A little gamification can take you far

Peter Sandbach
Peter Sandbach

This week, Peter Sandbach, Managing Director of Free Range Communications, shares his experience of using Corporate Snakes and Ladders in a large Swiss multinational. He thinks gamification adds so much value, even in the most conservative corporate settings.

Stephen:      Hi Peter. Thanks for chatting. It’s been a while since we worked together. What are you up to these days?

Peter:          I’m Managing Director of Free Range Communications. We focus on communications training and working with big corporates to help leaders with presentation training, storytelling, message development, and how to get their message across effectively. Before that, I was Head of Communication training for a large Swiss multinational, which is how we got to know each other.

Stephen:      Yes, we developed a tailored version of Corporate Snakes and Career Ladders to help you and your colleagues think about their roles as strategic advisers to senior leaders.

Peter:          Indeed. We wanted our communication professionals to be able to get close to the business. How to become a real business partner? We had training for advanced professionals and Heads of Communications, and we had a series of courses for more junior people. But we needed something in between – to help people make the leap from technical expert to strategic adviser. This is where Corporate Snakes and Career Ladders came in.

Stephen:      Yes, we were pleased to help. How come you decided to work with us?

Peter:          Well, we saw your proposal and then had a meeting. Your approach was engaging and different. You worked out how to bring a different approach to our unique circumstances. The two-day programme we developed together was received very well. We got some great feedback from senior people who were really impressed with the facilitation – not just running the game, but also giving expert insight.

Stephen:      Thank you, that’s nice to hear. How did the gamification aspect work?

Peter:          We had a very conservative culture.  But even in such a situation, having fun works. The scenarios were well thought out so people could relate to them. The gaming aspect helped the learning and people took away some good tips.

Stephen:      And what about you? What tips did you take from the session?

Peter:          To be honest, I was looking at it more from a trainer’s perspective. It was a really nice structured way of learning. You mentioned the ‘play-learn-do’ methodology which helped the team think differently.

Stephen:      Yes, we developed the ‘play-learn-do’ approach to help people access learning in different ways and appeal to different learning styles. We’ve then adapted the methodology to different functions and different levels in business, including super challenging for senior people, and entry-level dilemmas for recent graduates. Before we close … tell me more about when you are not helping clients become better communicators. What do you do outside of work?

Peter:          As it happens, I’m the Founding Squire of Ferrette Morris, one of the few Morris Dancing sides in France. You can follow us on facebook, here: https://www.facebook.com/FerretteMorris/ . Next time you are in the Basel or Mulhouse area, come and join us.

Stephen:      I will. Thanks again! Bye.

#Testingtimes: A reflection

This week, we welcome guest blogger, Sheena Thomson MCIPR FRSA, Founder and Director of Conduit Associates, a boutique global crisis and issues communications consultancy that helps identifies, plans & manages disruptive events. Sheena was a participant in our #testingtimes game and shares her reflections here.

In those early weeks of lockdown, I received an email inviting me to take part in a series of
challenges over a number of weeks called #testingtimes. It involved receiving a number of
postcards through the old-fashioned postal mail. Each card had a #testingtimes challenge
ranging from looking and photographing yourself with one of the postcards, or an object
from a different angle, to completing a series of online tests. All tests were designed to
examine how you see things, your approach to issues and individual influencing style when conducting advisory work.

One of my mantras in life is to always keep learning, and although I was pretty confident in my advisory style, I thought I will most certainly learn something about myself taking part. Additionally, when you work for yourself, it is always great to get an independent external perspective. As I earn a living as an advisor, I enthusiastically signed up to this fun #testingtimes challenge during those testing times in lockdown.

As well as seeing images of other participants when we posted various pictures on social
media, the online tests really made me think about how I react and respond in certain
hypothetical situations. There was plenty time to think during lockdown, so I gave each test the time it deserved. I was intrigued to receive my self-assessment feedback and see what I could learn from myself. Despite my self-confidence and self-belief gained over the years, I knew there would be room for improvement.

