…helping you make the impossible, possible

I work with individuals, teams and across organisations or communities to help you deliver impossible results. Over the last 25 years this has included working with large corporations, entrepreneurs, sports professionals and charities, as well as large-scale projects such as the 2012 Olympics. I am a Non-Executive Director of EMMY and BAFTA-winning visual effects company Jellyfish Pictures, and a writer and speaker on issues ranging from leadership, to flexible thinking and the dynamics of conversation. I write a blog for Psychology Today and my books are 'Blamestorming' (2014) and 'Workstorming' (2016). Do also visit www.conversationexpert.com

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Work has included the following:

Quote, unquote

"Rob has worked successfully in designing and delivering a huge programme of work to maximise the potential of our people. His razor-like focus and incisive interventions resolve critical issues and problems."

Darren McKenzie
Chief Technology Officer
Alliance & Leicester
Thursday 26th June 2014

Choice and motivations

Ladder of Success

While climbing the ladder of success, it’s easy to ignore the uncomfortable idea that we might be climbing the wrong ladder. Take this example: a young man comes into an industry as an apprentice and loves the technical challenges that it offers. Immensely motivated, he works 60 hours a week and sacrifices time with his young family because it’s all part of a higher plan that will eventually come good. Sure enough, he’s soon rewarded with a growing team, an impressive salary and a handsome bonus. In return, he’s expected to grow the business by over 10% per year, while his span of control widens to include multiple countries and even several continents.

But while he chases between different time zones, he has a nagging realisation that he’s not as fulfilled in his role as when he was that young apprentice. What’s gone wrong? The simple truth is that he was always motivated by solving technical challenges and yet he’s in a role where he’s expected to stay out of the detail and focus on his growth targets. This story is by no means isolated – in fact, I find that it’s remarkably common.

What’s the solution? Maybe it starts with getting crystal clear about what motivates us and demotivates us. Then we can make choices as we climb each rung on the ladder. Do I take that bigger role even though I may have to pay a price in terms of motivation? Can I find ways to incorporate enough of what I love into any new opportunity that comes my way? Do I hold onto what motivates me no matter what? Perhaps it’s better to make these as conscious choices than to wake up one day and wonder why our personal batteries seem to have run out.

Category: Thinking aloud
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