Tough AND Caring

Leadership keys to turning around poor

performance and behaviours

Can you spot thethe mistake?

1 2 3 4 5 6 7 8 9

1. Blaming the individual

2. Not addressing what’s in the leaders’ control

3. Failing to understand the underlying causes

4. Going into fixing mode before establishing acceptance

and ownership

5. Addressing the issue too late

IMPACT BIASOur tendency to overestimate our emotional reaction to future events

CONFIRMATION BIASOur tendency to search for information that confirms their view of the world and ignore what doesn’t fit

IMPACT BIAS“It will hurt”

COMFIRMATION BIAS

“Told you so”

CARE

TOUGHNESS

HighLow

High

Message received

Message lost

Message blocked

Message not sent

Demonstrate Empathy

De

ve

lop

Dir

ectn

ess

They need to be told/fixed

They can handle it with

support

They need to be looked after

Be direct and confront

Confront with empathy

Create safety with empathy

They are responsible

We are responsible

I am responsible

TOUGH TOUGH AND CARING CARING

Mindset

Skill-set

Responsibility

1. Someone you have met for the first time

2. Someone who has let you down in the past

3. A boss you don’t like but pretending you like

4. A colleague you’ve known for a long time and respect

5. An old time friend you love dearly

1. Framing

2. Phrasing

3. Emphasis

4. Listening

5. Tone/body language

6. Questions

7. Awareness

60-90 minutes to get people thinking differently and take

away practical tipsSpeaking

Training

Small group

coaching

1-1

coaching

14 hours spread over 3-4 weeks, lots of practise and

practical takeaways

10 hours over 3 months, max. 5 people, lots of practise

and takeaways specific to the group’s needs

8-10 hours over 3 months, 1-1 coaching for individualised

learning and support

To find out more please:

Contact me – megumi@megumimiki.com

0407 323 032

Web site – www.megumimiki.com

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Disclaimer

Please be sure to take specialist advice before taking on any of the ideas. This

white paper is general in nature and not meant to replace any specific advice.

Megumi & Associates disclaim all and any liability to any persons whatsoever in

respect of anything done by any person in reliance, whether in whole or in part

on this paper.