Search Results

I’ve been contemplating this. Back when I was in corporate, executive coaching was reserved for, well, executives, or coaching adopted to help navigate difficult situations/behaviours. So what could have been different for me? I would have spent more time self-reflecting which is the most critical muscle a leader can have. And perhaps I would have sharpened my awareness of my behaviour and actions, as well as that of others, to add more insight to my thinking? I would have been challenged to expand my perspective, to see it from another’s. Perhaps I would have been more empathetic and sharpened my people skills resulting in better relationships at work? I would have actioned monthly changes to my leadership style, and perhaps those small steps would have amounted to significant and positive change over the long haul? I would have bounced my thoughts and ideas around with someone else, and perhaps that could have led to more effective workplace decisions? I would have had someone help me navigate and manage my stress, and perhaps that could have improved my health and wellbeing? I would have found someone I could trust my deepest inner thoughts to, who would have seen what I couldn’t, and maybe their reflections could have resulted in bringing light to the beliefs that were holding me back? I would have had regular opportunity to release myself from the everyday doing, and perhaps this would have reignited my creativity and resulted in ideas with better execution? I would have checked that feeling in my gut, rather than sit with the circulating thoughts of doubt, questioning myself to the point of spiralling and feeling like all hope was lost, and maybe I would have found the courage to use my voice? I would have improved my memory of events, made more effective choices, become intimate with my values and beliefs and perhaps this would have built confidence and trust in me? I would have grown, taken more risks, used my voice more, and felt better about my achievements, and therefore happier and maybe this happiness would have spilled into my family and personal life. Melina Lipkiewicz is a certified IECL Executive coach and ICF member. To find out more about our coaching programs, visit our page here, or contact us for a confidential discussion. 0498 800 008.

Don't just find them, be them, imagine the change we would collectively create. Creating lasting change requires a multi-generational effort. And our ability to lead with empathy, kindness, and trust is paramount in guiding teams through adversity Our Panel on secret women's business delved into the challenges women face in silence while navigating The significance of embracing purpose, serving others, prioritizing their needs above your own is the secret

As leaders, help our teams craft proactive strategies based on their strengths and needs. Because it does feel great when you have someone who will listen, that you trust, who'll stretch your leadership #coaching #leaders #mindset #empathy #culture #leadershipdevelopment #connectionmatters #teambuilding

For us, this means acknowledging the role of your Talent Team and Hiring Managers as first responders You heard it here at PeopleQ first, talent teams as First Responders of Workplace Culture!   So ask potential new employees what team harmony means to them and how they demonstrate appreciation for individual contribution whilst supporting the team to achieve greater outcomes as a collective.  What stories and experiences can they share, and if their team experiences have not been great because

Visionary: A great leader is someone who has a clear and inspiring vision for their team. It helps them understand their team members’ perspectives and challenges, and to also create a supportive This means team members are involved, and become invested in the team's success. 4. A great leader encourages positivity and celebrates successes, no matter how small. By embodying these key traits, leaders can create a thriving work environment where their team can achieve

Great leaders have the ability to inspire, empower, and influence their teams to achieve remarkable results understanding of the organisation's purpose and direction, and effectively communicate this to their teams Exceptional leaders lead by example and embody the values they expect from their team members. Coaching Mindset Great leaders are committed to the growth of their people, and empowering their teams By promoting collaboration and empowerment, leaders tap into the collective intelligence of the team,

A team that collaboratively achieves remarkable outcomes. diversity we've already mentioned above, and creating an environment where team members are comfortable Orchestrating Talent Great conductors recognize the unique talents of each musician and bring them together Know each team member's strengths, skills, and see their potential to leverage the team's diverse abilities By co-creating a clear purpose, vision, values and goals, leaders set the tone for their team to work

quality of the management team is the single most important nonfinancial factor. When we ask teams to define what great leadership is, essentially their NorthStar, we see a pull towards A demand for harmonising teams and being more purposeful in their endeavours.  As well as manage teams that are digitally and geographically and expertly spread. Having a tool is not a replacement for leaders driving team and 1-2-1 conversations.

I recently delivered a workshop as part of an eight month leadership program on "empowering our teams When a team member or team feels dis-empowered, it results in self-doubt and a loss of confidence, turning a generally creative team member into a cautious, double checking overthinker. It can be faintly seen in the poor results of a team or organisation and a lack of innovation, ideation Trust and Psychological safety are understood and worked on by leaders and team members collectively,

It became clear that coaching focus begins with self, then extends to team and organizational performance were consumed with the leader’s desire and (lack of) ability to empathise and build more collaborative teams want leaders to take charge and bridge the divide between the effectiveness of the senior leadership team 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

A leader's guide to elevating psychological safety in teams. There’s a lot of noise surrounding psychological safety in teams, particularly high performing teams. As personal risk minimises, we share more of our thinking with the team, contributing to the team, and So we created a few thoughts on how leaders can elevate their teams safety; Cultivate social sensitivity space to do things their way, for leaders this means giving them space to fail forward Whilst these are great

culmination of those 20 years of lived experience and the last 8 years in search of what it takes to create I often see culture treated as a tick item on an organisation’s governance list.  or business owners, a thriving workplace means having a positive impact on other humans, that is a great Whilst high performing teams are good for business, thriving workplaces are good for business, good for There’s decades of research on high performing teams, thriving includes all this + the idea of feeling