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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.

changing landscape, organisations are aware more than ever before the value of a thriving workplace culture A thriving workplace culture moves beyond traditional goal achievement, it considers the well-being and Stimulate positivity in the workplace A thriving workplace begins with a positive and inclusive culture It's through our words that cultures are built. Activate recognition programs that celebrate exceptional work and contributions to encourage a culture

We understand it's critical to High Performing Cultures, having lived it and still living it. The culture however was one of blame, when mistakes occurred, we looked for "who'd dunnit". Our workplace culture tool incorporates psychological safety, as does our approach to leadership programs

Adopt a Systemic Perspective o   Observe systems, including dynamics and culture. 5.     Champion a Coaching Culture o   Embed coaching practices within the organization. o   Encourage team principles can maximize the value of coaching to support others in being at their best and cultivate a culture

This is followed by a feeling of being stuck and a myriad of poor decision making, leading to a culture quitting, and probably a lift in staff turnover as well as a generally all round unhealthy workplace culture And a culmination of all of this is a learning culture, robust discussion that challenges the status

We believe this is moulding workplace culture. Then there are all the workplace performance and culture studies trying to decipher what inhibits or Workplace culture is also changing what we expect from leaders. to driving culture. Leaders who can keep up with the pace of change, driving more agile, resilient team cultures.

important in recent years as businesses realize the direct impact that leadership can have on the overall culture Here are just a few reasons why executive coaching is critical to workplace culture and performance: Culture Change: Executive coaching plays a critical role in driving culture change. This can lead to a more positive workplace culture that fosters collaboration, innovation, and growth Executive coaching is critical to workplace culture and performance because it helps leaders develop

In the pursuit of building a thriving workplace culture, leaders often strive for a sense of connection Let's delve in and explore their significance to workplace culture. It contributes to a positive workplace culture. people to work together on projects and initiatives, to enhance their sense of connection and create a culture Discover here how our programs support leaders to cultivate a thriving workplace culture.

emotional intelligence, leaders cultivate strong relationships, enhance collaboration, and nurture a culture By modelling authenticity and integrity, leaders inspire trust and credibility, fostering a culture of When leaders do this, they also cultivate a culture that embraces change, learns from mistakes and continually

Everyone took accountability for workplace culture, whether it be in their teams or across the organisation and the workplace culture landscape included strategy, change, great culture and interventions of issues

Now we are on the road to a thriving workplace culture. Alignment. leader, provide helpful and timely feedback that focuses on strengths and opportunities for growth; a culture Now this drives team success, a buzzing positive workplace culture, and one where people thrive! To do this well, create a culture of trust and autonomy, so team members take ownership.