Episode 10 - Creating Lasting Behaviour Change in The Workplace

The ABP has recently introduced a new shared leadership model which replaces its long-standing single Chair model. In conversation here with Rob Feltham, Co-Chairs Dr Dawn Nicholson and Claire Lish explain the rationale for the change of leadership approach. They talk about their priorities for the ABP and their longer-term aspirations for the wider business psychology field. And they answer questions submitted in advance by ABP members.

Lucy standing is the founder of Brave Starts and lead author of an important new book entitled Age Against The Machine. In conversation here with Rob Feltham, Lucy highlights the need for the world of work to wake up to the fundamental demographic and economic shift caused by people living longer whilst birth rates fall. The notion of ‘retirement’ is an increasingly unhelpful lens through which to view later life. And older workers face serious and ingrained age discrimination in the job market. Employers and recruiters need to recognise the huge business opportunity represented by an underutilised older workforce. At the same time older workers themselves need to become more skilled in navigating the employment/volunteering landscape in order to continue purposeful activity into later life. Flexibility and realism are key, both for employers and for older workers. Whilst the current employment landscape can be characterised as ageist, Lucy sees signs of hope and sets out an agenda for positive change.

Returning ABP podcast guest Nik Kinley talks with Rob Feltham about his recent and important book – The Power Trap. Nik makes a convincing case that ‘we need to talk more about power’ because it changes people, particularly those in formal leadership roles. Whilst power enables leaders to ‘get stuff done’, the ‘traps’ associated with power are numerous and pervasive. For example: increased physical and psychological/emotional distance from followers is one of the inevitable consequences of power; power distorts information flows; and power serves to amplify preexisting traits and dispositions of incoming leaders, for better or for worse. Leaders are usually chosen for their capability at a given point of time, but more attention needs to be given to their suitability for leadership. It’s not all doom and gloom however, there are many things that leaders can do manage the challenges that power presents. Case studies covered in the discussion include a number of high profile public figures.

The Affinity Health at Work Research Consortium, co-chaired by Dr Rachel Lewis and Dr Jo Yarker, has recently launched the ground-breaking Professional Framework for Workplace Wellbeing, which is the first multi-disciplinary, integrated evidence-informed foundation for the profession. The Research Consortium brings together range of organisations and stakeholders such as the Institution of Occupational Safety and Health (IOSH), the Chartered Institute of Personnel and Development (CIPD), and the Society of Occupational Medicine (SOM). The framework is an evidence-based, seven-stage, multi-disciplinary tool defining competent, ethical, and effective wellbeing practice. It supports professionals across career stages and aids in identifying key knowledge, skills, and development areas. It is comprehensive in scope and offers the potential for accredited development and clarity of career progression.

As a thought-leader and experienced executive coach, Marie-Hélène Pelletier is a recognised expert in enabling leaders to develop their strategic personal resilience. However, as AI continues to transform work, the pressures on leaders are becoming not only greater but also different in kind. In an engaging discussion with Rob Feltham, Marie-Hélène provides a coherent analysis of how the very essence of leadership resilience is changing.