PeopleQ Workshop facilitated by Melina Lipkiewicz and Suria Ward We see this often, team participation Do we regularly discuss this at our team huddles? Follow through on your team huddles and actions - close the loop before inviting more actions. team is working on as well. Be the role model - are you doing the same for your leadership team?

Actively develop relationships with people across the business, not just within your direct teams or

I am a change maker, an initiator, a start-her-upper, a risk-taker, a higher performer, a leader in my , lead change, centralise and do myself out of a role 👉 start-up teams, divisions, new products - Intrapreneur if you may and now entrepreneur 👉 turn around underperforming teams to award winning. in the early phases 👉 Lean into to discomfort and have those difficult conversations 👉 Build the team's   👉 Be comfortable that your people will outgrow your capabilities 👉 Deal with under performance productively

It's entrusting our team with the autonomy needed to act and grow. Empowered teams are confident, capable, and accountable, creating a ripple effect on the teams capacity Overcoming this requires a mindset shift to see delegation as a pathway to building the team's capacity Coach and provide mentors  to your team member. Empowerment is a continuous journey and dynamic due to the changing nature of our teams.

And implicit understanding that team success is prioritised over the individual, whilst valuing the Individual needs are considered within the broader context of the team's goals. dialogues, also consider creating the right relationship climate by; 🔢Getting on the same page with your team

But this is off the radar for leadership teams when Trust is low. Trust is an enabler of performance: Building trust isn't about making everyone comfortable. The distrust seeps through to all teams. Does having high Trust improve the outcome for leadership teams? Not automatically. Be clear on what the team needs to work on.

And when we found one, it felt like adrenaline blasting through our high-performance mind-sets. Agility recognises that leaders navigate relentless acceleration - from shifting team dynamics to the

And whilst there are strong signs of a poor culture, high turnover, reduced revenue, high absenteeism , high error rate, poor customer satisfaction, inefficiencies, customer losses etc, sometimes the journey Regular workplace culture check-ins and performance reviews are wonderful ways of collecting parts of Turning this into useful data for leaders and teams can be quite cumbersome as well as some of the data

Are you wanting to do more to engage your teams? Are you struggling with communication or conflict?

The insights generated from this collection of data is useful not only to quickly gauge team and employee It’s predicted that bringing teams together regularly to brainstorm enhances the sense of connection, up on feedback as a way to build trust and team rituals. Culture tools should encourage leaders, teams and organisations to think deeply about what the team Practice: Nurture what’s in your control by prioritising productive team conversations.

I was part of both dysfunctional and thriving teams and often team members were unchanged. So as many leaders do, I asked my teams the big sweeping question about how they’re feeling at work and In more recent times, as the world increasingly digitizes, we’ve asked teams to convert their responses The tool alone is not the answer, it's how leaders are supported to work with their teams and the tool Creating space for team members to have continuous deeper conversations, checking in, sharing new ideas

Nine weeks before the marathon I had a level 2 tear to my calf muscle and was told it would be near impossible