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<h3>Navigating NGO Collaboration Challenges</h3><h3>The Role of Behavioural Coaching </h3>Non Governmental Organisations (NGOs) play a vital role in addressing global challenges whether that be from climate change to humanitarian crises. However, effective collaboration between NGOs are often hindered by <a data-mce-href="https://www.culturemonkey.io/employee-engagement/organizational-silos/#:~:text=Organizational%20silos%20refer%20to%20the%20structural%20and%20cultural,information-sharing%20between%20different%20teams%2C%20departments%2C%20or%20functional%20areas." href="https://www.culturemonkey.io/employee-engagement/organizational-silos/#:~:text=Organizational%20silos%20refer%20to%20the%20structural%20and%20cultural,information-sharing%20between%20different%20teams%2C%20departments%2C%20or%20functional%20areas.">organisational silos</a>, differing priorities, communication barriers and resource constraints. Research highlights over 70 key challenges in NGO collaboration, categorised into structural issues, process-related inefficiencies, role ambiguities, trust deficits, and power dynamics (O’Leary &amp; Bingham, 2009).To maximise impact, NGOs are exploring innovative solutions, one of which is behavioural coaching. This approach enables teams to improve communication, align objectives and build collaborative trust, ultimately driving more effective partnerships.<figure id="figure-ewhfbhipjjm7eyrstc"><img id="ewhfbhipjjm7eyrstc" src="https://media.gettyimages.com/id/639584438/photo/mentor-and-apprentice.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=gs_QhzJoABHZUtY0RlmOBQpBRgk_8OK6RRVgOd0_dm8=" alt="Mentor and apprentice" title="Mentor and apprentice" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/639584438/photo/mentor-and-apprentice.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=gs_QhzJoABHZUtY0RlmOBQpBRgk_8OK6RRVgOd0_dm8=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>The Role of Behavioural Coaching in NGO Collaboration </h3>Behavioural coaching helps individuals and teams identify and adjust behaviours that may be hindering collaboration. It focuses on developing self awareness, emotional intelligence and adaptive communication skills, all of which are essential in NGO environments where diverse teams work towards shared goals (Passmore, 2010).By integrating behavioural coaching into NGO operations, organisations can: ✅ Enhance communication by addressing misunderstandings and fostering active listening. ✅ Improve decision making through structured reflection and behaviour-modification strategies. ✅ Strengthen team dynamics by encouraging constructive conflict resolution and mutual trust.A meta-analysis by Theeboom et al. (2014) found that coaching interventions led to a significant increase in goal attainment and psychological wellbeing, with an effect size of 0.50–1.27, depending on whether self assessments or external evaluations were used. (see below for explanation and further understanding)<figure id="figure-tzcxgr7o1nm7eysjb3"><img id="tzcxgr7o1nm7eysjb3" src="https://media.gettyimages.com/id/1188229211/photo/new-way.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=xlGeKgGau8DdsQHHuBLhMjVJFEfJxxAyZ0aouvJo5Ck=" alt="New way" title="New way" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1188229211/photo/new-way.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=xlGeKgGau8DdsQHHuBLhMjVJFEfJxxAyZ0aouvJo5Ck=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure><h3>Implementing Behavioural Coaching in NGOs </h3>Integrating behavioural coaching into NGO collaboration requires a structured, evidence based approach. Key steps include:1️⃣ Assessment – Conducting an initial evaluation to identify behavioural and communication challenges within teams. 2️⃣ Goal Setting – Establishing clear, shared objectives for the coaching intervention. 3️⃣ Customised Coaching – Delivering tailored coaching programmes that address specific organisational needs. 4️⃣ Monitoring &amp; Feedback – Regularly assessing the impact of coaching, adjusting strategies where necessary.<h3>Case Study:</h3>Behavioural Coaching in Environmental NGOs A compelling example of behavioural coaching improving NGO collaboration can be seen in the Responsible Soy Project, a partnership between The Nature Conservancy (TNC) and agribusiness giant Cargill. Initially, the NGOs faced significant barriers, including conflicting priorities and a lack of trust.<figure id="figure-xy6c1dtqh7m7eyu8mr"><img id="xy6c1dtqh7m7eyu8mr" src="https://media.gettyimages.com/id/172378150/photo/soil-samples.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=nU9BCwXU8mauEuqeDfltcgsxoqn9Lv_cWNa8tyGXSjk=" alt="Soil samples" title="Soil samples" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/172378150/photo/soil-samples.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=nU9BCwXU8mauEuqeDfltcgsxoqn9Lv_cWNa8tyGXSjk=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>By implementing a behavioural coaching model, the organisations aligned their goals and improved communication, leading to: 🌍 A 30% increase in compliance with sustainable soy production in Brazil. 📉 A measurable reduction in deforestation rates in the Amazon (Jung &amp; Polasky, 2018).Similarly, the Kalimantan Forests and Climate Partnership (KFCP) in Indonesia, supported by NGOs and government agencies, used coaching led leadership development to enhance collaboration. This approach resulted in: 🌱 A 50% reduction in illegal logging activities. 🔄 Stronger engagement with local communities in forest conservation efforts (Rosenberg &amp; Wilkinson, 2013).<h3>The Future of NGO Collaboration</h3>As NGOs continue to tackle complex global challenges, behavioural coaching offers a proven, scalable method to enhance collaboration. Organisations that invest in coaching frameworks see higher efficiency, stronger partnerships, and improved long term impact.By embedding behavioural coaching into their collaboration strategies, NGOs can move beyond traditional barriers, foster more resilient partnerships, and drive sustainable change on a global scale.You can ask us about our behavioural coaching approaches. <a href="mailto:stephen@bmbyou.com" data-mce-href="mailto:stephen@bmbyou.com">Email us</a>References Jung, S. and Polasky, S. (2018) 'Partnerships to Prevent Deforestation in the Amazon: The Case of the Responsible Soy Project', Journal of Environmental Economics and Management, 92, pp. 498-516.O’Leary, R. and Bingham, L. B. (2009) The Collaborative Public Manager: New Ideas for the Twenty-First Century. Washington, DC: Georgetown University Press.Passmore, J. (2010) Excellence in Coaching: The Industry Guide. London: Kogan Page.Rosenberg, A. and Wilkinson, J. (2013) 'Demonstrating Approaches to REDD+: Lessons from the Kalimantan Forests and Climate Partnership', San Giorgio Group Case Study. Available at: Climate Policy Initiative.Theeboom, T., Beersma, B. and Van Vianen, A. E. (2014) 'Does coaching work? A meta-analysis on the effects of coaching on individual level outcomes in an organizational context', The Journal of Positive Psychology, 9(1), pp. 1-18.<h2>Understanding Effect Size</h2>Effect size is a statistical measure used to indicate the strength of a relationship or impact in research. (I only know this from my MBA) In this case, it measures how much coaching interventions improve performance, goal attainment and psychological wellbeing.The specific effect sizes in the study are: ✅ 0.50 – When an external observer (e.g., a manager or colleague) rates improvements in the coachee. ✅ 1.27 – When individuals self assess their own improvement after coaching.Interpreting These Numbers Effect size is typically interpreted using Cohen’s d, where:0.2 = Small effect 0.5 = Medium effect 0.8+ = Large effectA 0.50 effect size means coaching has a moderate impact when assessed by others, while a 1.27 effect size suggests a very large impact when self reported. The discrepancy may indicate that coachees perceive a bigger improvement in themselves than external evaluators do. This is a common psychological effect.Why Does This Matter for NGOs? For NGOs considering behavioural coaching, this research suggests:Moderate external validation (0.50) – Meaning coaching visibly improves collaboration and performance. High self-reported impact (1.27) – Meaning participants feel significantly more capable, which can boost motivation and engagement.