The first self-assessment report reviewed the type of adviser I was, using a restaurant
metaphor. My style of adviser is similar to that of a sommelier – where I shine as an expert, but very much involve and engage with clients or colleagues and take a lot of pride in my work. Although I had never really thought about my advisory style before, I was stunned at the accuracy of my assessment. Even when I read through the other advisory styles, just out of curiosity, I realised my assessment was spot-on. On reflection, I think this comes from my time in the Royal Navy. I took a lot of pride in everything I did. When you wear the uniform, you have a lot to live up to, but to do so, I was both trained with the expert skills as well as being trusted to engage with everyone to reach successful outcomes. This has clearly left an indelible impression on my advisory style.

The final assessment was more interesting and revealing. It examined my personal
influencing style and is what has provided me with the all-important learning outcomes.
The assessment looks at six personal influencing styles, using a “RECIPE” approach, as most styles require a blend of influencing styles. In this assessment, the “style ingredients” are reward, exchange, connect, inform, picture, exit. Once again, my assessment was pretty accurate, but it went a step further by providing tips on how to improve my three main identified strengths, as well as highlighting a fourth area where there is potential to improve my style. This for me is what I will take forward – to use the “picture” style of advisory by imagining how the future may look. In my particular area of expertise of crisis and issues management, all too often we live in the moment and the immediate aftermath, but imagining the future is of course a significant part of the recovery.

I really enjoyed the testing times challenge. It was a fun and engaging exercise that was
clearly well designed. It also provided me with something innovative and different to do
during that odd and unchartered period of lockdown enabling me to use all that thinking
time in a positive way. Moreover, it was good to have my influencing style and strengths
identified and areas that I have learned about myself and can take forward.

If you would like to know more about our #testingtimes game, or even participate, get in
touch with us at info@archetypical.org

“… I got some great insights into how to have conversations with other leaders…”

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. Recently, Stephen Welch talked to Alison Brooks, Assistant Head of Professional Development at the UK Ministry of Defence.

Stephen:       Hi Alison. Thanks for chatting. First, please tell me about your job and what you do?

Alison:            I work with communication professionals across the Ministry of Defence to help them develop their skills. In our team we support their growth and development across the full communications landscape from digital skills to becoming strategic advisers to leaders across the Ministry. Previously, I worked for five years at the Cabinet Office as Talent and Professional Standards Manager for the Government Communication Service (GCS).

Stephen:       When did you attend a Corporate Snakes and Career Ladders event?

Alison:            In 2019, I was leading professional development for the GCS, running the “Impact” programme which was aimed at emerging talent professionals across government. The purpose of the year-long programme was to help them develop the skills and behaviours to advance their career. The highlight was our two-day event at Roffey Park conference centre in Sussex where we took over the majority of the venue and played Corporate Snakes and Career Ladders.

Stephen:       I remember, yes.  We developed a tailored version of the simulation based around a virtual government department: the ‘Department of Public Administration’. How was the experience for you?

Alison:            It was really interesting and created a really good opportunity for everyone to see through the eyes of others. A chance to take a different perspective on the challenges we face as strategic advisers. I got some great insights into how to have conversations with HR Directors, Finance Directors, and other leaders.

Stephen:       How did the workshop help you and the other participants?

Alison:            It provided a really good way to open up and discuss how to deal with business problems. The event helped me change the way I work. I’ve always tried to consider other people’s views … but in the simulation we really got to think about how to take those different perspectives to the next level.

Stephen:       We are in ‘permanent beta’ mode. What ideas do you have to improve the programme?

Alison:            It could be a really great thing for apprentices. You could create scenarios for different levels or tweak things to help people in different functions. When I participated in 2019, it  was really nice that scenarios were relevant and timely so you should make some new scenarios around Covid-19 or working at home.

Stephen:       Good idea. Thanks for the suggestion. We’ll do that. Meanwhile, tell us about yourself. What do you do outside of work?

