It’s Not Rocket Science! Five Questions Over Coffee with Jill Maidment, Executive Coach (ep.12)

Who is Jill?

Jill Maidment is the Founder and Director of Natural Talent Bristol and South Wales. She is a highly respected, sought-after and effective International Executive Business Coach and Mentor, Career Transition and Outplacement Coach, Resilience Coach, and British Psychological Society qualified Assessor. Jill also speaks at virtual events and delivers virtual Leadership and Management Training Modules.

Key Takeaways

What you will learn in this podcast :

1. how organisations are adapting to change since early 2020
2. how strategic management prepares your organisation for major change like a pandemic
3. understanding the Kubler-Ross curve will help you understand how change affects people.

Valuable Free Resource or Action

Read more about Jill at natural-talent.com

Transcript

Note, this was transcribed using a transcription software and may not reflect the exact words used in the podcast)

Stuart Webb 0:51

Okay guys, welcome to the it’s not rocket science five questions over coffee. I’ve got my coffee with me at the moment. Here it is. And I’m here with your moment that will hope also has a wonderful talent restore, and is a really highly sought after international executive business coach. She’s been delivering career transition and outplacement support and resilient coaches for a number of years. I won’t say how many, how many do just let’s say it’s good barriers. She’s worked in partnership with leadership leadership teams and with global brands and large public sector organisations. And and today, we’re going to be having a large, round wide ranging discussion around some of those issues that are affecting behavioural change and executive management with tools that help them to cope with the key issues in today’s world. So Jill, welcome to it’s not rocket session, not rocket science. five questions over coffee if you get my word. And it’s Monday morning, after all, seven mornings to say it’s Monday morning, Monday morning, and I’ve only just started drinking my coffee. So look before before we leap into this, what’s the sort of the biggest challenge your your clients face in today’s world?

Jill Maidment 2:15

Good question. Thanks, Joe. Hi, everybody, I would say it’s how to lead and manage change. And that was even pre COVID. So I mean, one of the most downloaded blogs that I’ve written over the last 18 years is about how to lead and manage change. And of course, change is constant. But of course, what happened last year was we saw a major, a major digital transformation happened overnight. COVID. Whereas digital transformation projects would be planned for years, quite often and and implemented over massive years. It was almost instant. So a lot of companies obviously struggled to remote workers up and running successfully. So I would say the key issue definitely, actually how to manage change, uncertainty, pressure, cope with all the setbacks, the real unprecedented times, I know that’s an overused expression at the moment, but it really is, and how to kind of motivate your teams manage them, lead them, inspire them when people are working out of their kitchens, quite often their spare rooms, etc. They were juggling homeschooling up until recently. So say the the major issue

Stuart Webb 3:36

and I think you’re absolutely right, those digital transformations have been accelerated to the point of breakneck speed, haven’t you I know one of my clients went from in March last year, having no website presence at all, to having an e commerce website, which basically kept his business going. When it came to the lockdown just before Christmas, he would not have a business today, if in the space of three or four months, he hadn’t got a website launched and learned everything there was to learn about that website about how to position your product online, how to go about, you know, making sure that you have that in front of the public. And then, you know, it was a tremendous learning curve, but I suppose he didn’t actually want to have to put himself through in March of 2020. So then we know lots of those going on, haven’t they’re

Jill Maidment 4:23

absolutely, completely Stuart and also people just had to adapt. I mean, it’s the survival of the species or bat, those are the strongest, sorry, those that are that can adapt as opposed to the strongest. That’s how to put ourselves out of our comfort zone unfortunate. I’ve been working from home, off and on for many, many years. So it was just almost business as usual for me because I’ve worked with global clients for many years. So absorbing and adapting to it was fairly straightforward for me, but I know for a lot of people it’s been a real real challenge. I was working at home But obviously leaders and managers trying to save them, manage them lead them remotely as well. Big, big challenge.

Stuart Webb 5:08

Yeah, absolutely. Well, so talking about that, what are those sort of common mistakes that people make when they’re trying to solve that problems without without help? And I’m doing it as quickly as you’ve just outlined?

