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leading teams

How Coaching Leads to Excellence

Executives have understood the benefits of coaching in achieving personal goals for decades, and we are now seeing these benefits extend towards teams as well. Coaching as a leadership style can be much more effective with today’s workforce than traditionally authoritarian leadership. The value of coaching has become increasingly important to individuals and organisations as a whole for enhancing team performance and achieving success. 

 

Develop a Strategic Plan

To successfully reach the goals you set out to achieve, you need to develop a strategic plan. This is true both of personal, team, and organisational goals. The strategic plan is your road-map that guides you towards specific targets and milestones. Senior leadership training and coaching can be useful tools for identifying those targets, as well as the skills you and your team will need to achieve them.

The path to achieving success may rely on the integration of a leadership development program to mitigate challenges caused by potential skills gaps. Team coaching for leadership excellence can help to embed new skills to drive change as well as provide a safe space to discuss real-time results and conflict. This ensures that difficult conversations are constructive, allowing for problems to be resolved sooner, and performance to increase.

 

Coaching Leadership

In high performance teams, the role of the leader is more often one that supports rather than manages. The leader as coach is responsible for maintaining team focus on goals and outcomes, while individuals ensure day-to-day tasks are completed. A leadership excellence program enables executives to better coach, grow and develop people within their team while simultaneously improving performance. This allows for more manageable accountability for both leaders and direct reports.

Executive leadership training improves organisational performance when delivered across all levels of a company. The skills you embed in current teams and existing leaders does not only result in increased short-term performance. High potential talent and individuals who will become future leaders gain integral skills needed for elevated positions, contributing to their personal, as well as company growth.

 

About the Author: The Leadership Sphere
The Leadership Sphere helps small and medium businesses and larger organisations in Australia, in creating value through leadership. The Leadership Sphere provides a humanistic approach to the way it delivers leadership, performance and coaching services. We work with leaders and senior teams who need to gain increased clarity, build capability and ensure contribution at every level in the organisation, and enable a safe, inclusive and  high trust organisation.

 

How Coaching Leads to Excellence

actionable conversations

Actionable Conversations™ Explained

Actionable Conversations™ are an innovative training platform that connects individuals to organisational objectives and enhances team culture. Engaging in meaningful conversations establishes better relationships and leads to lasting, measurable change. This is achieved through the powerful combination of authentic conversation, technology, and insight-driven data. It is a three stage process that happens on the job, around the real issues your people are currently working through. Investing just one hour a month develops: stronger leaders, individual skills, and enhances team culture.

 

Three Levels of Actionable Conversations™

SUSTAIN

Sustained, social learning helps to reinforce key principles in ways that contextualise them within the bounds of day-to-day responsibilities. It is supportive of real-world application that takes learning out of the ‘classroom.’ This enables participants to understand the practical effectiveness of what they are learning and how it applies to what they do. By putting lessons into immediate practice, their retention for the material is heightened and becomes ingrained in an ongoing routine.

 

SCALE

You are able to cascade key concepts by leveraging live sessions and engaging in better conversations that improve your relationship with your teams. It reinforces learning through teaching. Were it possible for every individual employee to attend development training, many of us would surely jump at the opportunity. However, this is not practical in today’s fast-paced working environment. To truly make changes sustainable throughout an organisation, it is up to those who do attend to pass on the knowledge to the entire team. Not only does this reinforce the learning for themselves, but they are able to build it into the culture and onboarding programs so that current and future employees also experience the benefits.

 

SYSTEM-WIDE

It is a cost effective way to get all stakeholders across key information while quickly and easily translating organisational objectives into relevant actions at an individual level. As we’ve already discussed, lasting change only occurs when each individual is engaged and committed to putting those changes into action. Success in this is determined by each person’s willingness to engage in discussions that lead to meaningful problem solving. These conversations must seek to provide tangible and actionable steps that can be followed, measured, and reviewed when necessary.

 

Actionable Conversations™ are a way for teams to connect with each other to address concerns and concepts that help them to engage in meaningful problem solving and create lasting change. It is a platform that improves workplace effectiveness by building better relationships and measurable behaviour change.

