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This hat empowers team members to find the answers within, growing confidence, igniting autonomy, setting As one leader put it, it gives team members the confidence to see what they already know, to use what It's a chance to foster growth and build confidence in uncharted territories. Tip: When you notice a team member paining over a choice, offer them space to self-reflect. PeopleQ are executive coaches, skilled in 1-2-1 and team coaching.

only improves your chances of getting each hire right, and hiring for culture, it also in the long term But why is it particularly important for organisations embarking on building a thriving culture? Well if you're going to focus your energy time and effort into building a thriving culture, wouldn't

Once you know what culture you want, consider building it into your leaders' job descriptions to generate Turning this into useful data for leaders and teams can be quite cumbersome as well as some of the data

It improves engagement and builds stronger social connections and trust. Building on this research was Google’s own Project Aristotle which supports that it's how teams worked Leaders yield better outcomes building a culture and teams that aren’t just carbon copies of your top Unlocking the collective wisdom of teams requires Leaders to be clear on the team's purpose as well as So, consider building a team and culture that aren’t just carbon copies of each other, but can contribute

create change and performance uplift with PQfactor

It results from how we lead and how we team. To change culture, consider changing how we lead and team. action can we take; - Get clear on expectations, together, united - Share your future dreams and set team know how important they are to the cause and how they contribute - As a leader, build self-awareness play center stage in the business And Trust, for me, is a hygiene factor, an essential first step in teaming

"Trust has two dimensions: competence and integrity. We can forgive mistakes of competence. Mistakes of integrity are harder to overcome." Simon Sinek. When this appeared in my feed, it started the wagon turning. Is there only 2 elements to trust. The research, like leadership and EQ, has different models of Trust floating around. Regardless of the words used in these models, I like to break TRUST into 5 elements; COMPETENCE is one, some models describe this as Able ( ABCD model of Trust). INTEGRITY, sometimes described as sincerity is absolutely a key element. Dependable or RELIABLE is the third CARE or Connection (lets wrap this up as empathy) is a fourth element The neuroscience of trust I see as the 5th element There are many experts on Trust, Paul Zak is absolutely one of the standouts, Judith Glaser's C-IQ model, Ken Blanchard to name a few. Regardless of what Trust is or isn't, it's developed and lost at different speeds for us. I am a trust giver, you get it up front until events occur for me to question that Trust. Sometimes referred to as Blind Trust. It takes a lot, but once it's lost, it's hard to ever regain my trust. Other's are less distrusting upfront, and it takes a while before you gain their Trust, but once you have it, it can remain for long periods of time. Some elements we forgive faster than others. Some elements, once lost, well you can now see why relationships in organisations are filled with friction when politics interferes with integrity. And the 5th, the neuroscience, is conscious awareness of how our words create worlds, and how we can adapt our leadership style to ensure the stage is set for Trust to be cultivated. C-IQ. Why is this critical to leadership? Whilst EQ is the skill that enables us to see ourselves and others clearly, TRUST is the glue that holds it together. As a leader, understanding the elements of TRUST will help us see when the waters get murky. We notice a disruption in a relationship, was TRUST impacted and how. We are playing a little bit of politics, how is this impacting our integrity. We dont keep promises, do our actions show we care. Knowledge raises awareness because we just activated the RAS. And awareness raises self reflection. Melina is a C-IQ practitioner.  To find out more about how to bring C-IQ to your conversations email us melina@peopleq.com.au

The topic of building self-awareness comes up a lot in coaching. Not just from an individual perspective, but as Leaders how we can help our team cultivate this same

Nine weeks before the marathon I had a level 2 tear to my calf muscle and was told it would be near impossible Their soulful voices carried me for the next few kms washing over the pain that was building with a vengeance And, all this combined builds resilience. The stories I told myself to get to the finish line became character building moments and the critical

I was reading about the science behind the most successful teams, and it seems that a key ingredient you're in a project management or agile environment, this web of connections extends outside the formal team Members have side conversations within the team. In other words, all team members talk to each other. 5. Members explore outside the team, and bring back information to share with other team members.

The insights generated from this collection of data is useful not only to quickly gauge team and employee more transparent and action oriented the engagement tool, the better the outcomes, given transparency builds 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.

Executive Coaching as holding a safe space for someone to challenge themselves and their perspectives to build Are you wanting to do more to engage your teams? Are you struggling with communication or conflict?