Aired live on 3AW Afternoons with Darren James (April 2016)
Join Darren James as he speaks with Anneli on the topic of small talk and communication in general. They chat with listeners who call in and they even get a flu shot live on air!
Are you creating enemies with your tone?
Interview with Jenny Seaton aired live on Curtin Radio 100.,1 2 Mar 2016
Why performance development needs a performance upgrade
First published on Local Government Professionals Magazine Issue 4 (2015)
BrandYou show with Jane Anderson
Interview with Jane Anderson's podcast aired live on 22 July 2015
Anneli Blundell talks with Jane about the importance of making the decision to start a business and to have it branded in your own name - self branding.
Managing Your Staff and Team with Confidence
Aired live on Dynamic Business Women podcast by Michele Elmas-Hardy (8 Dec 2015)
In this Podcast Anneli and Michele discuss;
- How to identify what kind of leader are you
- Tips on communicate and manage your virtual team and how to bring it all together
- What you need to know to communicate effectively to your team, and get them on board with your vision
- The secrets and core elements to managing a highly effective team
- How to keep your communication clean and consistent
- Everyone has a different leadership style – which one are you?
- Women in leadership and management roles – what are your strengths and what are your weaknesses?
- How to be confident when you’re full of self-doubt
Managing your staff's performance.
Aired live on Be Media Production - Business Essentials Audio - Programs (April 2016)
How effective is the annual performance review? And is there a better way?
Timely and targeted conversations are much more effective ways to help your staff perform their best, says Anneli Blundell, co-author of ‘Developing Direct Reports’. She takes us through a three-step process on how to handle continuous conversations with your team so they develop their skills throughout the year.
What's Wrong With Annual Performance Reviews?
Aired live by The CEO Institute via www.iidmglobal.com video seminars (21 March 2016)
Are You Pregnant? How To Recover From A Faux Pas
We have all been in that screamingly dreadful position where we have said the wrong thing to the wrong person at the wrong time.
It might be asking a lady, who is not pregnant, when her baby is due. It might be asking a gentleman if he’s enjoying being a grandpa, only to learn that he is the child’s father.
But how do you fix a terrible first impression? Author and communications expert Anneli Blundell told The Huffington Post Australia there were three golden rules to follow.
Getting to Know Anneli Blundell
I’d always wanted to do something I was really passionate about. I wanted to come to work with a fire in my belly, a passion to serve and a feeling that I had found my place. I knew my strength was in understanding people, building relationships and helping other people do the same. It seemed a natural leap to start my own coaching and consulting practice based on decoding people dynamics for improved performance.
My aim is to help leaders engage, motivate and develop their teams. My valuesare connection, personal responsibility, courage, accountability, play, and passion.
The better you are at giving critical feedback, the faster and deeper your people will develop
First published on Modern Magazine March 2016
Great leaders give critical feedback. They tell it like it is. They are heard. They inspire action. Leaders, who give targeted, real-time feedback— both good and bad—supportand challenge their people to develop.
Giving critical or corrective feedback can invite negative reactions: denial, hurt, blame, and anger are possible responses. Most of us are not eager to upset others, which makes it easy to justify delayed responses or missed feedback opportunities. However, avoiding the tough stuff can have major consequences. Leaders must make the effort. They must confront their own comfort and confidence levels when faced with having hard conversations.
Withholding critical feedback is like asking someone to complete a crossword without providing all the clues. It’s simply not possible.
Sue (not her real name) worked as a Community Support Manager. She moved through several leadership roles in various divisions within five years. Sue was liked as a person but not respected in her role. She sat on decisions, was easily overwhelmed, and was seen as a bottleneck to progress. She did not deliver.
When June was appointed as Division Head, she quickly noticed the issue. June gave Sue the feedback that no one wanted to give. She respectfully yet firmly laid out the situation. Sue was shocked and distressed by her apparent underperformance. Missed feedback opportunities meant Sue was not given the chance to modify her behaviour. After a few months of coaching support, things were looking up. Sue’s projects were on track and she noticed a change in how others treated her. Sue thanked June for her candour and willingness to invest in her growth. Without critical feedback, we don’t know what we don’t know; we become blind to our potential. The better you are at giving critical feedback, the faster and deeper your people will develop. Here’s why:
People need challenge. John Di Martini, an American researcher and best selling author in human behaviour said, ‘People grow at the boundary of support and challenge’. We need just enough challenge to keep us growing and developing and just enough support to feel encouraged and on track. One without the other can lead to boredom and stagnation, or burnout and stress.
People need clarity. We can’t see our behaviours as clearlyas others can. Sometimeswe’re not as good as we think we are (The Dunning-Kruger Effect), and other times our performance deserves more credit (The Worse-Than-Average Effect). Without an outside perspective, we remain blind to our development opportunities and strengths. It’s a leader’s role to provide the clarity we can’t see for ourselves.
People have courage. It turns out that people actually want the bad news that their leaders don’t want to give them. In 2014, Zenger and Folkman surveyed 899 individuals globally about their relationship to feedback. They found that people want corrective feedback, more than praise, if it’s provided in a constructive manner. 72% said their performance would improve if their manager provided corrective feedback.
Leaders who sit on feedback because they don’t have time, don’t think it matters, orare reluctant to have a hard conversation, stifle the growth of their people. I bet there’s a Sue in every office ready for feedback and waiting to flourish.