Case Study: Transforming NGO Collaboration with Behavioural Coaching

Two women discussing work in modern office

The DISA model is a powerful tool for enhancing communication in both personal and professional settings. Developed by psychologist William Marston, the model focuses on four primary behavioural traits: <ul><li>Dominant</li><li>Influencial</li><li>Steadfast</li><li>Analytical</li></ul>By understanding these traits, individuals can tailor their communication strategies to engage more effectively with others.The DISA model categorises individuals based on how they respond to challenges, influence others, respond to rules and pace their activities. By identifying which trait predominantly represents someone, you can predict how they might react in various situations and communicate accordingly.<h3>Improving Interpersonal Communication</h3>One of the primary benefits of the DISA behavioural model is its ability to improve interpersonal communication. By recognising your own dominant trait and understanding others', you can adjust your approach to foster more productive conversations. For instance, if you are dealing with someone who exhibits Dominance, being direct and concise will likely be more effective than a lengthy discussion.Similarly, when interacting with individuals who have a Influencial score, it helps to be enthusiastic and open to their ideas. This approach creates a more engaging environment and can lead to more successful collaborations.<h3>Enhancing Team Dynamics</h3>In a team setting, understanding the DISA Behavioural model can significantly enhance dynamics and productivity. Teams are often composed of individuals with diverse DISA traits, and leveraging these differences can lead to stronger outcomes. For example, a team leader might rely on those with Analyticalbehaviours for detail oriented tasks and those with Steadfastness for maintaining harmony within the group.By aligning tasks with team members' traits, you not only improve efficiency but also boost morale as individuals feel their strengths are recognised and valued. This alignment can lead to a more cohesive team environment where everyone is working towards a common goal.<h3>Applying DISA in Conflict Resolution</h3>Conflicts are inevitable in any setting where diverse personalities and behaviours interact. The DISA Behavioural model can be an essential tool in resolving conflicts by helping individuals understand differing perspectives. Recognising that a colleague’s need for control stems from a primary Dominant trait can lead to more empathetic responses and effective solutions.Approaching conflict with an understanding of DISA allows for a more structured resolution process. It encourages open dialogue where each party feels heard and understood, ultimately leading to more sustainable solutions.<h3>Implementing DISA Behaviour in Leadership</h3>For leaders, applying the DISA Behavioural model in their leadership style can lead to better management practices. Understanding the primary dominant traits of team members allows leaders to adapt their communication and delegation strategies effectively. Leaders who excel in this can motivate their teams by ensuring each member's strengths are utilised.Leaders can use DISA insights to provide feedback that resonates with individual team members, fostering an environment of continuous growth and improvement. This personalised approach to leadership can significantly enhance team performance and satisfaction.<h3>Personal Development through DISA</h3>Beyond its professional applications, the DISA model is also valuable for personal development. By understanding your own DISA profile, you gain insight into areas where you might improve communication or adapt more easily to different environments. This self awareness is crucial for personal growth and achieving long term goals.Engaging with the DISA Behavioural model encourages individuals to explore their strengths and weaknesses, paving the way for more meaningful interactions and relationships. It promotes a lifelong journey of learning and adaptation in both personal and professional realms.The DISA Behavioural model offers a comprehensive framework for understanding human behaviour and enhancing communication across various settings. Whether in leadership roles, team environments, or personal interactions, applying DISC principles can lead to more effective communication and stronger relationships. Embracing this model is a step towards greater empathy, collaboration, and success in any endeavor.<figure id="figure-dagv7fr90vm77r2son"><img id="dagv7fr90vm77r2son" src="https://cdn.durable.co/getty/8Mi2Hzd996mOwTWmtCDFYnDfRE5WsMXjzFU18znkglXOTbxuxcsA3wq2FltUCA3r.jpeg" alt="professional development" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9;" data-mce-src="https://cdn.durable.co/getty/8Mi2Hzd996mOwTWmtCDFYnDfRE5WsMXjzFU18znkglXOTbxuxcsA3wq2FltUCA3r.jpeg" data-mce-style="aspect-ratio: 16/9;"></figure>

Enhancing Communication with the DISA Behavioural Models

<h2>Unlocking the Power of Leadership Coaching</h2>Leadership coaching is becoming an increasingly popular tool for businesses in Northern Ireland, as organisations strive to cultivate strong, effective leaders who can elevate their teams to new heights. Whether you're a small business or a multinational corporation, the right leadership coaching can make a significant difference in achieving your business goals.By investing in leadership development, companies can foster a culture of continuous improvement and innovation. Leadership coaching focuses on enhancing the skills and capabilities of individuals, allowing them to manage teams more effectively and drive organisational success.<figure id="figure-sjx4ak9uxpm77r04zt"><img id="sjx4ak9uxpm77r04zt" src="https://media.gettyimages.com/id/1324176572/photo/shot-of-a-young-businesswoman-writing-on-a-board-at-the-office.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=XapyLQNcLrAhdXxQ3H-90BVYZa80FCd1IUI5_aBlvac=" alt="leadership coaching" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/1324176572/photo/shot-of-a-young-businesswoman-writing-on-a-board-at-the-office.