Alison:            Well, we used to have horses but we sold our last one recently, so now we are experiencing life after horses. We just got a puppy (see photo above) so that is keeping us busy. My husband just built a summer house in the garden so we are enjoying that – making the most of the weather!

Stephen:       Sounds like fun. Enjoy the dog (or puppy?) days of summer!

Alison:            You too. Bye!

New views from New Jersey

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. Last week, Stephen spoke by video with Rhonda Sciarra, current IABC New Jersey president and an associate director of global external communications at a pharmaceutical company in New Jersey. 

Rhonda at our last event in New Jersey
Rhonda Sciarra

 

Stephen:      Hi Rhonda, thanks for agreeing to chat. Before we start, please tell me about your leadership and involvement in IABC.

Rhonda:       Thanks. In my nearly 20 years of experience as a communicator, I have found IABC to be a valuable community locally and globally. I appreciate how IABC aligns business communications with organizational goals – and then measuring outcomes. I have worked both in internal and external communications and find IABC to be relevant and contemporary – it is also an organization when you give a little, the returns are immense. 

Stephen:      Your IABC New Jersey Board helped organize, and you attended, a Corporate Snakes and Career Ladders workshop in New Jersey last summer. What was it like?

Rhonda:       When we look for professional development ideas, any experience that is engaging from the start and promotes learning while doing is ideal. Corporate Snakes and Career Ladders did just this. The exercise and workshop promoted some great discussions. By immersing ourselves in the simulated world of Carmen Spinoza and her colleagues, we were able to have detailed discussions and hear from different perspectives. Because we came from different disciplines, not everyone had the same view.

Stephen:      What three words would you use to describe the event?

Rhonda:       Dynamic, fun, thought-provoking.

Stephen:      Tell me about the last. How has the event changed your perspective?

Rhonda:       The event reinforced how we should think about leadership in a different way. As communications professionals, we have the chance to think about the big picture and take care to reflect the business strategy in our conversations with teams we work with. That wider perspective and focus on outcomes, versus just outputs, allows us to act more as strategic advisers.

Stephen:      We’re in the process of developing an on-line version of the workshop. What do you think is the main thing to keep in mind as we do?

Rhonda:       Try to find a way to have some levity and get people active beyond just sitting at a screen. As I mentioned, ‘fun’ is one of the key words for the workshop that I experienced in person, so be sure to keep that when moving the simulation to this new virtual world we are in. 

Stephen:      That’s a great point. Thank you. In the meantime, tell us about Rhonda outside work? What do you do when you are not working?

Rhonda:       Well, I live outside New York City and am really appreciating my Peloton, while trying and get out running when I can – mask on and physically distancing. My puggle is entertaining, and I am keeping in contact with family and friends back in St. Louis and Kansas City. 

Stephen:      Great, thanks for your time – hope to see you in person sometime soon.

Rhonda:       Me too! Take care. 

If you want to get to know Rhonda (we recommend it!) follow her on Twitter @Rhonda_Lea or connect with her on LinkedIn

Two lessons on a Snakes and Ladders workshop

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. Early in July, Stephen Welch went to Bristol to run a session for the UK Government Communications Service. One of the participants was Sophie Mason, Head of Key Themes (Strategic Priorities Communications Team) at UK Research & Innovation. Here’s her story.

Stephen:          Hi Sophie. Can you tell me a little about your work?

Sophie:            I’m a senior strategic communications manager at UK Research and Innovation (UKRI). We have a budget of £7billion to provide funding for universities, research organisations, businesses, charities and others. My job is to lead teams working on specific projects.

Stephen:          UKRI is a fairly new organization. How has your job changed since you took on this role?

Sophie:            Earlier in my career, I worked in small organizations and UKRI has 7,500 people. So influencing and advising is completely different. I’ve had to learn to stop ‘doing’ communications and do more ‘leading’ and ‘advising’. The real challenge is learning how to influence people who you don’t know. In small organizations you are more visible to people at the top – you can bump into the CEO in the kitchen – but in large organizations you need to be more systematic at building relationships and influencing people to get the job done.

