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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

#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.

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

agreement is far worse and are indicators that below the surface a different current is stirring and your culture Next time you sense a less harmonious team culture or a little tension or exclusive groups forming, take PeopleQ are leaders in workplace culture and leadership development.

Our co-created purpose is inspiring cultures to thrive, so people thrive. My most memorable failures have become my proudest achievements - PQfactor, our workplace culture tool , was born directly out of getting culture wrong, experiencing what happens when you do culture part

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.