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Have you ever wondered what is Resonate Leadership? If I combine this and some of my reading from Daniel Goleman's Primal Leadership, HBR's "The Resonate As a coach, PeopleQ are trained in techniques and tools that build trust and emotional intelligence via I would love to know your definition of Resonate Leadership?

Discover how our Conversational Intelligence (C-IQ) programs foster trust-based leadership.

as a coach, so let's start with a definition. You, the coach, are a guide. Coaching is for the counterpart (or coachee). The spotlight is on them, not on the coach. Are you finding it lonely in your new leadership role? & Conversational Intelligence practitioner and spent two decades+ in senior leadership roles before

Back when I was in corporate, executive coaching was reserved for, well, executives, or coaching adopted I would have actioned monthly changes to my leadership style, and perhaps those small steps would have Melina Lipkiewicz is a certified IECL Executive coach and ICF member. To find out more about our coaching programs, visit our page here, or contact us for a confidential discussion

Executed well, executive coaching enables leaders to transform their leadership resulting in improved The coaching relationship is one of trust, where the coach guides the Leader on a path of topic exploration value from coaching, and coaching as the third most effective method in leadership development overall And in another report citing 23 coaching studies, there is a distinct correlation between executive coaching Coaching has become so fundamental to leadership development, that some organisations are now turning

Episode 1 - An introduction to this new Leadership series with Suria and Mel

Executive coaching has become increasingly important in recent years as businesses realize the direct impact that leadership can have on the overall culture and performance of the workplace. Increased Self-Awareness: Effective leadership requires a high level of self-awareness, and executive coaching helps leaders develop this skill. The nature of coaching is self-awareness.

Self-paced learning in 2022, for Mel and Tim is the equivalent of taking a textbook into a quiet room to read and at best occasionally sending the author an email or discussing the current chapter with a friend via SMS. The focus is on consuming knowledge from an expert (the author), as much as you can, and want, when you want. It’s convenient, and in many cases accessible by many. The experience is influenced by your drive and learning preferences. It has a place. Peer based virtual learning evolves the experience from consumption to a deeper conversation that wholeheartedly activates embodiment. If you consider knowledge activation as an iceberg, peer based (virtual or face to face) learning is going well beneath the surface. It’s where we grow best. It’s an invitation to witness and experience, to be and see, to say, sense, feel and hear. It’s designed to activate transformation at higher rates than above the surface consumption. It's generative. It’s compounding. It shifts the focus from one expert and therefore one stream of knowledge, to many and multiple streams of knowledge which becomes a force multiplier. It's what happens when we know, like and trust people, real stuff shows up. Virtual peer-to-peer learning evolves the learning experience. It’s safe, it's insightful, it's a community of practice, its embodiment, its compounding and for all these reasons it's transformative. So come and experience this for yourself, on the 19th December Mel and Tim are hosting a mini version of what to expect throughout the Being Leaders 2023 program. It’s an opportunity to experience ‘the more’ with our Being Leaders community. Co-authored by Melina Lipkiewicz and Tim Collings o 4igroup, the Being Leaders program is open for registration now. To join us for the event on the 19th December, register here Follow our LinkedIn page to join our community and stay updated More about the program here

To find out more contact us on 0498 800 008 I melina@peopleq.com.au #leadershipnow #leadership #highperformanceteams