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=XapyLQNcLrAhdXxQ3H-90BVYZa80FCd1IUI5_aBlvac=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>The Benefits of Leadership Coaching</h3>Engaging in leadership coaching offers numerous benefits for both individuals and organisations. Here are some of the key advantages:<ul><li>Improved Communication: Coaching enhances leaders' communication skills, enabling them to convey their vision clearly and inspire their teams.</li><li>Increased Self Awareness: Leaders gain insights into their strengths and areas for development, leading to more informed decision making.</li><li>Enhanced Problem Solving: Coaching encourages leaders to think critically and approach challenges with a strategic mindset.</li></ul><h3>Finding the Right Coach in Northern Ireland</h3>Choosing the right leadership coach is crucial to maximising the potential of your team. In Northern Ireland, there are numerous qualified coaches with diverse backgrounds and expertise. It's important to select a coach who aligns with your organisation's values and objectives.When considering potential coaches, look for those with proven experience in your industry and a track record of successful client engagements. A good coach will tailor their approach to meet the unique needs of your business, ensuring that you receive the most relevant guidance and support.<figure id="figure-extsul5mam77r04zu"><img id="extsul5mam77r04zu" src="https://media.gettyimages.com/id/1322304048/photo/shot-of-a-businessman-giving-a-presentation-during-a-business-meeting.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=jTW4kRRTqzsENRJXAhDWiOaFdKF1KKh5mpeGXQg6YNg=" alt="business coaching" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/1322304048/photo/shot-of-a-businessman-giving-a-presentation-during-a-business-meeting.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=jTW4kRRTqzsENRJXAhDWiOaFdKF1KKh5mpeGXQg6YNg=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>Implementing Leadership Coaching in Your Organisation</h3>Once you've selected a coach, it's time to implement a structured coaching program. This process typically involves setting clear goals, identifying key performance indicators and scheduling regular sessions for ongoing development.Leadership coaching is not a one time event but rather an ongoing process that requires commitment from both the coach and the participants. Consistency is key to achieving lasting results as regular sessions allow for continuous feedback and adjustment.<h3>Measuring Success</h3>To evaluate the effectiveness of leadership coaching, it's essential to establish metrics for success. Consider using tools such as employee satisfaction surveys, productivity reports and performance reviews to gauge improvements over time.By measuring the impact of leadership coaching, businesses can identify areas for further growth and ensure that their investment yields tangible results. This data driven approach not only validates the coaching process but also helps refine future strategies.<figure id="figure-sc0nw93cm77r04zu"><img id="sc0nw93cm77r04zu" src="https://media.gettyimages.com/id/1840366759/photo/leadership-concept-with-paper-boats.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=QQmsouMwI4JojdXmmOdSrP229he_1vCfrvwDuUmHkKM=" alt="team success" class="object-cover bg-gray-100" style="aspect-ratio: 16/9;" data-mce-src="https://media.gettyimages.com/id/1840366759/photo/leadership-concept-with-paper-boats.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=QQmsouMwI4JojdXmmOdSrP229he_1vCfrvwDuUmHkKM=" data-mce-style="aspect-ratio: 16/9;"></figure><h3>The Future of Leadership Development</h3>As the business landscape continues to evolve, so too will the demands placed on leaders. By embracing leadership coaching, Northern Irish businesses can stay ahead of the curve and adapt to changing market conditions with agility and confidence.Investing in leadership development is an investment in your company's future. By empowering leaders with the skills they need to succeed, you can create a thriving organisation that is well equipped to tackle any challenge that comes its way.

Leadership Coaching in Northern Ireland: Elevate Your Team's Potential

For years, project management (PM) in Learning and Development (L&amp;D) followed rigid structures. Have you heard of or do you remember, 'linear plans', 'detailed documentation' and 'controlled execution cycles'. PRINCE2 (Projects IN Controlled Environments), a widely recognised methodology, provided a structured framework ensuring risk management, governance and accountability (AXELOS, 2017). However, as organisations shift towards Agile mindsets, the L&amp;D landscape demands a more flexible, iterative (another term for frequentative) approach that fits modern business needs.I’ve been aware of Agile thinking for years and have worked within organisations that would totally benefit from such a mindset, but many have resisted change. Now, looking at how lost some businesses are in the face of rapid digital transformation and evolving learner needs, it’s clear that those failing to adapt will be left behind.A stark example is Thomas Cook, a once dominant travel brand that collapsed in 2019 after failing to modernise its business model. The company clung to rigid, traditional planning instead of adapting to digital trends and customer expectations (BBC, 2019). In the same way, L&amp;D teams that stick to outdated methodologies like PRINCE2 risk becoming obsolete, unable to keep pace with business needs and learner expectations.Understanding Agile The Shift from PRINCE2 Agile, originally rooted in software development, is now transforming L&amp;D strategy and implementation (Gartner, 2023). Unlike PRINCE2’s waterfall approach, which follows a structured sequence, initiation, planning, execution, monitoring and closure, Agile embraces iteration, responsiveness and stakeholder collaboration.Key Agile frameworks include: ✅ Scrum – Work is broken into small, manageable tasks completed in time boxed sprints (Schwaber &amp; Sutherland, 2020). ✅ Kanban – Tasks are visualised in a continuous flow, supporting adaptive planning. ✅ SAFe (Scaled Agile Framework) – A strategic enterprise level Agile approach.PRINCE2, though still effective for compliance heavy, fixed scope projects, can be overly rigid for L&amp;D programmes, where learner needs, technology and stakeholder expectations shift rapidly (PMI, 2021).