Andi Roberts - Executive Coach | Leadership Trainer | Facilitator

You do not need managerial authority to give a colleague useful feedback. What matters is having legitimate standing, focusing on what happens where your work meets and giving the other person something specific they can examine. The post How do I give feedback to someone I don’t manage? appeared first on Andi Roberts - Executive Coach | Leadership Trainer | Facilitator.

Why do people resist change, and should leaders always try to overcome it? Resistance is real, but the label can hide more than it explains. Research suggests that people's responses are shaped by the person, the change process and the organisational conditions around them. Sometimes resistance may even tell you something important about the change itself. The post The resistance to change myth: what if resistance isn’t the problem? appeared first on Andi Roberts - Executive Coach | Leadership Trainer | Facilitator.

You cannot guarantee that feedback will not make someone defensive. But you can reduce unnecessary defensiveness by describing what you observed, explaining why it matters, inviting the other person’s perspective and responding to disagreement with curiosity. Here are five practical ways to make difficult feedback easier to hear and act on. The post How do I give feedback without making someone defensive? appeared first on Andi Roberts - Executive Coach | Leadership Trainer | Facilitator.

Peter Block's Six Conversations, invitation, possibility, ownership, dissent, commitment, and gifts, aren't a structured event format like the others in this series, they're a change in the questions a leader or convener asks. This guide covers the theory behind each conversation, the questions that open it, how to set up and run a gathering, and where the method tends to go wrong. The post How to convene through Peter Block’s Six Conversations appeared first on Andi Roberts - Executive Coach | Leadership Trainer | Facilitator.

Critical thinking is not about finding faults in other people's arguments. It starts with examining your own assumptions, testing the explanations you prefer, looking deliberately for evidence that could prove you wrong, and knowing what would change your mind. This article explores the research behind confirmation bias, myside bias, actively open-minded thinking and metacognition, then turns it into five practical exercises for leaders: separating facts from assumptions, building rival explanations, searching against yourself, setting a mind-change test, and calibrating confidence. The aim is not to doubt everything or think for longer. It is to make your thinking easier to test, your judgements easier to update, and your decisions stronger under uncertainty. The post As a leader, how can I improve my critical thinking and challenge my own assumptions? appeared first on Andi Roberts - Executive Coach | Leadership Trainer | Facilitator.