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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.

Episode 1 - An introduction to this new Leadership series with Suria and Mel

I would have actioned monthly changes to my leadership style, and perhaps those small steps would have

I recently delivered a workshop as part of an eight month leadership program on "empowering our teams You start to appreciate why empowerment is like a thread across all aspects of leadership. other's self-belief and understands that each team member is unique and in different stages of their development catch-ups and workforce development was highly valued. Empowerment is a leadership thread, requiring leaders to acknowledge their behaviour has the power to

And, in an ever-increasing talent scarce world, the need to develop leadership internally is vital, and development overall. Coaching has become so fundamental to leadership development, that some organisations are now turning And with an increased coaching culture, organisations will start to develop more reflective practices not only benefits an organisation's culture, performance and financial performance, it promotes the development

Coaching is a transformative, developmental partnership that empowers the person being coached to grow willingness to share challenges. o   Use coaching to explore and stretch beyond comfort zones. o   Develop limiting personal growth o   Consider the immediate and longer-term. o   Explore options to transform leadership Legacy and decision making o   Align leadership choices with personal and organizational values. o   Balance goals with self-care o   Identify a leadership legacy that inspires and influences others. o  

A concept was shared in a leadership meeting, it was not a new idea/product/service, but a notable change For us, it's not just a concept, it's a lived experience through the lens of leadership. And whilst psychological safety might feel like a recent trend, the concept is as old as leadership. Our workplace culture tool incorporates psychological safety, as does our approach to leadership programs

and CEOs want leaders to take charge and bridge the divide between the effectiveness of the senior leadership , changing mindsets, establishing boundaries, exercising meta-cognition, setting personal goals and developing CEOs and Senior leaders were keen to delve more deeply into enhancing leadership capability and capacity Leadership legacy, values and purpose intertwined and was the next most discussed topic after self-awareness PeopleQ are experts with extensive experience in executive coaching, leadership coaching and business

discussed the importance of emotional literacy in emotional intelligence, exploring the connection to leadership 💖Developing a robust emotional vocabulary ensures we are more precise in understanding and expressing ✔️Emotional literacy is linked to leadership and decision-making. emotions, reflecting on them, and using them as data to make informed decisions, ultimately enhancing leadership To discover how our coaching or leadership programs can help you muscle up on emotional intelligence,

Leadership is a vital capability in any successful organization. Effective leadership can make all the difference in ensuring the success of an organisation, and the Here are a few key traits we feel are essential for effective leadership: 1. They are willing to invest their time and energy in supporting and developing team members, and they

I recall my very early leadership days, where I was responsible for outcomes mostly through people reporting Encourage your people to refine their strengths, invest in their development. We have a number of leadership programs for leaders such as our Ignite Program for Leaders and RiseUP

can learn how to better understand their own style, identify their strengths and opportunities, and develop decision-making biases and blind spots, learn how to gather and analyze data more effectively, and develop coaching helps leaders develop this skill. Improved self-awareness also helps leaders develop a more authentic style that has a positive roll-on Executive coaching is critical to workplace culture and performance because it helps leaders develop