🔍 Comparison:<table style="border-collapse: collapse; width: 100%;" border="1" data-mce-style="border-collapse: collapse; width: 100%;"><tbody><tr><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">FEATURE</td><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">PRINCE2</td><td style="width: 33.335%;" data-mce-style="width: 33.335%;">AGILE</td></tr><tr><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Structure</td><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Predicatble, Phased</td><td style="width: 33.335%;" data-mce-style="width: 33.335%;">Iterative, flexible</td></tr><tr><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Documentation</td><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Heavy, upfront</td><td style="width: 33.335%;" data-mce-style="width: 33.335%;">Minimal, adaptive</td></tr><tr><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Stakeholder Involvement</td><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Limited</td><td style="width: 33.335%;" data-mce-style="width: 33.335%;">High, continuous</td></tr><tr><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Change Management</td><td style="width: 33.3325%;" data-mce-style="width: 33.3325%;">Strict, controlled</td><td style="width: 33.335%;" data-mce-style="width: 33.335%;">Adaptive, evolving</td></tr></tbody></table> The shift towards Agile L&amp;D reflects a broader industry movement. According to LinkedIn’s Workplace Learning Report (2023), 94% of L&amp;D professionals say they are prioritising Agile learning strategies over traditional content development cycles.The key lesson from Thomas Cook’s downfall is that failing to embrace change leads to irrelevance. Many organisations I’ve worked with still cling to rigid learning structures that are no longer fit for purpose. Those who don't adapt risk the same fate; becoming relics of the past in a world that demands continuous improvement, flexibility and learner driven solutions.Agile and ADHD&nbsp;A Perfect Match? ADHD minds thrive in dynamic environments (Brown, 2019). The traditional PRINCE2 approach often felt restrictive to me, demanding prolonged focus on documentation heavy planning. Agile, by contrast, leverages rapid iterations, visual task management and high energy collaboration, all of which complement ADHD cognitive styles.🔹 Time Boxed Workflows: Agile’s short sprints (typically 2 weeks) align with the ADHD preference for quick wins and fast feedback loops.🔹 Visual Project Management: Kanban boards and Agile sprint charts externalise working memory (Barkley, 2020), preventing information overload.🔹 Collaboration Over Isolation: Agile teams operate on continuous communication, minimising the risk of procrastination and hyperfocus derailment.For me, Agile, now that I am part of the NDCS internal training, feels like a system designed to work with my natural instincts rather than against them. Instead of being penalised for changing direction quickly (previous employment default), Agile expects and embraces change.<blockquote>“Traditional project management felt like fitting a round peg into a square hole. Agile let me thrive, pivot, and drive results without feeling trapped.” - Stephen M. Keery</blockquote>Agile &amp; DISA The Behavioural Fit The DISA model, often known as DISC, categorises behaviour into four primary colours and associated traits:🟥 Red (Dominant) – Direct, results-driven, decisive. 🟡 Yellow (Influencial) – Energetic, sociable, spontaneous. 🟢 Green (Steadfast) – Supportive, methodical, team oriented. 🔵 Blue (Analytical) – Analytical, structured, detail focused.As a Yellow, I thrive in high energy, creative, people focused environments. Agile’s dynamic collaboration and innovation naturally align with my spontaneity and people centred leadership.However, this isn’t just about me. Different Agile roles align with different DISA profiles:✅ Scrum Master – Ideal for Greens (steady support) and Yellows (energetic motivators).✅ Product Owner – Suits Reds (decisive leaders) and Blues (structured planners).✅ Agile Team Member – Works across all styles, fostering cross collaboration.Agile accommodates all behavioural types, allowing L&amp;D teams to play to their strengths rather than forcing them into one size fits all methodologies.Benchmarking Agile L&amp;D Success Organisations adopting Agile report significant efficiency gains.📊 70% of L&amp;D teams using Agile report improved responsiveness to business needs (CIPD, 2023). 📊 Agile project success rates (42%) surpass traditional waterfall methods (26%) (Standish Group, 2022). 📊 IBM cut learning content development time by 50% by shifting to Agile L&amp;D (IBM, 2021).At NDCS, where Agile is increasingly shaping our approach, the shift from rigid training rollouts to responsive, learner driven strategies has been tangible. As we navigate a more Agile driven culture, the focus has shifted towards continuous improvement, real time learner feedback and collaborative iteration rather than one off training events.The Future is Agile Transitioning from PRINCE2 to Agile was more than just learning a new methodology, it was adapting to a mindset shift that fits both modern L&amp;D and my own working style. Agile’s flexibility, collaboration and adaptability aren’t just business buzzwords; they represent a practical, psychology backed approach to getting the best out of people and projects.Businesses that fail to adapt, like Thomas Cook (can you tell I'm an aviation anorak?), risk falling behind. L&amp;D is no different, those who don’t evolve will become irrelevant in a world demanding rapid innovation and learner centric solutions.For L&amp;D professionals, the question isn’t "Should we adopt Agile?", it’s "How quickly can we?"What’s your experience? Have you transitioned from PRINCE2 to Agile? Let’s chat in the comments! 