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Questions that provide insight into improvements that impact business performance such as culture, leadership see’s the responses, should they be filtered, and how will they be used to improve team and company culture Getting the goodbye right, can provide valuable information about your culture, leadership and teams

For me, its about culture, communication, trust, customers, belonging, appreciation, passion and performance Leaders are custodian's of culture, leader's cultivate belonging and appreciation to lift performance Check in, measure culture and performance with pulse checks.

By being intentional with our actions and embracing a culture of shared power, we drive better outcomes Our workplace culture and leadership programs incorporate empowerment strategies for all levels of leadership

Organisational culture is not an isolated thing in business. To change culture, we need to change how we lead and how we team. Recent research has revealed some shocking statistics on how leadership influences organisational culture An essential first step in influencing organisational culture through teaming and leading. Talk to us today to understand how we can support you to positively impact culture.

What not to do Part 1 Employee engagement and culture survey tools are a great way to invite and collate Whilst these tools are a game changer to how we design, measure and manage workplace culture, there This also applies to inconsistent engagement with your culture tool by leaders. The end result? While culture and engagement tools are designed for leaders to pay close attention to survey scores, And if a culture tool is on your list of ideas, speak to us about PQfactor, our thriving cultures tool

referred to spreading your focus too thin, ruminating on the who what and where and approaching workplace culture Not prepared to change When embarking on your cultural transformation journey, it’s easy to think of it as an exercise with a start and end point; however, as we mentioned earlier in part2, culture is not Missed opportunity: If you’re not prepared to use your employee engagement or culture tool to support At PeopleQ, we exist to inspire cultures to thrive, so people thrive.

Melina and Suria at work in Halifax Street Our work with leaders, as well as ourselves, often centre's on strategies to effectively navigate challenging conversations, introducing our 5I's model as a tool to assist leaders engage in these dialogues productively. And no matter how prepared we feel going in, I've noticed, and experienced, that internal compass sometimes steering us away from difficult conversations, while at other times urging us to courageously lean in. This made me wonder if this hesitation is due to the individual, or the relationship climate? I’d like to suggest the latter! When challenging conversations are easy, I've observed a powerful combination of factors at work.   Alignment , going beyond the surface to establish a shared understanding of the why and how, common objectives and desired outcomes clarifying the what and where.  It means we operate from a unified perspective.  A collective approach. A deep sense of connection with a healthy respect and appreciation for each other's perspectives, expertise, beliefs and strengths. And implicit understanding that team success is prioritised over the individual, whilst valuing the individual.  Individual needs are considered within the broader context of the team's goals. A quiet and powerful acceptance that intentions are good , and individuals approach the dialogue with positive intent.  Essentially building goodwill among each other.   A genuine desire to appreciate what others contribute and a willingness to support their growth and development beyond their own expectations of success. There is acceptance that open robust transparent discussions are pathways to positive outcomes, which enhance trust and confidence.  Therefore leaving nothing unsaid and being clear with what we are communicating, rather than being ambiguous or or evasive, which are unhelpful approaches.   When hard conversations become exponentially more difficult, I witness, and experience disconnection, misalignment and misunderstandings. People drift away from collective understanding to individual agendas and selfless pursuit of excellence may be traded for selfish pursuit of success.  As this dynamic unfolds, judgement becomes rife giving rise to shame, which results in searching for the nearest exit to avoid uncomfortable interactions.  And, truth telling and candid dialogue are overshadowed by a tendency to skirt around issues, rely on inuendo and indirect references versus addressing the core of the matter at hand. So what’s the work of leaders? Apart from adopting tools like PeopleQ's 5I's to prepare for these dialogues, also consider creating the right relationship climate by; 🔢Getting on the same page with your team, what's important, whats the objective and why 🔢Cultivating and building a deep sense of connection 🔢Defining your purpose, and gaining clarity on your legacy to anchor to in these moments 🔢Adopt, and practice language that doesn't place others into a defensive state, amp up EQ + Trust 🔢Be open and fluid, supporting the growth of others. 🔢Practice communicating with clarity and avoid ambiguity Connect with us for a coffee chat on how we can support you build your approach for challenging conversations.

Culture is sometimes good. Purpose fades. #leadership #culture #peopleq #pqfactor #conversationalintelligence #emotionalintelligence #highperformanceteams

Spreading your focus too thin When you first embark on culture transformation there may be a number of Like strategy, productivity, talent acquisition and marketing, your approach to workplace culture is And like a river ebbs and flows, so does workplace culture as people move within organisations. ensure leaders understand they are key drivers of workplace culture. culture measure along with your financials, productivity and customer measures.

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

#opportunities #leadership #coaching #leaders #mindset #empathy #culture #leadershipdevelopment

Navigating the feedback jungle. It's not surprising leaders find their authenticity compromised in certain conversations, particularly when they relate to conflict or performance issues. Other types of workplace conversations leaders have parallel struggles with, range from pay rises, scenarios misaligning with their values, senior management behaviour, situations with legal ramifications, personality clashes or managing someone with a fixed mindset. When we discussed this with senior leaders from both the private and public sector, this was what they had to say on the issue. Be present and mindful of how you show up – BE in the moment. Check the environment is right, this not only includes the setting, time needed and time of day, it’s also taking into consideration what else may be happening that could influence the conversation or skew perspectives. Don’t quell your empathy and avoid being caught up in the amiability of the person. Skirting around it wont aid you either, so get to the point. And if you’ve been advised to sandwich a message, now would be a good time to recall that advice! Instead, these senior managers suggest you step into empathy by inviting others to share their thoughts and feelings and consider sharing how you feel about the situation as well. Give feedback that is constructive, also presenting positive news where appropriate. Be mindful of your tone, eye contact and body language, relax your posture and if you’re struggling, we recommend our heart focused breathing technique; slow breath in 1,2,3,4,5, the same rhythm out, and imagine you are breathing in through your heart, and back out through your heart. It’s a scientifically proven technique to activate calm on the go and get coherent. And whilst you're being mindful of how you show up, take the opportunity to listen for the unspoken and exercise EQ! Stay with facts and have the conversations early on if your needing to raise a concern. If your organisation has policies and procedures, use these resources to guide you and at the heart of these conversations, ensure you have good intentions for the person, the team and the organisation. You may get derailed by behaviours that deflect, defend, deny, divert or responses that are aggressive, emotional or nebulous. When this happens, these leaders advise you wait, stay silent if you must, ask again or ask another open question, try rephrasing, reschedule or just listen, and our favourite 3Rs of refocusing to redirect and reframe the moment. Link your feedback to intention – to connect, cultivate cohesion, energise, motivate, share vision, create alignment or have a bit of fun, create reassurance, clarity or accountability. Use feedback to reward effort and as a way to reflect. You can also normalise feedback as a way of building better relationships with each other, so invest the time to get it right. Feedback is an investment in confidence, it builds belief and trust, empowers, supports and aids equality. It sets standards. It’s easier to have these conversations when you are being your authentic self. So anchor to hope and be a role model for your team.