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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.

recent report from TinyPulse revealed some shocking statistics; - Employee loyalty is decreasing - Leadership PeopleQ is a certified leadership coach and ICF member and the founder of PQfactor, a pulse tool focused

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 , executive and team coaching.

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. It also means leaders create space and put energy into coaching and mentoring others. Empowerment is a leadership thread, requiring leaders to acknowledge their behaviour has the power to either disempower or empower others and delegation and a coaching style has the power to unlock the

discussed the importance of emotional literacy in emotional intelligence, exploring the connection to leadership ✔️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,

I recall my very early leadership days, where I was responsible for outcomes mostly through people reporting Adopt a coaching approach to help people find the answer within. We have a number of leadership programs for leaders such as our Ignite Program for Leaders and RiseUP

First, culture is not their problem, it sits with leadership as a responsibility. Close the loop on not just team level actions, but show people what the organisation and the leadership Be the role model - are you doing the same for your leadership team?

From a passive leadership mindset to a more intentional, inclusive, and empowered leadership mindset It's an interview and coaching question wrapped up in one!  

When you rise up to the challenge of your first leadership role, it is never quite what you expect, so It’s clear that the right support and coaching is critical when rising up, as new and emerging leaders Seeing the future has always been the exciting part of leadership for Melina and finding new and novel And that a mentor, coach or role-model outside their direct line manager would also have helped them And learn, wherever, whenever, and often, via programs, communities, books, online, networks, coaches

It’s fair to say the quality of your leadership determines the experience of your people, which ultimately When we ask teams to define what great leadership is, essentially their NorthStar, we see a pull towards Don’t see culture as a project, it requires continuous effort and accountability at a leadership level www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/high-performing-teams-a-timeless-leadership-topic

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.