🚀 References AXELOS (2017) Managing Successful Projects with PRINCE2. 6th edn. London: The Stationery Office.Barkley, R. A. (2020) Taking Charge of ADHD: The Complete, Authoritative Guide for Parents. New York: Guilford Publications.BBC (2019) The Collapse of Thomas Cook: What Went Wrong? Available at: www.bbc.co.ukBrown, T. E. (2019) Smart but Stuck: Emotions in Teens and Adults with ADHD. New Jersey: John Wiley &amp; Sons.CIPD (2023) Learning and Skills at Work Survey 2023. Available at: www.cipd.co.ukIBM (2021) How Agile Learning Transformed IBM’s Workforce. Available at: www.ibm.com

Adapting to Agile - An L&D Partner’s Journey from PRINCE2 to Agile Mindset

With over two decades in Learning &amp; Development (L&amp;D) consultancy, I’ve witnessed the evolution of workplace learning first hand. Since 1999, I’ve worked across organisations that have praised Continuing Professinal Development (CPD) hours as a gold standard for professional growth but I’ve also seen first hand how rigid CPD structures can frustrate employees.More recently, during my current feasibility study on implementing a one source of truth LMS/LXP, CPD hours have been a recurring point of debate. Colleagues have asked, “Do we even need CPD hours anymore?” while vendors present arguments both for and against their value. It’s clear to me that the workplace learning landscape is changing, but the question remains, 'is CPD still fit for purpose?', or 'do our people want something different?'.The Traditional CPD ModelIs It Still Relevant? CPD hours were originally designed to ensure ongoing professional competence, particularly in regulated industries (CIPD, 2023). However, modern learning habits challenge the idea that hours spent learning automatically equate to knowledge gained. A 2022 LinkedIn Workplace Learning Report found that 68% of employees prefer learning that is self directed, flexible and embedded in their daily work (LinkedIn Learning, 2022).When I challenge vendors on this point, I hear mixed responses. Some argue that structured CPD provides credibility and consistency, while others highlight that employees increasingly demand learning experiences that feel meaningful and practical rather than simply time-based.<p style="border-color: rgba(229,231,235,var(--tw-border-opacity)); --tw-scale-x: 1; --tw-scale-y: 1; --tw-scroll-snap-strictness: proximity; --tw-ring-offset-width: 0px; --tw-ring-offset-color: #fff; --tw-ring-color: rgba(62,172,255,.5); --tw-ring-offset-shadow: 0 0 #0000; --tw-ring-shadow: 0 0 #0000; --tw-shadow: 0 0 #0000; --tw-shadow-colored: 0 0 #0000; --tw-transform: translateX(var(--tw-translate-x)) translateY(var(--tw-translate-y)) rotate(var(--tw-rotate)) skewX(var(--tw-skew-x)) skewY(var(--tw-skew-y)) scaleX(var(--tw-scale-x)) scaleY(var(--tw-scale-y)); --tw-border-opacity: 1; --tw-filter: var(--tw-blur) var(--tw-brightness) var(--tw-contrast) var(--tw-grayscale) var(--tw-hue-rotate) var(--tw-invert) var(--tw-saturate) var(--tw-sepia) var(--tw-drop-shadow); --tw-backdrop-filter: var(--tw-backdrop-blur) var(--tw-backdrop-brightness) var(--tw-backdrop-contrast) var(--tw-backdrop-grayscale) var(--tw-backdrop-hue-rotate) var(--tw-backdrop-invert) var(--tw-backdrop-opacity) var(--tw-backdrop-saturate) var(--tw-backdrop-sepia); font-size: 18px; font-weight: 400; font-family: Poppins, sans-serif;" data-mce-style="border-color: rgba(229,231,235,var(--tw-border-opacity)); --tw-scale-x: 1; --tw-scale-y: 1; --tw-scroll-snap-strictness: proximity; --tw-ring-offset-width: 0px; --tw-ring-offset-color: #fff; --tw-ring-color: rgba(62,172,255,.5); --tw-ring-offset-shadow: 0 0 #0000; --tw-ring-shadow: 0 0 #0000; --tw-shadow: 0 0 #0000; --tw-shadow-colored: 0 0 #0000; --tw-transform: translateX(var(--tw-translate-x)) translateY(var(--tw-translate-y)) rotate(var(--tw-rotate)) skewX(var(--tw-skew-x)) skewY(var(--tw-skew-y)) scaleX(var(--tw-scale-x)) scaleY(var(--tw-scale-y)); --tw-border-opacity: 1; --tw-filter: var(--tw-blur) var(--tw-brightness) var(--tw-contrast) var(--tw-grayscale) var(--tw-hue-rotate) var(--tw-invert) var(--tw-saturate) var(--tw-sepia) var(--tw-drop-shadow); --tw-backdrop-filter: var(--tw-backdrop-blur) var(--tw-backdrop-brightness) var(--tw-backdrop-contrast) var(--tw-backdrop-grayscale) var(--tw-backdrop-hue-rotate) var(--tw-backdrop-invert) var(--tw-backdrop-opacity) var(--tw-backdrop-saturate) var(--tw-backdrop-sepia); font-size: 18px; font-weight: 400; font-family: Poppins, sans-serif;"><img id="4kwk6rx0sfm77oqjbf" src="https://media.gettyimages.com/id/1411185481/photo/online-class-online-education-e-learning-concept.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=93NehAE11RZcg-P5AzmkajARpG8pBM-tVxt_27AKUUo=" alt="Online class, Online education, E-learning concept" title="Online class, Online education, E-learning concept" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1411185481/photo/online-class-online-education-e-learning-concept.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=93NehAE11RZcg-P5AzmkajARpG8pBM-tVxt_27AKUUo=" data-mce-style="aspect-ratio: 16/9; object-position: center center;" style="border-color: rgba(229,231,235,var(--tw-border-opacity)); --tw-scale-x: 1; --tw-scale-y: 1; --tw-pan-x: ; --tw-pan-y: ; --tw-pinch-zoom: ; --tw-scroll-snap-strictness: proximity; --tw-gradient-from-position: ; --tw-gradient-via-position: ; --tw-gradient-to-position: ; --tw-ordinal: ; --tw-slashed-zero: ; --tw-numeric-figure: ; --tw-numeric-spacing: ; --tw-numeric-fraction: ; --tw-ring-inset: var(--tw-empty,/*!*/ /*!*/); --tw-ring-offset-width: 0px; --tw-ring-offset-color: #fff; --tw-ring-color: rgba(62,172,255,.5); --tw-ring-offset-shadow: 0 0 #0000; --tw-ring-shadow: 0 0 #0000; --tw-shadow: 0 0 #0000; --tw-shadow-colored: 0 0 #0000; --tw-blur: var(--tw-empty,/*!