Many of our clients are looking for ways to respond to the demands of an environment of rapid change and uncertainty. They realise that traditional top-down strategy implementation doesn't always provide the flexibility and creative responsiveness needed to execute on strategy.
Research on neuroscience has mushroomed over the last decade, and leadership experts are tapping into it for insights into organisational and team development. One of the team leader's first jobs, if you follow the advice of Simon Sinek, is to understand how optimal brain functioning might help their team.
Sometimes I come away from an insightful seminar invigorated and motivated…. and then go straight back into my crazy-busy life, without changing a thing! I’m sure you are nodding your head – “yes, me too!” And that wonderful body of information you’ve received can seem overwhelming and just too much to deal with. So you put it aside for the moment… and the next thing you know it has fallen off your desk into the round file (aka bin).
Who says women don’t have vision? A few years ago there was an article published in HBR, titled Women and the Vision Thing. This paper reported on a large-scale leadership study that showed women outshining men in most dimensions of leadership except for Envisioning (or future thinking). Future thinking is important in our turbulent world, so I decided to have a closer look at women and envisioning.
I was strolling through the grounds of Sydney University in the dusk after a Sydney Ideas event, and I noticed an electronic billboard saying ‘Leadership isn’t about leaders. Leadership is a culture, not a person’. Recently I’d been thinking about leadership as a collective rather than an individual phenomenon. I love it when something in the environment synchronizes with stuff going on in my head!
I’ve been using strength-based performance and leadership approaches for a few years now in my work with groups and individuals. I love this approach and I want to tell you why because I think it's the secret of doing what you love and loving what you do.
Often the toughest challenge for an executive coach occurs before they start the job. Explaining the value of coaching to potential coaches, HR and other stakeholders requires a clear grasp of methodology. Indeed a 2009 HBR study found that the two most important selection criteria for selecting a coach were ‘relevant coaching experience’ and ‘a clear methodology’.
In my time as a manager, one of the most challenging parts of the role was having those difficult conversations with reports, whether about performance issues, or … well let’s face it, everything in the end is a performance issue! Now that I’m an executive coach, I have critical conversations as part of my day job – and I love it!