Stephen:          Is that why you came along to our Corporate Snakes and Career Ladders event in Bristol?

Sophie:            Yes, I wanted to find out how to build and develop relationships in a different context and learn to be a strategic adviser. A lot of my previous jobs have been short-term contracts; in this one I want to build relationships and reputation for the long term. I wanted to learn how to be a business partner to senior people which is why attended Corporate Snakes and Career Ladders.

Stephen:          What was the key learning for you?

Sophie:            The Snakes and Ladders workshop taught me two key things. First: as a strategic adviser you need to work to see the long term. The benefits of your advice may not always be apparent in the short term and you need to be ready for this – sometimes you need a tough conversation (and lose some reputation points with a key stakeholder in the short term) but they will thank you in the end when your advice turns out to be right later on. Second: I found the ‘stakeholder mapping your career’ exercise really useful.

Stephen:          I’m glad to hear that. A lot of communication and marketing professionals know how to prepare and use a stakeholder map for their campaigns, but relatively few use the concept to help plan their career. To support this process, we are currently developing a ‘promotions pack’: a toolkit to help people going into a new job think about what they need to do to be successful in a new role.

Sophie:            That’s good. In my case, I had a mentor to help me with the transition. In my career until now, I’ve always had ‘outputs’ to measure my results. Now the challenge for me is to measure my results through others’ achievements.

Stephen:          Mentoring is great! I’ve been involved in the IABC Mentoring scheme for a few years… Do keep us posted on your progress. As we discussed, we would be pleased to come and run a Corporate Snakes and Career Ladders workshop for UKRI, at your convenience. In the meantime, tell us about Sophie outside of work? What do you do when you are not working?

Sophie:            While I love my job, I’m very much a “work to live” person and I put the money I earn to good use having as many adventures as I can. My main passions are travelling and scuba diving – my partner and I are child free, so we get to go on lots of holidays and explore over- and under-water. We recently spent three weeks in Panama, diving around wrecked pirate ships and exploring the jungle. Last year we were island-hopping in Thailand and next year we’ll be diving in Malaysia and driving across the States. I also love cats and I’m about to adopt two new ones, which I intend to spoil rotten!

Stephen:          Ah, we can compare notes on cats some time. I have two. Meanwhile, thanks for your time, and perhaps see you at the next GCS event.

Learn more about the work of UK R&I and the GCS. And you can connect with Sophie on Linkedin. And if you’d like to try Corporate Snakes and Career Ladders: see if it is right for you.

No Women’s Day Parties at Globocorp

Last year, I was in Guadalajara having a strategy session at a smart wearable plant. On International Women’s Day, I got to the office and found a bouquet of flowers on my desk. I also had an invitation to the Women’s Day Celebration’ luncheon held for the staff. The female staff. And I got mad. Our local, mostly male, staff meant well. But I felt they were missing the point.

International Women’s Day is a day to shine the light on gender inequality and the real life-threatening struggle for women around the world, for equal rights and opportunities. No more, no less. 

It’s a useful tool to focus our attention on pressing issues – from access to clean water and sanitation, maternity health, to the gender pay gap – and the gender data gap

We need more women to thrive in tech, in business, in the economy. If you still need convincing about the business case for diversity, or have been living under a rickshaw, check out Delivering growth through diversity.

However, exactly how to build the diverse workplace is not so clear cut. Too many efforts centre on changing women or giving them access to senior positions. That’s not enough. Not only do women need a seat a the table, we need to fix the table.

Here are the things Globocorp is not doing today:

  • We are not just throwing a party.
  • We are not just aiming our diversity programme at women.
  • We are not just donating to a woman’s charity.
  • We are not just running campaigns that give women a voice for a day.

We are, however, changing the business:

  • I’ve talked to Marua so she reviews the data we use to develop wearables and make sure that our default model is not a fictional average white white male with big hands. Reading “Invisible Women” was a wake up call for me, and we will address this gap in our company.
  • Flexible working policies for all – based on balancing the needs of our business with the needs of our trusted talented people need.
  • Giving line managers the tools to spot, speak about and address bias. Not just gender bias but age, race and sexual orientation. Making decisions based on our prejudices -professional or personal – is an issue in all companies.