*/ /*!*/); --tw-brightness: var(--tw-empty,/*!*/ /*!*/); --tw-contrast: var(--tw-empty,/*!*/ /*!*/); --tw-grayscale: var(--tw-empty,/*!*/ /*!*/); --tw-hue-rotate: var(--tw-empty,/*!*/ /*!*/); --tw-invert: var(--tw-empty,/*!*/ /*!*/); --tw-saturate: var(--tw-empty,/*!*/ /*!*/); --tw-sepia: var(--tw-empty,/*!*/ /*!*/); --tw-drop-shadow: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-blur: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-brightness: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-contrast: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-grayscale: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-hue-rotate: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-invert: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-opacity: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-saturate: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-sepia: var(--tw-empty,/*!*/ /*!*/); --tw-transform: translateX(var(--tw-translate-x)) translateY(var(--tw-translate-y)) rotate(var(--tw-rotate)) skewX(var(--tw-skew-x)) skewY(var(--tw-skew-y)) scaleX(var(--tw-scale-x)) scaleY(var(--tw-scale-y)); --tw-border-opacity: 1; --tw-filter: var(--tw-blur) var(--tw-brightness) var(--tw-contrast) var(--tw-grayscale) var(--tw-hue-rotate) var(--tw-invert) var(--tw-saturate) var(--tw-sepia) var(--tw-drop-shadow); --tw-backdrop-filter: var(--tw-backdrop-blur) var(--tw-backdrop-brightness) var(--tw-backdrop-contrast) var(--tw-backdrop-grayscale) var(--tw-backdrop-hue-rotate) var(--tw-backdrop-invert) var(--tw-backdrop-opacity) var(--tw-backdrop-saturate) var(--tw-backdrop-sepia); --tw-bg-opacity: 1; width: 640px; margin: 0px; padding-top: 0px; padding-bottom: 0px; caret-color: rgba(0, 0, 0, 0); aspect-ratio: 16 / 9; object-position: center center;">Do Employees Want CPD Hours?It depends. DISA/DiSC behavioural profiling (Persson, 2001) sheds light on different behavioural &amp; personality preferences:D (Dominant): Results driven individuals may value CPD if it leads to a promotion or measurable career advancement. I (Influencial): Social learners thrive when CPD includes interactive elements like peer discussions or networking. S (Steadfast): People who prefer stability often appreciate CPD hours as a structured, predictable way to track progress. A (Analytical): Detail oriented employees may engage more when CPD is clearly linked to performance data or industry benchmarks. The takeaway? Employees don’t necessarily reject CPD itself, but they want it to feel relevant, engaging, and valuable to their careers.What Do Employees Expect Instead?Through my feasibility study, I’ve seen an increasing demand for new CPD formats that go beyond traditional time based models. Current learning trends point to four major shifts:1. Gamification &amp; Microlearning76% of employees say gamification makes learning more engaging (TalentLMS, 2023).Short, interactive learning experiences boost knowledge retention and prevent CPD from feeling like a chore. 2. Certification &amp; Digital BadgingA 2023 IBM study found that employees with digital badges were 72% more engaged in learning (IBM, 2023).Employees still value formal recognition but prefer digital credentials over static CPD records. 3. Embedded Learning in the Flow of Work90% of employees prefer learning on the job rather than attending formal training sessions (Josh Bersin, 2022). CPD must integrate seamlessly with daily tasks, making learning a natural, continuous process. 4. Personalised Learning PathwaysAI driven platforms now tailor CPD recommendations based on employee roles, skills and career aspirations. <figure id="figure-ga99rdnqom77p8o51"><img id="ga99rdnqom77p8o51" src="https://media.gettyimages.com/id/82277513/photo/boy-and-grandfather-holding-steering-wheels.jpg?b=1&s=2048x2048&w=0&k=20&c=_qQHpEf-bu_vCs4QE42OQSsp6bMAKhbEwKmphQvcfRQ=" alt="Boy and grandfather holding steering wheels" title="Boy and grandfather holding steering wheels" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionX="undefined" data-positionY="undefined" data-fullWidth="false"/></figure>The Generational ImpactDoes Age Matter?In my discussions with vendors and colleagues, generational preferences frequently come up as a challenge in CPD design.Millennials &amp; Gen Z favour digital first learning, on demand access and real world application. Gen X &amp; Baby Boomers tend to appreciate structured CPD hours, particularly when tied to professional accreditation. A rigid CPD structure risks alienating younger employees, while a purely informal approach may feel disorganised to experienced professionals. The best solution? Blended CPD that combines structure with flexibility.CPD Must Evolve As an L&amp;D Partner, I see both sides of the argument. CPD hours provide a measurable, trackable way to ensure ongoing learning, but in many cases, they have become a tick box exercise rather than a meaningful development tool. <blockquote>Employees still want CPD, but they expect it to be engaging, flexible and rewarding.</blockquote>The real question is not whether CPD is still relevant, but rather how we reshape it to better serve today’s workforce. The future of CPD lies in gamification, certification, personalised learning and embedding knowledge into everyday work.If we get this right, CPD won’t just be a requirement, it will be something employees genuinely value.References CIPD (2023) The Value of Continuous Professional Development, Chartered Institute of Personnel and Development. Deloitte (2023) Generational Learning Trends: The Future of Workplace Development. IBM (2023) Digital Credentials: The Future of Employee Learning. Josh Bersin (2022) The New World of Work: Learning in the Flow of Work. LinkedIn Learning (2022) Workplace Learning Report: The Shift Towards Self-Directed Learning. Persson, M. (2001) Understanding Behavioural Profiles: DISA in Practice. TalentLMS (2023) The Power of Gamification in Learning.

CPD Hours in the Workplace - Have They Passed Their Sell By Date?