Jill Maidment 5:22

Yeah. Good point, Stuart. So, as I said, quite often, when you come to a change programme, the organization’s will spend literally millions, as you know, Stewart, on change programmes, investing in programme managers, project managers, teams, what they might not do is actually win over the hearts and minds of the staff. So they might not communicate the basics. It’s not a criticism, it’s an observation, because quite often the focus is on Okay, well, we need to make, make changes, close an office merge, got to acquire a business, whatever. And sometimes it is that lack of communication, how is it actually going to affect the staff? That’s, that’s one of the key issues. And, obviously, its staff health and well being is really, really key. And even before COVID, we saw there was a mental health crisis in the UK in particular, too, that’s been exacerbated by COVID, or all the kind of issues have intensified, people have gone through some real, real awful sort of situations, etc. So, yeah, often, companies will try to do too much too soon, they won’t bring in numbers with them. So it’s always crucial, really to explain right up front, the reason why there’s going to be these changes there, whether that’s redundancies, unfortunately, or site closures, etc, or merger and acquisition, bring people with you basically, and offer some kind of outplacement support of redundancy, redundancies have been made or stress management trainings and coaching to support them. So that they then are obviously it’s still, you know, fairly major negative impact on a lot of people. But otherwise, you get unfortunate drop in productivity, engagement, see profits, you can lose customer, customers, customer satisfaction suffers and can suffer as well as

Stuart Webb 7:39

Yeah, yeah. It is. It is something that I think so often people don’t think properly through, isn’t it? And and it is, it is an impact that that has wide ranging implications on on just about everything that that somebody did you know, any part of the business, and people very often look at it and go, Well, this will be nice and simple. It’s just a it’s just a simple, and it never is just a simple whatever is it, it’s always much more complicated, with much more, many more moving parts. And people wondering why they got themselves to the stage where you know, there’s no longer quite works. I do remember the sort of thing that my father had in his office for a long while. I posted a picture, which was, you know, when you’re up to your backside, in alligators, you forget that you started out just one time to drain the swamp a bit. And that’s kind of the message isn’t it? You start out with what you think is just a very simple job. And then you find yourself fighting off something else wondering, how did that come about? And it’s that unexpected, on on thoughtful consequences of what you started out doing. Yes, exactly. Exactly. Yeah, it’s what we all face every day. So So what’s the sort of valuable free resource that you can direct our audience to at the moment, it’s kind of further help them with that sort of problem? Well, I actually, by accident, when I was doing some research for a blog, and I was, I love I love those lovely, accidental happenings. You I think those happenings are brilliant. It’s the accidents of this world that produced the

Jill Maidment 9:10

most value. I was googling research, research for how to lead and manage through change and uncertainty and pressure, and I suddenly realised I was actually reading my own blog that I realised that it was being downloaded literally every day by logic, which was insightful. So on the back of that I’ve been commissioned to record some audio books, some short audiobooks, some audio talks, so what I would say is, if you follow me on LinkedIn, Gillette natural talent, or you look at the website, which is scrolling very impressively, I could see at the bottom of the screen for www dot natural hyphen talent.com. Follow me on Twitter as well which is at natural talent, one and Look out for the link to the audio talk coming up. I’ve also been interestingly, it’s been, it’s been taking me a few years, I started a book on resilience quite a while back, but I’ve been commissioned to write an ebook on how to develop your resilience skills, and how to kind of cope with change and challenges. So all even more relevant, as I say it was relevant before COVID, but now really relevant. So yeah, those are lots of free resources with lots more blogs as well, to download or to say that being downloaded, there’s about 15,000 that are downloaded every day across the world by some really fascinating organisations. So lots.

Stuart Webb 10:41

Do that’s brilliant. And, you know, I’d encourage anybody to sort of follow what God is doing at naproxen talent.com. Because there’s some great stuff on there really interesting to read. I’ve obviously done some reading. And it’s, it’s a really fascinating journey that you’re going on. So So what’s the other than those concepts and programmes that you’ve just talked about? Is there a, is there a book or a talk or a concept that you really think has been most In fact, impactful in your experience?

Jill Maidment 11:10

Yet another good question, thank you, I would say the Kubler Ross change curve, so many, many years, I think you’ve probably all familiar with it. If not Google, it’s really very, very useful. And I’ve always used it in change management programmes, but also executive coaching. And it’s coaching outplacement coaching, because it basically explains how we tend to react to change. So change quite often come up with some, you know, COVID, for example, a lockdown. And once I started talking through the clients, that you do realise what you’re doing through and show them that visual representation of the curve and where they were. And why was the organization’s Well, they were like, aha, quite a few of our breakthrough lightbulb moments. Okay, I can see I’m angry. I’m blaming everybody, on resisting it, I’m not happy whatsoever. And they realise that obviously, we can look at options, which a lot of people didn’t have options, what you’re saying, your client, you mentioned, that didn’t have a website, suddenly out of his comfort zone and had to embrace change pretty quickly. But the longer, the longer, the quicker you can actually accept and embrace, change, make some decisions, problem solves only options, you can then move on and start to reach that acceptance stage where you think, okay, I can’t do anything else. You know, it’s outside my control. So control what you can control and then move on. And and most people, especially people who have been made redundant, unfortunately, and will actually end up in a better place than they were at the beginning and think, do you know what? life changing very painful, what’s the most rewarding things? placement, resilience coaching.

