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CUTTING BACK ON BIG HAIRY AUDACIOUS GOALS

By Delphine du Toit | January 25, 2017

<1211 words> Ambition Many years ago, when I was working with my first ever coaching client, I saw in real life the power of sensible vs. audacious goal setting.   The client was the plant manager in a manufacturing concern, part of a global conglomerate.  He was thrilled at his recent promotion – a skilled and experienced…

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PADDLING YOUR OWN CANOE

By Delphine du Toit | July 30, 2016

<1412 words> My summers in Nova Scotia are defined by the number of kayaking adventures I can pack into a week.  Sometimes I go out alone – for quite long trips – ‘quite long’ in my books usually means several hours, not several days or weeks.  Most often I am joined by friends or family…

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The adversarial nature of dispute resolution procedures

By Delphine du Toit | January 28, 2016

We can monkey around with rearranging words without changing meaning or intent, or we can be serious and reframe our conflict resolution procedures to truly restore trust, respect and engagement. <783 words and a sound clip of 30.26 minutes> Sometimes I have clients who request coaching with me to revisit experiences they’ve had at work. They feel…

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Working at a Rogers Call Centre Pays Off

By Delphine du Toit | November 23, 2015

Rogers, one of Canada’s major cell phone service providers recently won a prestigious award for the way it used coaching of call centre employees to improve customer satisfaction and revenue in-flow.

It looks like a game-changer.

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Fundamental need for fairness is confounded by our cultural expression of it.

Fairness is simple. Bring culture into it and bedevil everything.

By Delphine du Toit | October 27, 2015

The way of breaking through cultural barriers to fairness is to return to our human origins. Fairness is the default position; culture is the way in which we express and judge it. The more culturally divergent a workplace is the less likely it is we’d have consensus on what constitutes ‘fairness’.
This paper explores Brown’s human fundamentals via Pinker; Frans de Waal’s research on the moral behaviour of animals; and then human culture via Hofstede, with a view of stimulating HR to look at how they ‘do’ fairness differently. What is being done currently doesn’t quite meet the human standard of fairness.

And so, how does one set that standard? The answers are in your approach and your level of cultural competence.

Some ideas are offfered on how fairness might be viewed and enacted differently – if someone has the curiosity and courage to do it.

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Use the right tool for the job

By Delphine du Toit | February 19, 2015

I am going to talk about two things that have happened this week. On the face of it they may not appear to be related, but if one moves away from the detail – the ‘what happened’ or the ‘what is’, to the abstract where you might explore themes and lessons learnt, they are very closely related.

Firstly, it is about kitty litter as a tool….

I had just come from a coaching session with a client. This is the second thing I want to talk about. We had been discussing employee engagement surveys….

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The Costs of Unresolved Conflict

By Delphine du Toit | October 14, 2014

“Research has shown” – yes, it HAS! That unresolved conflict is bad for your bottom line. There are direct (visible) costs and there are indirect (hidden costs. Negative consequences follow failure to act; positive consequences await the business owner/manager who steps in and manages conflict.

GOOD WORKPLACE DYNAMICS IS THE SWING VOTE THAT TAKES YOUR BUSINESS TO THE NEXT LEVEL.

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Retrofitting Relationships at Work

By Delphine du Toit | August 31, 2014

It has become a fundamental principle (a principle from which other truths can be derived) that engaged employees do take care of your customers, bring in hard cash, and uphold the highest quality standards you can afford. There is a great deal of overlap in what are deemed to be the best questions to get the best answers, but it has not made much of a difference: the number of ‘engaged employees’ seems to stick at 30% according to various studies spanning at least a decade.

We are overthinking the issues of leadership and employee engagement.

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