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The purpose of this page is to provide brief notes of useful and interesting talks given by speakers at various meetings and webinars I have attended:


Type and Mid-life Development


OPP Webcast – Reaching your Potential through Type Development - Nancy Barger, June 2012

Nancy talked about Jung’s model of three stages in a lifelong journey of development.

  1. The first half of life when we have an external focus, learn to adapt to the external world and  develop an identity to be successful in the world
  2. Mid-life transition when we start to reflect and examine our goals and values and wonder “is this all there is?”
  3. The second half of life when we have an internal focus and start to integrate the less preferred parts of ourselves and move towards wisdom.

 In the latter stage we establish new goals and identity eg

  • STs may begin to value other points of view and be more generous and accepting
  • SFs may seek new stimulation and possibilities
  • NFs may be more realistic and give up their vision of a soul-mate
  • NTs may have more connection with self and others and acknowledge emotions


Nancy suggested 5 questions for coaching people in the second half of life:

1.      What do you want to do now?

2.      What do you need to let go of to make that happen?

3.      How difficult will that be?

4.      Where will you direct your energy?

5.      Where will you get your accolades?


CIPD Branch Meeting 28th May 2012


Paul McGee, aka “the SUMO guy”, gave an entertaining and authentic talk with plenty of anecdotes and audience participation, which really brought to life his key messages such as:

E + R = O ie Event + Response = Outcome (or, you may not be able to manage events, but if you can manage your response to them this will impact the outcome) 

and the T.E.A.R. model (Thinking affects Emotions affects Actions affects Results)

If you want to find out more of Paul’s ideas about managing change, including his “7 questions to help you S.U.M.O” (or Shut Up and Move on), it’s best to buy his book (which he had on sale at the meeting, giving half the proceeds to Macmillan Cancer Support).

Coaching Using Temperament Webinar

Susan Nash (consultant and author of several books, including “Teamwork from the Inside out”) is giving a series of 4 webinars about Coaching - the first one was Coaching Using Temperament.  Susan gave a clear introduction to the four temperaments, which each have a unique pattern of needs, values and behaviours, (WHY we do what we do).  She then discussed the strengths and challenges that each temperament brings as a coach, and also how to make coaching relevant for people with different temperaments.

The temperament model is a valuable tool for the coach:  to help clients be aware of their own needs and values; and empower them to manage their lives to ensure those needs are met.  And of course, being aware of our own temperament biases enables us to be flexible in our approach with clients.


For more information, see Susan’s website


CIPD/CMI NW OD Forum 20th February 2012


Nigel Clements is an entertaining speaker with an important message.  He demonstrated how numbers are often misused in business (and elsewhere) and how what we believe about numbers influences our management style.

Drawing on the work of quality guru, Deming, and with the help of willing volunteers from the audience, Nigel conducted the “red bead experiment” (see you tube), which led to a lively discussion about how people behave when they cannot influence their results.

Participants had plenty of examples of how their own targets and measures lead to unintended consequences and waste, as we expend time and energy in reporting on them and trying to explain why we haven’t achieved them, rather than tackling the underlying root causes and looking for real performance improvements.

Nigel then showed the powerful effect of turning a set of numbers into a graph with a simple formula.  Instead of focussing on individual bits of data and taking random actions, managers can then see the trends in the data and use that information to engage people in process improvement – developing a more involving management style at the same time.



CIPD Coaching Special Interest Group Meeting held on 24th January 2012 in Chester

John Grieves’s talk on “LEAN and the unwilling workforce” was an entertaining overview of the key issues in implementing change projects, enlivened by regular pub quiz questions and dishing out of prizes to the lucky winners (example questions: how many people were at the Last Supper, how many years have cockroaches been on earth,when was Shakespeare born).

The key message was that to implement a change project, you MUST engage the workforce, so they feel shared ownership of the problem AND of the solution. We discussed reasons why this was often difficult (fear of job losses, having to learn something new, dissatisfaction with the “niggly” things) and John shared his recipe for success, which included: vision, commitment, resources, skills and a plan.

I would have liked to hear a case study and maybe more discussion from participants about their experiences, but it was a fun event with some useful tips…….(oh, and the answers were 13, about 200 million, and 1564……and thanks for my coconut!)


Creativity and Leadership

Creativity is the most important leadership trait for the 21st century, according to Dr Mark Batey of Manchester Business School.

Mark gave an informative and entertaining Masterclass in creativity for the Association for Coaching on May 11th. Quoting numerous sources and references, he presented convincing evidence of the critical need for, and benefits of, creativity in individuals, teams and organisations.

He defined creativity, shared with us a 12 factor model and introduced a tool for diagnosing the creative capacity of individuals. Using case studies we explored how to use the tool to coach and develop creativity in others. More time to look at how to encourage creativity in teams would have been valuable; nevertheless, the Masterclass was a fascinating insight into an important topic.


To find out more about the diagnostic tool, go to


How we do Egypt

The way Egyptians conducted their "jasmine revolution" reflects key aspects of their culture: desire for harmony, avoidance of conflict and respect for tradition. Read more about Egyptian culture (and its links to personality type) in the article published in Typeface recently:
Organisational Transformation through Leading Change

This was the topic for the CIPD's Chester branch meeting on 13th January 2011.  Speaker Steve Coldrick gave HR Managers, many from the public sector, a whistle stop tour of proven models of delivering successful change.
He invited participants to identify the drivers for change in their own organisations and what evidence there was of the change being handled well or not so well.
He presented a "recipe for success" for delivering change and asked them to identify which of the key ingredients might be missing in their own organisations: Pressure for change, Vision, Tactics, Roles, Skills and First Steps. Many felt that while Pressure for change was present, a compelling Vision of the future was missing.
Steve also discussed the impact of organisational culture on how change is managed. Using the Goffey and Jones (1996) model of organisational culture (high/low Sociability and Solidarity), participants had great fun acting out typical behaviours in meetings in the 4 types of organisation. Asked which culture represented their own organisations, the majority identifed them as "Networked" ie high Sociability but low Solidarity (eg. friendly and trusting but tolerant of poor performance).
Finally, to illustrate the point that leaders of change concentrate on what they want to see and miss other things, Steve entertained the group with two short videos from You Tube - the moonwalking bear, followed by the monkey business illusion (you have to watch them in that order!)
Key points for action:
  • Be clear on the desired outcome - WHAT change you want and WHY.
  • Use systems thinking to avoid unintended consequences.
  • Appoint people to lead the change who have the necessary capabilities.
  • Change the culture in order to achieve major change.