 

 

 

 

About the Author: The Leadership Sphere
The Leadership Sphere helps small and medium businesses and larger organisations in Australia, in creating value through leadership. The Leadership Sphere provides a humanistic approach to the way it delivers leadership, performance and coaching services. We work with leaders and senior teams who need to gain increased clarity, build capability and ensure contribution at every level in the organisation, and enable a safe, inclusive and  high trust organisation.

 

Actionable Conversations™ Explained

TIME Magazine - Person of the Year

The “Silence Breakers”

The #MeToo Movement

Time magazine has named “The Silence Breakers,” representing people who came forward to report sexual misconduct, as its Person of the Year.

On Wednesday, the magazine named the #metoo movement — or the “Silence Breakers” as the “Person of the Year,” a nod to the millions of people who came forward with their stories of sexual harassment, assault and rape after big Hollywood players like Harvey Weinstein, Kevin Spacey and dozens of other powerful men were accused of sexual misconduct.

“For giving voice to open secrets, for moving whisper networks onto social networks, for pushing us all to stop accepting the unacceptable, The Silence Breakers are the 2017 Person of the Year,” Editor-in-Chief Edward Felsenthan said in a statement.

Founder of the #MeToo movement, Tarana Burke, appeared on the cover along with actresses Rose McGowan, Selma Blair and Ashley Judd, who broke the silence by coming forward with accusations against Harvey Weinstein. Former Uber engineer Susan Fowler was one of the women on the cover. She posted a powerful blog entry in February about harassment she faced during her time at the company.

Taylor Swift, who won $1 in a sexual harassment trial against a Denver DJ accused of groping her also appeared on the magazine’s cover.

Burke first used the phrase that would be come such a widely used hashtag in 2017 more than a decade ago while working with young survivors or harassment and assault. Actress Alyssa Milano was sent a screenshot of the phrase and chose to send it out on Twitter.

“If you’ve been sexually harassed or assaulted write ‘me too’ as a reply to this tweet,” she wrote. She told Time she woke up to more than 30,000 uses of the hashtag and burst into tears.

The focus was not only on those in Hollywood or in TV journalism. A strawberry picker from California named Isabel Pascual was one of many to take to the streets of California to join stars and civilians alike in their march against the abusive behavior.

While many of the people featured in Time’s piece were women from all professions, actor Terry Crews was also included for speaking out against popular agent Adam Venit, who he accused of groping his genitals at a party and is now suing.

What does it all mean for leadership?

It should serve as a wake up call to leaders in all organisations – your central work is to create a culture of safety that enables speaking up so that we no longer have to rely on courage as the vehicle for transparency.

Unfortunately, there are too many examples and case studies to count involving bullying, poor behaviour and a tolerance for toxic cultures.

I have previously written about psychological safety on this blog.

In order to have the type of robust, honest conversations needed, you will need to work on creating high levels of psychological safety. Last November, Google published the five traits of its most successful teams – the first and most important was psychological safety, which has been described as a ‘‘shared belief held by members of a team that the team is safe for interpersonal risk-taking.’’  Psychological safety is a necessary pre-condition for conversations that happen early and often, no matter what the problem or opportunity.

How do we create psychological safety?

Here are five ways to foster an environment where people feel safe.

  1. Listen – listening is an underutilised skill! Listen your way to agreement.
  2. Balance advocacy and inquiry – ask at least as many questions (inquiry) as you do tell/express an opinion (advocate). Effective leaders know how to ask challenging open questions rather than just spew out never-ending opinion.
  3. Authority – use your authority carefully and dutifully. Authority should not be your default style and approach.
  4. Don’t judge – our brains are wired to judge our environment, including other people – it helps keep us safe. But it also creates conflict, fear, marginalisation and low trust.
  5. Work on yourself – continue to work on yourself, and in particular what triggers you to move in to fight, flight or freeze. Understand and work on the triggers so people feel they can talk with you in an honest way that won’t send you off.

See the original article here, with thanks from Time Magazine.

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The “Silence Breakers”