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A conversation this week left me very pignant. It was about 'micro management', a word that I belive carries a weight of frustration for many of us. You may agree that most professionals see it as a flaw, a sign of insecurity, or even a leadership failure. And yet, I found myself reflecting on my own experience during this conversation. I reflected on how, in certain situations, I actually welcome some micro management.That might sound odd coming from someone who values autonomy, coaching and agile methodology, but bear with me. There’s more to this than meets the eye.<figure id="figure-dc1myqmjnm76jpl8p"><img id="dc1myqmjnm76jpl8p" src="https://media.gettyimages.com/id/1306017915/photo/question-mark-on-colorful-paper.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=z-AlV6dRvhaG7r73n9x0apv3GHCC_N61TEI6PWSc294=" alt="Question Mark On Colorful Paper" title="Question Mark On Colorful Paper" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1306017915/photo/question-mark-on-colorful-paper.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=z-AlV6dRvhaG7r73n9x0apv3GHCC_N61TEI6PWSc294=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>The Micromanagement StigmaLet’s be honest... when you or I hear the word 'micro management', it rarely comes with positive conotation. It’s the 'boss who hovers', the 'leader who doesn’t trust their team', the 'manager who insists on reviewing every tiny detail'. Research backs this up:59% of employees say they have been micromanaged at some point in their careers (Gallup, 2023).68% say it negatively impacted their morale and job satisfaction (Gallup, 2023). Employees who feel micromanaged take up to 30% longer to complete tasks due to over analysis and unnecessary revisions (Cummings &amp; Worley, 2019). As I read psychology, micromanagement for me is often a symptom of deeper issues. Insecurity plays a big role. Leaders who lack confidence in their own abilities or their team’s competence tend to micro manage more. Another common culprit is the incidental manager. This is someone who has been promoted due to technical / skill expertise rather than leadership ability (Goleman, Boyatzis &amp; McKee, 2013).But here’s the twist... not everyone finds micro management smothering.<figure id="figure-a84pwxk7zm76jw0s5"><img id="a84pwxk7zm76jw0s5" src="https://media.gettyimages.com/id/1337772208/photo/man-people-wating-and-choice-a-way.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=KG7bOshF5k_dAkxA7tf7sqFSPIaS53MP5WtpB_r9now=" alt="Man people wating and choice a way" title="Man people wating and choice a way" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1337772208/photo/man-people-wating-and-choice-a-way.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=KG7bOshF5k_dAkxA7tf7sqFSPIaS53MP5WtpB_r9now=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Why Some of Us Actually Welcome Micromanagement For most neurotypical professionals, micro management is frustrating. It signals a lack of trust, creates a dependency culture, and ultimately makes people feel less capable. Research by Deci &amp; Ryan (1985) on' Self Determination Theory' highlights that autonomy is one of the core psychological needs in the workplace.(Autonomy is the capacity to make independent decisions, or to be self governing.)However, for some neurodiverse professionals, including those with ADHD, ASD or executive function challenges, micro management can actually be a source of structure and clarity.For me personally, my ADHD mindset thrives when I have no more than two clear projects running simultaneously. I work best when my workload is visually manageable, like a Kanban board where tasks are moved through a clear process. Anything more than two projects, and my quality drops significantly.<figure id="figure-4p060gvopm76k0o87"><img id="4p060gvopm76k0o87" src="https://media.gettyimages.com/id/1352915139/photo/it-worker-tracking-his-tasks-on-kanban-board-using-task-control-of-agile-development.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=7W8EJrxOp7fEzTuAuurK2gEOYRT5XXnyPP3XaBalxBU=" alt="IT worker tracking his tasks on kanban board. Using task control of agile development methodology. Man attaching sticky note to scrum task board in the office stock" title="IT worker tracking his tasks on kanban board. Using task control of agile development methodology. Man attaching sticky note to scrum task board in the office stock" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1352915139/photo/it-worker-tracking-his-tasks-on-kanban-board-using-task-control-of-agile-development.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=7W8EJrxOp7fEzTuAuurK2gEOYRT5XXnyPP3XaBalxBU=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Interestingly, I haven’t always noticed micro management when it happens to me. Other colleagues have pointed it out with concern in previous employments, but if it's done with the right intentions, I actually find it helpful. When it provides clarity and structure rather than control, I see it as support rather than restriction.This made me question: Is micromanagement always bad? Or does it depend on how and why it’s done?<figure id="figure-7xv99ge6phm76oe38a"><img id="7xv99ge6phm76oe38a" src="https://cdn.durable.co/blocks/23MR4w6GOMFe4MJeUOMj3BXbphXqQ48JLh615DoQXWn2NRLI9vC3DCzLVKzjdamc.png" alt="" title="" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/23MR4w6GOMFe4MJeUOMj3BXbphXqQ48JLh615DoQXWn2NRLI9vC3DCzLVKzjdamc.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Micromanagement Through the Lens of the DISA Model As someone deeply interested in behavioural models, I looked at this through the DISA Behavioural Model. Each behavioural colour reacts differently to micro management:Typically....Red (Dominant) – Resists micro management. Prefers autonomy and control. Yellow (Influencial) – Finds it restrictive. Prefers flexibility and freedom. Green (Steadfast) – Tolerates it if supportive. Prefers structure without excessive oversight. Blue (Analytical) – Finds it helpful when logical. Prefers structured feedback over arbitrary control. Given my Yellow-Red tendencies, I naturally dislike micro management, but I also appreciate clear structure. It’s a delicate balance;too much oversight kills creativity, but the right level of structure keeps me focused.