Which you do you bring to work?

We all have several personas, whether we think about it or not. At times we bring different ones to work, and leave others behind.

My theory is that I have at least six different personas which I will explain later. Of these six I believe that there are four of them that I can bring to a work environment with me. When I say I can, I believe we choose which version of us we bring to work, or sometimes we bring the one we think we need to in order to ‘survive’ or ‘get by’. Continue reading

Supervision or one to one

I believe that one to ones are very important for staff to be able to develop and succeed in their roles. But they tend to be very work and issue focussed (around current projects and initiatives) and less about the actual person.

When I am in a position where I am people managing a team I like to introduce supervision sessions alongside one to ones. A weekly meeting alternating between one to one and supervision. But what is the difference? Continue reading


Egos – where to start. I guess with saying that in my opinion  I am not an egotistical person. In my own head I like to think that I am a fairly even, balanced person, that I only give input when necessary, and that actually I personally place little value on most of my input, even when others tell me otherwise.

However, I write a blog, so I have decided that my opinion matters and should be heard. Alongside that I tweet prolifically. Again me deciding my thoughts need to be shared. So I must have a slight ego there.

Or do I simply feel I am shouting into the abyss and I’m not overly bothered if anyone listens? Thats a whole other blog post right there.

So why the post on Ego?

In the last few weeks I have attended a lot of meetings. Worthwhile, but numerous. When looking through my diary at the volume of them, I decided to approach them with a different focus.

Initially, my thoughts were that I would start to track, post meeting, who it is that actually does any of the work and who just produces a lot of noise and bluster. We often cover a lot of ground in our discussions, many routes are explored, promises made and actions taken.

This means that I spent a lot of time observing the people. Their interactions, motives,  and egos. It has been very enlightening to see different styles and who the ego driven people are, especially when linking that to achievements. A lot of the surprise has come from the people displaying the egos.

Maybe it is worth saying, at this point, clearly I have maintained focus on my objectives and getting what I need from, and inputting fully to meetings.

There has been one particular type of ego that is the one I have noticed most. I will also clarify that this isn’t the one I have seen the most, or that which is most prolific. It is the one that surprised me most, because of those displaying it.


Most of my meetings are on strategy, planning, rescue, rationalisation. But some I am invited to where my expertise is required to assist others. This means that often I am ‘consulting’ on projects and programmes other than my own.

Therefore, I don’t have a great deal of knowledge or history of the outcomes, and the roadmap that has got them to where they are. My role is to listen, provide input and direction, offer up suggestions and make connections between people and teams. That’s how I see it anyway.

The expert and the rescuer.

There have however been many instances recently where I have seen others attend these meetings, under a similar guise, with startlingly different results. In my view, they are the ones who’s egos take them from expert to rescuer.

In many ways this is not a bad thing, they are after all experts in their field, which is why they were invited. The difference for me is in how that advice is given. There have been some occasions where advice has been given, and ended with the speaker closing down further discussion and moving us on.

Alternatively, I have seen advice given in the form of a lecture, with a lengthy delivery of almost an essay, options given, with a one person dialogue as to which is best and why. Often this has been backed up with a link back to the speaker and their justification of why this is right.

Sometimes past successes, sometimes theory, and often just an ‘in my opinion this would be the best way’ with a defensive response if further clarification sought on why that is their opinion.

This now takes me to one of my points of bewilderment. These people are mostly known to me. As colleagues I have worked alongside some, or have seen their progress from the sidelines. Which means I have seen their involvement in their successful deliveries. Or more so, the successes that they are claiming as their own.

What did I take away?

Which leads me back to what I had planned as my original focus for these sessions. Who offers advice and backs that with action and who speaks loudly to an audience never to be seen again until the next ‘rescue opportunity’.

The majority of the people who attended, gave advice, options and offers of help or connections to people or teams that could help followed through. Connections made, actions delivered and projects moving forward.

The majority of those who loudly gave forth their expert opinions, did not follow through. A number of emails may have occurred, in some cases follow on conversations. But very little action, and no movement in the projects positions.


I am not going to concentrate on ego types etc, I have some posts in draft that will cover Ego state, and personas. Instead I am going to ask two questions.

  1. Take some time in meetings over the next few days and observe the people you are seeing and interacting with in my head I have characterised them as:
    Those who say they will and do
    Those how say they can, but don’t
    Those who say they can, have in the past and are experts but don’t, until there is attention focussed and they can ‘save the day
  2. Are you conscious of whether you have an ego or not?
    An ego isn’t a bad thing, but would your self assessment match that of those around you?

I will leave you with the dictionary definition of Ego:


a person’s sense of self-esteem or self-importance.

the part of the mind that mediates between the conscious and the unconscious and is responsible for reality testing and a sense of personal identity.

My future – my career, my choice

This week I did something new. For what I think is the first time I made an active choice about my career.

In the past I have made active choices to leave jobs, organisations and managers. Also I have had choices made for me through redundancies.

Though, as I suspect is the case with all of us, these changes have just led to me choosing the least worst option from roles I see at that time. Continue reading

Personal Brand

A lot of people have been talking about Personal Brand recently. I have seen more mention of this on social media, LinkedIn, and in traditional media. There have been a number of talks by colleagues on personal brand at work. But what is Personal Brand?

As with a number of these things it can mean different things to different people. For some people it means themselves and careers as one. To others it is their career, to yet more it is their persona that they bring to work. What does it mean to me? Continue reading

Where are our (senior) role models?

There has been something niggling away at the back of my brain for a while now. I couldn’t quite put my finger on what it was. Until this week. Something happened which finally freed the thought and brought realisation.

It was something that I used to take for granted, but which seems to have disappeared. My role models are no longer at a senior level, some are but not many. Continue reading

Why do we fear failure?

Outside of my working life I am on a long and continuing journey to better health and fitness. As part of this I have had a personal trainer. In one of our sessions he asked me why I was afraid to fail. This made me start to think about my working life as well as training and whether there were differences.

Firstly I wanted to describe my attitude to failure. Continue reading