Stuart Webb 12:57

And it’s a shame that we don’t know the end when we begin the insurances. net, because that would make it so much easier to get through. But you’re right, you’re going through a change, and you’re just thinking of all the bad that the dreadful things that are going to happen. And so often, it is so much more positive at the end, as you realise, you’ve taken control of a situation that you are not in control of, or you are forced out of your comfort zone, and you needed to be forced out of your comfort zone. Because that comfort zone, you know, once again, another one of those great stories, you know, the frog that’s sitting in a in a bath of warm water that’s getting hotter, and you don’t realise it’s getting warmer, you know, you have to get out of the water when you just feel comfortable. So why would you know, needs to be pushed upon us?

Jill Maidment 13:41

Yeah, definitely. Even though it’s been horrific, obviously. And as I say, you know, I’ve come across some awful stories, but I do try and reassure people I talked to the change have to say, but also, you know, as you know, it’s a grief curve as well as people’s Yes, exactly. With bereavement, talking through the stages as well. And it’s been really, really helpful. So that’s, that’s my one thing that I tend to talk about a lot.

Stuart Webb 14:08

Yep. Quite right. So, so interesting of wide ranging discussion, but I’m gonna have to ask you that one question that I probably should have asked you that I haven’t do. Is there one question that you think I would have, I should have asked you that really would have delivered great value to the audience.

Jill Maidment 14:25

Another great question. Thank you, Stuart. Well, as you know, I’m working predominantly as an executive business coach and mentor. So I work a lot with global CEOs and their teams. So they always want something quick, it’s usually drill Just tell me the two nuggets or the Give me the Golden Nugget as it will give me the the quick and easy tools, tips, tricks, techniques. So possibly that could be a question and I guess in terms of leading and managing change that’s already mentioned, you know, explain the why you’re doing so before the Watson How to do it so people can understand you can take them through on the journey. Be authentic, obviously compassionate, communicate more than you normally do all those kind of bits of advice, are probably getting more than two or three nuggets there. But I’m happy to do so we could talk about it all day. So yeah, and also keep planning ahead, keep being strategic and identifying threats, because who knows what’s going to happen? You know, obviously, in the UK, in particular, we’re opening up with just have to look across the channel and see what’s happening to Europe with a kind of third wave there, so, you know, hoping for the best but for the worst, unfortunately, I think this is what what organisations are doing at the moment and carrying on being agile, carrying adapting. So But otherwise, Stuart, really good.

Stuart Webb 15:52

No problem. Joe, I’ve thoroughly appreciate you spending some time with us today and talking about some of those important concepts. Listen, we do these we do these pretty much every week. But But Joseph Joseph just a very busy and experienced author, and and, and speak on these things I really wanted to get her on today, make sure you’re following Jill on www dot natural hyphen talent.com. Do as soon as those ebooks become available, we will make sure if you can keep in touch with us, we’ll get that out to the audience and let them know that those are available, get even more downloads and delay your website even harder with all of those things. And please let us know if all I can say at this stage is thank you very much for the time that you’ve spent with us, Gil. If you want to spend stay in touch with with the with what we’re doing here on the it’s not rocket science podcast. Subscribe at HTTPS forward slash colon forward slash forward slash I always forget all of those. Anyway, it’s TGA dot FYI, forward slash subscribe, then you’ll get an email about what the upcoming videos are, when you join them and make sure that you’re on live to be able to see these and if necessary, interact and ask questions. So Jill, thank you very much indeed for spending a few minutes with us today. I appreciate you know, I appreciate how busy you are. With all of that going on. I look forward to reading those ebooks and everything else that you’ve been commissioned to do really looking forward to sort of telling people about those. Ladies, Gentlemen, thank you very much for being with us. Enjoy your coffee break. I cannot get on with finishing my coffee with writing all of those books that she’s got to write. Jill. Thank you very much.

Jill Maidment 17:33

Thanks, everybody. Yeah, lots of global meetings today, which is exciting. But enjoy the week everybody. Have a good week and thanks against you it really appreciate it. No problem. Thank you jellies I find