Now that last point has me and our HR Director, Hugh Mann, deeply intrigued. We want to give our teams what they need to eliminate bias, but the evidence around the impact of unconscious bias training is mixed. So what we’ve proposed is to play more games, and simulate scenarios where we feel bias can play a role in decision making to give employees — male and female — the language to discuss it. 

Playing to know, playing to win

Corporate Snakes and Career Ladders is a very useful for tool for this. Playing and having fun opens your brain to learning, relaxes you and breaks down defense mechanisms. Working with fictional people like me allows you to have tough conversations in a safe space. At Globocorp, Corporate Snakes and Corporate Ladders for diversity is an experiment in pilot phase, and I hope to roll it out across the business soon. 

Speaking up to eradicate bias takes three things: the language to spot it, the courage to name it, and a corporate culture open to changing its ways. Since it is very complex and engrained into a person’s history and culture, it has as many shapes as there are stars under the sky. 

You can’t address it with a one day workshop, as much as my CFO would like me to. Instead, we can give people the tools to recognize when they suspect bias is at play – and practice ways to put it on the table, and deal with it. 

Today, we commemorate the progress made and the changes needed to address the fact that globally, as humankind, we’ve build a world that marginalises half the population. Half the market.  

The world of simulation might help you navigate the waters of tricky conversations. Now that’s a way to mark International Women’s Day.

“…I used to struggle to say ‘no’ to senior people.”

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this instalment of our series of conversations, Stephen spoke to Ben O’Callaghan, Head of Digital Communications, UK Ministry of Housing, Communities and Local Government.

Stephen: Hi Ben. Can you tell me a little about your work?

Ben: Hi Stephen. I head up Digital Communications for the Department which means that I manage our social media accounts, website and other related items. I joined the Ministry in 2017, after about two years working at the Crown Prosecution Service.

Stephen: Last year, you participated in our Corporate Snakes and Career Ladders as part of the Early Talent Programme for Government Communication Professionals. What was the highlight for you?

Ben: I remember playing Snakes and Ladders as part of the second residential course at Roffey Park. It was the highlight for me because it didn’t feel as much like ‘work’ as the other elements of the programme. It was fun and, although grounded in theory, the scenarios and situations we played through very realistic – they are events that really do happen in Government.

Stephen: How did the lessons from the workshop help you in your day-to-day job?

Ben: I used to struggle to say ‘no’ to senior people. But the game made me think about how you can move a potentially negative conversation into a more constructive one by thinking about the pros and cons of a course of action.

Stephen: This is a very common challenge and Carmen has recently shared her suggestions on how to say no, without losing many reputational points. We have found that one of the big challenges communication professionals face is finding the best way to push back to senior leaders and to influence their decision-making.

Ben: The influencing skills we learned in the workshop are helpful to me. When faced with a situation, I use influencing and reasoning to determine the best response. I sometimes even use the concept of ‘reputation points’ that we covered in the game to help my decision-making.

Stephen: What, if anything, would you change about game?

Ben: It would be great to have a crisis simulation, or a scenario where there are no ‘good’ options. This would make it more challenging. Also: my team got bad luck. We had all the good answers but then hit a snake and fell back down. Other teams got good luck and won.

Stephen: Fair point. But you know, that’s what happens sometimes in life. It is the big secret no one tells you: luck has a big impact on your success. It is of course fun to ‘win’ the simulation but sometimes the real benefit is in the conversation and discussion. At least that is what other participants have told us. Next time you play, we’ll be sure to find you a ‘ladder’!

Ben: Great, thanks.

Stephen: Thank you!

Learn more about the work of the Ministry of Housing, Communities and Local Government – and also the Early Talent Programme. And you can connect with Ben O’Callaghan on LinkedIn.

And if you’d like to try the game: see if it is right for you.

