Search Results

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.

I recently delivered a workshop as part of an eight month leadership program on "empowering our teams drives ownership , and is a broad all encompassing concept that acts as a thread across all aspects of leadership You start to appreciate why empowerment is like a thread across all aspects of leadership. exceptional, results, goals and customer stories are regularly shared with everyone and not limited to leadership Empowerment is a leadership thread, requiring leaders to acknowledge their behaviour has the power to

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 recall my very early leadership days, where I was responsible for outcomes mostly through people reporting people to recognise they have agency in any given situation, and this ultimately builds confidence, resilience We have a number of leadership programs for leaders such as our Ignite Program for Leaders and RiseUP

In today's fast-paced and ever-changing business landscape, leadership plays a crucial role in driving They are role models, demonstrating resilience and a steadfast focus. At PeopleQ, we embrace these aspects of leadership as the basis for growth, collaboration and success Leadership is not a destination; it's a lifelong journey of growth, learning, and purpose.

Heartmath program does that by teaching life changing science backed practices to help you build your resilience The Resilience Advantage Program gives participants science backed tools to build their resilience and Melina Lipkiewicz is a Heartmath mentor and certified trainer of the Resilience Advantage Program. also certified in many emotional intelligence tools and programs, and brings this together with her leadership

And with this, they command the resilience needed to march through the most worrying of days. They build organisational resilience by connecting the current day crisis to their rich history to savour My hope is that through his leadership, we all grow as leaders, because he’s shown the world the importance of Purpose, People, Trust, Communication, Fairness and Equity in building resilience, courage, commitment

to navigate the uncertainty the pandemic was casting our world into, when I realised a shift in my leadership Leadership is not just about being in charge, calculated, data driven, unemotional and holding all the COVID has resulted in a new style of leadership emerging. PeopleQ leadership programs explore the traits that make you more likeable as a leader and how these leaders to explore the capabilities needed to lead in the fourth industrial revolution, and many of our leadership

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, in an ever-increasing talent scarce world, the need to develop leadership internally is vital, and Executed well, executive coaching enables leaders to transform their leadership resulting in improved mid-level leaders gained greater value from coaching, and coaching as the third most effective method in leadership Coaching has become so fundamental to leadership development, that some organisations are now turning start to develop more reflective practices that ultimately aid wellbeing, improved decision making and leadership

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