even, that they might come up with a better way than you had thought of. That kind of thinking is just ridiculous! It’s much safer – and offers much more scope for subsequent micro-managing – if you treat people like robots and tell them EXACTLY how you would do the thing you’re delegating to them, if only you had time to do everything. 🤖

TIP 3️⃣: Don’t offer SUPPORT or set out a process for check-ins and coaching along the way.
⛑ If they need support, what’s the point of delegating in the first place – might as well have done it yourself! If only you had the time; or the effort. Anyway, whatever, the kind of structured check-ins and coaching that supports somebody as they try a task for the first time, or learn to stretch themselves, is soooo demanding of your attention. It is boring. Please people, just go away and get on with the thing I told (sorry, asked) you to do, in the way I said to do it. Just tell me when it’s done. Whenever that is; did we agree a deadline; I forget … 🏖

If any of this strikes a chord, please check out my possibly helpful ebooklet on Amazon:

Trust, Responsibility and Accountability

I find I’m a little annoyed at the state of top public leadership here in the UK currently. Recently a senior politician has resigned, but only very reluctantly and not for the incompetence that they should actually have been sacked for long ago. It is so frustrating.

But the people I know in leadership positions in the workplace, aren’t like those politicians. Whether they’re in the public or the private sectors, the real leaders I know are Trustworthy, Responsible and Accountable.

Some questions for you:

Are you feeling the same about things at the moment – because maybe it’s just me?
What are your thoughts on what those qualities in the title of this post actually mean?
Are those qualities so difficult to grasp that it’s not possible to live up to them?

Maybe I’m too simplistic. But I do like things to be plain and understandable. If I was to define those qualities in the form of an easy to answer question, here’s what I think they mean:

Trustworthy – to me this means asking ourselves, “Did I actually do what I said I would do?”

Over time, you can build up a picture of who someone is on the basis of what they actually do. We are after all defined by our actions – and they speak so much louder than words!

Responsible – to me this means asking ourselves, “Did I do the right thing?”

There’s an element of moral obligation for me in being responsible. It’s not just about being the person in charge – anybody can and should choose to take action and not ignore what needs to be done. And in so choosing, to choose to do the right thing.