Early in 2018, Woolworths Group embarked on an ambitious program to deliver Inclusive Leadership training to all hiring managers by 2020. They commenced with workshops provided to 420 senior leaders (Level 4-6). The Inclusive Leadership Program was designed and facilitated by Executive Central’s Jane Counsel, who has a wealth of experience in Diversity and Inclusion.
What do we mean by social responsibility? Right now we’re in the middle of a profoundly important exploration of this question. In Australia we have a series of Royal Commissions, one completed (Institutional Child Sexual Abuse), one underway (Banks and Financial Institution) and one just announced (Aged Care).
Nicole is passionate about helping clients develop a growth mindset and an attitude of curiosity. Both of these attributes enable diversity, and in turn, innovation.
It’s pretty clear that we’re living in an age of disruption. As a leader you can take a defensive approach, or you can anticipate and lead on the change needed to thrive in this new age.
In times of rapid change and great disruption, the challenge for leaders is how to lead effectively, ensuring that your enterprise flourishes. It’s helpful to understand the leadership and strategic skill sets that will empower your organisation to ride the waves of change.
Creating real change in an organisation can seem like an irresolvable problem at times. All organisations are complex entities, and when you create an intervention at one point, the ripples (and sometimes complications) spread in all directions. It can feel like an impossible tangle.
Jane Counsel trains and coaches leaders towards inclusive leadership. She also has a rich experience of working at senior leadership levels in large corporates. We asked her how a ‘culture of belonging’ works for leaders at all levels.
The funny thing about labels is that we often believe them. Call yourself a barber and most people will believe you. Now if you can’t cut hair, business longevity may be an issue, however for a time people will accept that you’re a barber. That’s your label - so that’s what you do.
You’ve got plenty of diversity in your company, right? Gender, ethnicity, culture, age: it’s an eclectic mix you have there, you can rest proud. Well think again. The odds are, most of the diversity resides towards the bottom of the organisation, and statistically, your C-suite is probably still dominated by white males.
We asked four Coachlive coaches: Denise North, Mark van den Boogart, Jane Counsel and Andrew Tod, about what they’ve observed, coaching on ‘leadership at all levels’ within organisations.
A landmark Australian study on workplace leadership notes that ‘effective leadership is associated with superior innovation outcomes’ and (more cautiously) that ‘research evidence supports the proposition that innovation is associated with higher performance’.
A common question I currently find myself discussing with many of my clients is how can they successfully create a culture of innovation in their organizations’?
At the end of a long, hot work day, we caught up with Glenn Ball on a Kirribilli veranda, for a glass of chilled rose and a chat about what makes a company a fabulous place to work. We talked about ‘high performance cultures’ or ‘high performance workplaces’, drilling down into what it is to build a culture of employee engagement: a space where people are able to and want to consistently bring their best performance to the table.
I spend much of my professional life assisting small and medium enterprises to corporatise and commercialise. So I was pleased when someone asked me this question above. It made me think in reverse – always good for the grey matter.
In an age of flattened hierarchies and dispersed leadership, frontline managers are increasingly the bridge between strategic direction and real world business success. It’s therefore vital to develop the leadership capability of your frontline managers and specialist staff who work on that bridge.
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.
This International Women's Day I've chosen to celebrate the diverse and fabulous women who I admire and who continue to inspire me with their drive, passion, intellect, character and generosity.
I’m kind of cheating on this ‘3 things’ idea. The fact is, there are dozens of things I’d like to celebrate on IWD. Somehow, I managed to group them into 3 categories….
We spoke with Rachel Abel, a graduate of the most recent Executive Central Coaching Academy, about her experience. A GM in a large organisation, Rachel talks about how the program has created a significant shift in her team leadership style. She also discusses being thrown into the deep end with a ‘live’ client!
Executive Central Director Glenn Ball is one of our most experienced coaches. He has a Master of Coaching Psychology from Sydney University and is a visiting Lecturer at the University of Sydney Business School. We managed to catch Glenn for a quick chat about his experience of being a coach - while he was commuting on his Vespa (via a Bluetooth helmet of course).
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’.
There’s a lot written about the top-down role of senior leadership in driving gender diversity in organisations. A lot of time, focus and money is devoted to the diversity and inclusion education of top executives (with the expectation of a trickle down effect through the organisation’s culture).
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!
The other day I was having coffee with a client, and we had a good laugh about our first experience of being managers. Little did our teams know that we were making it up as we went along and scrambling to rectify mistakes before they become disasters.
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!
Back in the late ‘70’s we moved from Sydney to Kooralbyn in South East Queensland, as my Dad was involved in building the very first Queensland golf resort there. I went to Beaudesert High School, and most of my classmates lived on farms. It was a new lifestyle for me, and I loved it.
It’s almost a truism these days that the business environment is one of rapid change, and that organisations have to be ‘agile’ in dealing with complexity and uncertainty. The new business environment even has an acronym: VUCA – volatility, uncertainty, complexity and ambiguity.