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Ever come away from a conversation thinking ‘I could have handled that better’?
Soft skills are a dark art, but one you are already using when you are at your best.
With her simple NALED framework, Lucy Harrison has already helped hundreds of leaders be at their best more often. Now you too can choose to hold a different kind of conversation.
Designed and road-tested with busy industry managers, this guide and toolkit will help you improve team engagement, ideas and performance.
LUCY HARRISON is the founder of leadership consultancy the Harrison Network, delivering training and coaching in organizational development with a focus on human-centred leadership.
Foreword by Adrienne Kelbie, CBE
“If you are someone who likes their self-help books to be chock-full of good, simple exercises, this book won’t disappoint and, as some of the case studies show, at the very least it will give you the confidence to have the difficult conversations even if they don’t always end in success....A useful, potentially even essential companion guide for anyone in the industry charged with managing a team.”
Lucy Harrison is the founder of leadership consultancy the Harrison Network, delivering training and coaching in organisational development with a focus on human-centred leadership.
Having spent 15 years solving problems for organisations and people, one day she found a problem she couldn’t solve. Her husband, a paramedic, was demonstrating symptoms of PTSD and depression and she couldn’t fix it. Every time she tried to ‘help’, she made things worse.
Over time, Lucy discovered the power of choosing how she showed up to these conversations and then listening fully; the power of soft skills. The results were astonishing.
She has since identified the framework she used and taught it to others, stress-testing it with leaders in tough industry situations, from boardroom to shop floor and from nuclear engineers to emergency services. To date this simple framework has already improved connection, communication and engagement for hundreds of people, and in a recent 5-month leadership course, 70% of participants named it as one of their top three takeaways.
Lucy speaks at local and national conferences, and has recently produced cross-sector research for the Nuclear Institute as well as independently.
Table of Contents
Foreword
- Introduction
- The five strands of NALED – an overview
- Notice
- Acknowledge
- Listen
5.5 STOP - Explore
- Do
- Applying NALED in a Nutshell
- How do I know it’s making a difference?
- Challenges you might face
- Stories from the front line
About the author
Acknowledgements