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A reflection of the Being Leaders Circle hosted by Tim Collings + Melina Lipkiewicz Recently we hosted a circle for our Being Leaders community, bringing into focus how adults learn today, to create a micro experience of the program. We invited the sharing of learning experience challenges and opportunities, followed by peer discussion to deepen the dialogue on how learning can support leaders to sustain change, and finally coalescing to reflect on what we now think about learning and what this means for how leaders learn. Rather than offering expertise, our approach was to hold space for knowledge to be shared and leaders stretched and challenged collectively, which includes us as hosts. As we applied this experience to the theme, the very essence of it became topical as leaders identified the need to decentre expertise to learn collectively, embark on challenges and create safe spaces to be stretched in, which often resulted in growth you wouldn’t have previously imagined. Over time this brought about sustained behavioural change and increases in performance. From here the conversation flowed to the importance of making learning sticky to sustain change. 80% of people acquire knowledge and do nothing with it, inviting dialogue around the need for practice not just safely but also within the context of our own environments being crucial to the way adults learn today. The role of conversation in a community of practice was necessary for embodiment, deepening understanding and reflective practices. As was the role of storytelling to the way we seek to understand the world, ourselves and each other, so nurturing spaces for this to organically appear was critical to adult learning. A cycle emerged for learning to be sticky - digest smaller amounts of content at a time, that is relative to your situation and environment and place of beginning. We processed the role of leader vulnerability and authenticity in not just your own growth, but also as a witness and in giving feedback to others. When we witness and experience with you, we are also experiencing for ourselves, paving the way for thresholds to be crossed and participant action. The campfire enabled us to form a mutual starting point; the flow deepened our understanding collectively of what leaders needed to learn; relationships are needed to explore and challenge each others safely so that change emerges; and thresholds are crossed when expertise and knowledge is decentralised and not the focus; decentralising knowledge enables multiple streams of knowledge. And all of this is how the Being Leaders program is designed. To allow for deeper collective discussion, emergence, safe practice and sustained behavioural change. To find out more about the Being Leaders program, visit us here and register for the 2023 cohort. Co-authored by Melina LIpkiewicz and Tim Collings

In part one, we shared a few pitfalls of employee engagement surveys when you focus on scores and feedback that disappears into the metaverse! Today we are building on this to give you a few more pitfalls to consider the next time you're having a team huddle. Spreading your focus too thin When you first embark on culture transformation there may be a number of items brought to your attention as responses come through. And it’s tempting as a leader to want to address all the challenges at once; this approach has the potential to overwhelm team members and can feel quite surface level. Missed opportunity: Addressing too many challenges at once in most instances has the ability to lose impact and can be more of a distraction as opposed to focusing. Hone in on one priority at a time and give it the effort and focus it needs to get the lift it deserves. Practice: Discussing together as a team, which is the priority to focus on and explore right now, and what actions will be most impactful? Obsessing over who, what, when Leaders, we’ve all been here, we receive feedback we don’t agree with and our focus shifts to understanding the source of the feedback to make sense of it, or validate how we feel about it. In an anonymous survey, it might be tempting to go to lengths to find out who might have left a not so glowing perspective. Just don't! Missed opportunity: Feedback, whether anonymous or not, it's still feedback and that’s a gift! People don't invest time in giving feedback unless they trust you will do something productive with it. If you’re putting your effort into finding out whodunnit, you’re distracted from the main goal - cultivating a feedback culture where everyone’s voice and perspective matters. All feedback is useful, it provides insight into the diverse perspectives of our teams, so use it wisely! Practice: Applying a growth mindset. We are all here to learn and grow. Notice what you’re feeling and examine why you might be feeling this way about the feedback. Sit with that feedback and accept that this is someone’s perspective. Approach with curiosity; Is there something in this feedback that you can apply and take on board? To all the perfectionists out there, accept that it’s never going to be perfect, all at once or all of the time, we are working with humans, who are coming into the workplace with a diverse range of external factors. Our role is to perfect our ability to adapt to this changing sequence of events, or as we like to call it, humanising the workplace!. Seeing workplace culture as a 12 month project This is one of the most common pitfalls we see, leaders believe a solution will transform their organisation/teams in 12 months and so they take a project perspective when it comes to transforming workplace culture! If it took you years to get here, what makes you believe you'll transform in 12 or even 18 months? Like strategy, productivity, talent acquisition and marketing, your approach to workplace culture is not a project, it's not a once off and it certainly isn't short term. Missed Opportunity: A focus on workplace culture is a continuous effort by leaders to create forward positive momentum, and in the same way strategy incorporates productivity, financials and customers, so too should it include people and workplace culture, for they are the driving force of any business! And like a river ebbs and flows, so does workplace culture as people move within organisations. Practice: Incorporating workplace culture into your day to day accountabilities, engage everyone and ensure leaders understand they are key drivers of workplace culture. Take a top down approach to workplace culture, and at a strategy and board reporting level, include a culture measure along with your financials, productivity and customer measures. Hopefully you now have a few more ideas to implement, join us for part 3 coming your way soon! For more information on PQfactor, let's have a coffee meeting, you can contact us on suria@peopleq.com.au or melina@peopleq.com.au.