<img id="6otlhewcmcm76oi0vt" src="https://cdn.durable.co/blocks/24L93f1uWqx7Kf6HjkPonvnkVudsihYaPgdVkabt8m1OPhpTA2BvZx1kGfTHUo2k.png" alt="" title="" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/24L93f1uWqx7Kf6HjkPonvnkVudsihYaPgdVkabt8m1OPhpTA2BvZx1kGfTHUo2k.png" data-mce-style="aspect-ratio: 16/9; object-position: center center;" style="border-color: rgba(229,231,235,var(--tw-border-opacity)); --tw-scale-x: 1; --tw-scale-y: 1; --tw-pan-x: ; --tw-pan-y: ; --tw-pinch-zoom: ; --tw-scroll-snap-strictness: proximity; --tw-gradient-from-position: ; --tw-gradient-via-position: ; --tw-gradient-to-position: ; --tw-ordinal: ; --tw-slashed-zero: ; --tw-numeric-figure: ; --tw-numeric-spacing: ; --tw-numeric-fraction: ; --tw-ring-inset: var(--tw-empty,/*!*/ /*!*/); --tw-ring-offset-width: 0px; --tw-ring-offset-color: #fff; --tw-ring-color: rgba(62,172,255,.5); --tw-ring-offset-shadow: 0 0 #0000; --tw-ring-shadow: 0 0 #0000; --tw-shadow: 0 0 #0000; --tw-shadow-colored: 0 0 #0000; --tw-blur: var(--tw-empty,/*!*/ /*!*/); --tw-brightness: var(--tw-empty,/*!*/ /*!*/); --tw-contrast: var(--tw-empty,/*!*/ /*!*/); --tw-grayscale: var(--tw-empty,/*!*/ /*!*/); --tw-hue-rotate: var(--tw-empty,/*!*/ /*!*/); --tw-invert: var(--tw-empty,/*!*/ /*!*/); --tw-saturate: var(--tw-empty,/*!*/ /*!*/); --tw-sepia: var(--tw-empty,/*!*/ /*!*/); --tw-drop-shadow: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-blur: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-brightness: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-contrast: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-grayscale: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-hue-rotate: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-invert: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-opacity: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-saturate: var(--tw-empty,/*!*/ /*!*/); --tw-backdrop-sepia: var(--tw-empty,/*!*/ /*!*/); --tw-transform: translateX(var(--tw-translate-x)) translateY(var(--tw-translate-y)) rotate(var(--tw-rotate)) skewX(var(--tw-skew-x)) skewY(var(--tw-skew-y)) scaleX(var(--tw-scale-x)) scaleY(var(--tw-scale-y)); --tw-border-opacity: 1; --tw-filter: var(--tw-blur) var(--tw-brightness) var(--tw-contrast) var(--tw-grayscale) var(--tw-hue-rotate) var(--tw-invert) var(--tw-saturate) var(--tw-sepia) var(--tw-drop-shadow); --tw-backdrop-filter: var(--tw-backdrop-blur) var(--tw-backdrop-brightness) var(--tw-backdrop-contrast) var(--tw-backdrop-grayscale) var(--tw-backdrop-hue-rotate) var(--tw-backdrop-invert) var(--tw-backdrop-opacity) var(--tw-backdrop-saturate) var(--tw-backdrop-sepia); --tw-bg-opacity: 1; width: 640px; margin: 0px; padding-top: 0px; padding-bottom: 0px; caret-color: rgba(0, 0, 0, 0); aspect-ratio: 16 / 9; object-position: center center;">A Leadership Balancing Act: The NDCS Chapter Experience NOTE- we use the term Chapter when talking about our collective. i.e. Chapter rather than departmet etc.Here’s where my perspective shifted. At the National Deaf Children’s Society (NDCS), where I now work as an L&amp;D Partner, I have never experienced as much autonomy as I have within our 'Chapter' structure. The L&amp;D members are individually amazing. The NDCS is an agile organisation, and in just two years, they have embedded agile methodology effectively and continue to improve at all levels..For me, this means:✅ High Trust leadership – Members (staff) are empowered rather than controlled. ✅ Self organising teams – Workflows are collaborative rather than dictated. ✅ Outcome driven, not process driven – The focus is on outcomes, not micro managing steps.It has been a refreshing shift from my previous professional service environment where micro management often became the default. NDCS has shown me that structured autonomy, where people have clear goals but the freedom to achieve them in their own way is a far more effective leadership model.So, Is Micromanagement Always a Bad Thing? After all this reflection, I’d say: it depends!<blockquote>Bad micro management is about control, insecurity, and lack of trust. Good micromanagement is about clarity, accountability and support.</blockquote>The best leaders understand that different people need different levels of guidance. Some thrive on autonomy; others (like myself in certain contexts) benefit from clear structure.What This Means for Leaders <figure id="figure-92x0ktvhslm76osns6"><img id="92x0ktvhslm76osns6" src="https://media.gettyimages.com/id/1503445810/photo/in-our-office-we-work-very-hard.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=0fx8SRHt-3jCL6pCiHGmlBss_h-OoYKjab97Wfi8e-Y=" alt="In our office, we work very hard." title="In our office, we work very hard." class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/1503445810/photo/in-our-office-we-work-very-hard.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=0fx8SRHt-3jCL6pCiHGmlBss_h-OoYKjab97Wfi8e-Y=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>If you’re a leader, ask yourself:✅ Are you micromanaging because you don’t trust your team? If so, the issue might be your leadership, not their ability.✅ Are you providing enough structure for those who need it? Some employees actually do better with more direction, not less. ✅ Are you empowering your team while offering support? True leadership is about enabling success, not controlling every step.Final Thought: Micromanagement as a Spectrum Micro management isn’t inherently bad or good, it’s about how and why it’s applied.For me, the takeaway is clear:<ol><li>I dislike micro management when it’s about control.</li><li>I welcome some micro management when it’s about clarity and structure.</li><li>If leaders can recognise when to step in and when to step back, they’ll build teams that thrive on both trust and accountability.</li></ol>So, what’s your experience? Do you find micromanagement suffocating, or do you thrive under structured oversight? Let’s start the conversation.References Anderson, D. (2010) Kanban: Successful Evolutionary Change for Your Technology Business. Blue Hole Press. Chamorro-Premuzic, T. (2017) ‘The dark side of management: The dangers of micromanaging’, Harvard Business Review. Cummings, T.G. and Worley, C.G. (2019) Organization Development and Change. 11th edn. Cengage Learning. Deci, E.L. and Ryan, R.M. (1985) Intrinsic Motivation and Self-Determination in Human Behavior. Springer Science &amp; Business Media. Gallo, A. (2019) ‘How to Stop Micromanaging Your Team’, Harvard Business Review. Gallup (2023) State of the Global Workplace Report. Goleman, D., Boyatzis, R. and McKee, A. (2013) Primal Leadership: Unleashing the Power of Emotional Intelligence. Harvard Business Press. Hogan, R. and Kaiser, R.B. (2005) ‘What we know about leadership’, Review of General Psychology, 9(2), pp. 169-180. &nbsp;

Micro management, Is it a Leadership Flaw or a Hidden Strength?

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