If you’re an alumna/us and you’d like to be interviewed, let us know.

“I wanted to move from more of a tactical, transactional approach.” – A Q&A

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this instalment of our series of conversations, Stephen spoke to Fayrouz Essack, Strategic Communications Manager at the UK Department for Transport.

Stephen: Hi Fayrouz, please tell me a little about your work.

Fayrouz: I’m part of the strategic communications team at the Department for Transport (DfT). My work includes overseeing management of the ‘grid’ – the tool we use to coordinate departmental communication and working on our external campaigns.

Stephen: But you’ve not been at DfT for long?

Fayrouz: No, I re-joined in June 2018, after a stint working in the Prime Minister’s Office as a Senior Campaigns Manager. That was exciting because working at the centre of government gives you a new perspective. I worked with lots of different people in different departments and was able to build my network and work in some challenging situations.

Stephen: You mentioned building your network. How did you do that?

Fayrouz: I wanted to move from more of a tactical, transactional approach. So I did two things. First, where possible, I arranged to meet people face-to-face and used the opportunity to find out a bit more their professional priorities and preoccupations. Second, I tried to find things we have in common: can I ‘click’ with them? What values do we both share? What do they do outside of work? This provides a common ground for working with them.

Stephen: Very good. In my research about how to build trusted adviser relationships, I identified four elements. You are already using two: building the relationship and identifying the common ground. (The other two are defining the business outcome and reducing risk.)

Fayrouz: Indeed. I learned about the importance of networking as part of the Early Talent Programme.

Stephen: Yes, I know. We met when we ran a Corporate Snakes and Career Ladders workshop as part of the 2-day residential element of the programme. As you will recall, we built a special, tailored version for use for government communicators. What can you tell me about the wider context of the whole programme?

Fayrouz: The Early Talent Programme is a two-year programme run by the UK Government Communication Service (GCS) to help professionals build and develop their career. I started in April 2017 and it has really helped me build my career. For example, I was a given a coach who I see every month. My coach really helps me think through challenges and encourages me to think about the next step in my career. I’d encourage anyone in the GCS to see if they’re eligible to apply.

Stephen: You said earlier that you like to find out more about people do outside of work. What about you? What do you do outside of work?

Fayrouz: I go to boxing class. My coach actually suggested I go weekly, ensuring I balance my career and development with self care. I liked it so much I now go twice a week. Last weekend I was in Kiev where my partner works. It was so cold!

Stephen: Yes I can imagine. Thanks again for your time.

Learn more about the work of the UK Department for Transport and also the Early Talent Programme. And you can connect with Fayrouz on LinkedIn.

And if you’d like to try the game: see if it is right for you.

If you’re an alumna/us and you’d like to be interviewed, let us know.

“Sometimes decision-making is not so cut and dried” – A Carmen Q&A

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this installment of our series of conversations, Carmen spoke to Rita Zonius who runs the communications, change and social media agency called the Enterprise Social Engineer.

Carmen: It has been a while – what’s new with you?

Rita: Hey Carmen! I took the leap to start my own business 18 months ago after working in various corporate communications roles for a very long time in one of Australia’s largest banks.

Carmen: Cool. Congrats. That’s incredibly exciting. Now, you played Corporate Snakes and Career Ladders… Tell me more about that.

Rita: Oh, I liked it so much.

I actually ended up co-hosting it with Stephen Welch in London once. So I’ve been very lucky.

Thinking back to the first time I experienced it … I was in Singapore at a conference – and the thing I liked about it was how it reminds you that, as a communications practitioner, there are often no black or white answers. There are there are shades of grey and sometimes you have to make the best decision with the information that you have available to you. I think that is the great thing about playing the game. Sometimes decision-making is not so cut and dried.

Carmen: You say cut and dried?

Rita: I think sometimes it might be an absence of information. As a leader you’re not always going to be exposed to every single piece of information that you need to help you make a perfect decision. So the scenarios in the game really force you to think carefully about the course of action you should take. How different stakeholders might react and what the outcomes of that could be.

