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Your culture is being felt long before someone joins your team and it continues to shape their experience High turnover or difficulty attracting the “right” talent Low engagement or quiet disengagement Siloed teams Culture Is Built in the Small Moments One of the biggest myths about culture is that it’s something abstract or avoided) How decisions are communicated How people feel after interacting with their leaders and team In part two we talk about three practical ways leaders can start investing in their team's culture today

Agility recognises that leaders navigate relentless acceleration - from shifting team dynamics to the

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

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

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?

"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 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.

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

guide you and at the heart of these conversations, ensure you have good intentions for the person, the team You can also normalise feedback as a way of building better relationships with each other, so invest Feedback is an investment in confidence, it builds belief and trust, empowers, supports and aids equality So anchor to hope and be a role model for your team.

As leaders, the ability to inspire trust among team members is paramount to a thriving and high-performing Delegate and Empower: When leaders allow the team to take ownership of their work and make decisions, This trust in their team members not only builds self-esteem it also fosters accountability. It undoubtedly builds trust. powerful currency that fuels collaboration, engagement, and success, and leaders who prioritize trust-building

How the report will be shared inside the organisation should be agreed to upfront as well. 360s help build

nature, it brings a sense of calm helping us to slow down our thoughts, reflect a little more, which builds