Carmen: And your own venture … what are you doing at the moment and does any of it link back to the things you might have learnt playing this game? Or things that you might help others learn – using this game…?

A lot of what I’m doing is coaching executives around the appropriate use of social media to build their impact and influence. With that comes thinking about questions such as: ‘How should I conduct myself?’. And ‘I’m sharing what I know – and is it coming from a place of generosity and with a good intention in mind or am I simply just trying to sell?’.

So I’m really mindful of all of that dynamic when I’m talking to executive teams about how they personally conduct themselves on social media. We don’t want to involve smoke and mirrors. We want to be authentic. Find a way to use social media that really speaks to who you are what you stand for and what your personal brand is because if you try to be someone else (not your authentic self) it will come through anyway. So I think that’s also some lessons that playing this game can teach: to make the best decisions you can from a place of authenticity. Don’t try and game the system. People will see through it.

The other thing I would say about the game is the interaction. What’s great about it is that once people get over their shyness for the first two minutes, they really get into it. The conversations around the tables are very rich. Particularly when you have diverse viewpoints being put on the table and being discussed. Somebody will inevitably illustrate that things are not black and white. The right answer for ‘you’ may not be the right answer for ‘me’. And listening to the sort of vigorous conversation is great. It gives you a fresh perspective.

You can find Rita on LinkedIn and follow her on Twitter @RitaZonius

And if you’d like to try the game: see if it is right for you.

If you’re an alumni and you’d like to be interviewed by Carmen, let us know here.

“Never assess the situation from your own lens…” – A Carmen Q&A

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this installment of our series of conversations, Carmen spoke to Colin Hatfield the founder and senior partner at Visible Leaders.

Carmen: Hello Colin; tell me a bit more about your work…

Colin: We help leaders to articulate a vision that inspires – at all levels. We help them develop the skills to engage their internal and external audiences, to drive performance and realise their organization’s ambitions.

We believe that at the heart of leadership lies great communication. Great leaders inspire change and motivate their teams through what they say, what they do and how they listen.

Carmen: You’ve played this game more than once…

Colin: Yes! And it has developed quite a bit. The first time I tried it was when it was in a very early version. And then I partook in a ‘proper’ session earlier this year at the Strategic Adviser Forum as part of IABC’s World Conference in Montreal.

I think it works on many many levels. It is an idea that we could build in with some of our clients, and some of the relationships we’ve got.

Carmen: What surprised you the most?

Colin: Perhaps not surprised, but what I liked the most is the discussion it generates. In some situations there is a right and wrong answer. but in many there aren’t. What is interesting is to see a bunch of professionals in the room come to different outcomes. Understanding the different factors that informed their decision-making process. Getting into that was enlightening.

Carmen: You’ve recently been writing and speaking about Adaptive Leadership. Is this something that is relevant here?

Colin: Adaptive leadership is about how leaders show up: reading a situation, understanding the context – and understanding how to have the best possible impact. It is a move on from the pure ‘authenticity’ discussion that has been going on for some time. I think the game could easily be used to explore some of these challenges and approaches in practice.

Carmen: Have you got a couple of top tips from Adaptive Leadership that could be used by others playing the game?

Colin: Sure!

  1. Never assess the situation from your own lens. What’s great about the Adaptive Leadership approach is that it helps you look at things from the point of view of your stakeholders.
  2. Experiment – try taking on the different ‘personas’ as you think through the challenge. That’s essential when you play this game – and in work in general. Explore what makes the various stakeholders you deal with tick.

Carmen: Big thanks Colin – and where can we find out more about your work?

Read our blog for more on Adaptive Leadership – and you may also find our recent white papers on Communication Across Cultures and A Practical Approach to Stakeholder Management useful.

Connect with Colin on LinkedIn if you want to learn more – and follow @VisibleLeaders

And if you’d like to try the game: see if it is right for you.

If you’re an alumni and you’d like to be interviewed by Carmen, let us know here.