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Self-paced learning in 2022, for Mel and Tim is the equivalent of taking a textbook into a quiet room to read and at best occasionally sending the author an email or discussing the current chapter with a friend via SMS. The focus is on consuming knowledge from an expert (the author), as much as you can, and want, when you want. It’s convenient, and in many cases accessible by many. The experience is influenced by your drive and learning preferences. It has a place. Peer based virtual learning evolves the experience from consumption to a deeper conversation that wholeheartedly activates embodiment. If you consider knowledge activation as an iceberg, peer based (virtual or face to face) learning is going well beneath the surface. It’s where we grow best. It’s an invitation to witness and experience, to be and see, to say, sense, feel and hear. It’s designed to activate transformation at higher rates than above the surface consumption. It's generative. It’s compounding. It shifts the focus from one expert and therefore one stream of knowledge, to many and multiple streams of knowledge which becomes a force multiplier. It's what happens when we know, like and trust people, real stuff shows up. Virtual peer-to-peer learning evolves the learning experience. It’s safe, it's insightful, it's a community of practice, its embodiment, its compounding and for all these reasons it's transformative. So come and experience this for yourself, on the 19th December Mel and Tim are hosting a mini version of what to expect throughout the Being Leaders 2023 program. It’s an opportunity to experience ‘the more’ with our Being Leaders community. Co-authored by Melina Lipkiewicz and Tim Collings o 4igroup, the Being Leaders program is open for registration now. To join us for the event on the 19th December, register here Follow our LinkedIn page to join our community and stay updated More about the program here

As leaders struggled to navigate a physically unavailable and disconnected workplace, COVID demanded Australia and the World find new ways of working and leading. That’s when co-authors, Tim and Mel recognised a new way of leading was rapidly emerging, and threw themselves into co-hosting online experiences for leaders, exploring ‘Leading in Isolation’. From this series of dialogues, a range of themes emerged, attuned to both local and global contexts which saw the intensification of the pandemic, social injustice playing out in the streets and climate change impacts across the world - all which leaders needed space to explore their experience of and relationship with. Our response was to shift our program, responding to this new need with the second evolution of this program, ‘Curated Conversations.’ Sessions included deep processing space, to collectively sense-make our experiences and the demands we faced as leaders. New program elements included an applied approach to learning, and we’ve amplified this in what we now call the first iteration of Being Leaders. Across each stage of this evolving process, the space invited leaders to gather from across the country, where new thinking emerged as leaders built capability and capacity to weather the rapidly changing environment we all faced. Collective Intelligence found its way into our dialogue, and into our being. As the leadership experiences we offered evolved, we found it necessary and beneficial to hold space for unstructured conversations amongst leaders. We questioned what leaders needed to support them on their learning journey, and how to deepen exploration and nurture generative experiences and co-created with our community new ways of being as we sensed our way forward. We discovered what we intuitively knew, structured learning had limitations and immersion and emergence was necessary for leader capability to evolve. In our experience, in our lives and within this community coming together for 3 years now, new ways of learning are needed as there are new ways of leading required. From this co-created learning journey, Being Leaders has emerged. To find out more about the Being Leaders program, reach out to us directly, timc@4igroup.com.au melina@peopleq.com.au. We also invite you to connect with us on LinkedIn to stay updated. Co-Authored by @Tim Collings & @Melina Lipkiewicz

Executed well, executive coaching enables Leaders to transform behaviour resulting in improved workplace outcomes and performance excellence. The dialogue is anchored in trust, where your coach holds space, inviting exploration of focus point. Your role as an executive coach is to listen, to guide and challenge habitual thinking with the right amount of tension, to encourage consideration of options that might seem impossible and wishful in thinking and support leaders in creating actions that are intrinsically driven. The executive coaching space is one of deep reflection and contemplation, an opportunity to be radically present in order to facilitate improved decision making. As a result, executive coaching stimulates heightened self-awareness, one of the most critical skills leaders need to perform at their peak. In a learning model proposed by Lila Davachi, Associate Professor of Psychology at New York University (Dr Lila Dvachi, 2010), she refers to four critical elements needed to learn, starting with attention, self-directed learning, emotions and spacing (repeated over longer intervals provides our brain with the right signalling - supported through neuroscience research). Considering this, the most impactful learning methodology is captured in an executive coaching relationship. And in a coaching report which cited 23 coaching studies, a distinct correlation between executive coaching and greater change in leadership skills and performance outcomes was seen. Executive coaching has become fundamental to leadership development as it promotes reflective practices that ultimately aid wellbeing, decision making and leadership performance. Executive coaching is holding up a mirror, in a safe and trusting space, so that the leader can see what you see. For more on our executive coaching programs, download our corporate brochure here or get in touch with Melina at melina@peopleq.com.au or 0498 800 008.

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.

As a leader, you may find yourself making comparisons to others, seeing their accomplishments (or defeats) and accolades as useful contributions in creating your barometer for leadership success. You may seek out “mentors” or “role models,” these leaders contributing to the beliefs contained by your barometer for leadership success. You may replay feedback and advice received (managing to put more emphasis on the constructive bits), reading between the lines, to continue to shape your barometer for leadership success. You may observe promotions around you, the praises sung and interpret them beyond the simple meaning they have. You may attend leadership conferences and workshops feeling honoured to be there, and at the same time a bit of a fraud, gripping every piece of content to add to your barometer of leadership success. Our barometer for leadership success is often formed on the opinions, views, feedback and actions of other leaders, and by the masses of leadership content and research available. We would like to suggest it starts with you. Understand your strengths, values, purpose, legacy and intentions, the stories that have shaped you, and how they play a role in who you are being today. Celebrate your values and purpose with stories of you at your best and navigating those pivotal moments in life. Let these together drive how you hold space for others, and the language accessed in those conversations. Let them guide your choices, and how you lead. Let them inspire a more authentic style of leadership for you. Yes, all of the rest above is also useful, there’s no doubt, but start with a base that is undoubtedly unique in moulding the type of leader you’ll become. Cultivating self-awareness is one of the most valuable leadership abilities. Talk to us today about how our executive coaching and other leadership programs can help. As we like to say, blaze your own leadership trail. Download more information about our executive coaching program.

Why psychological safety matters to high performance. You may have heard that Psychological Safety is the #1 predictor of team effectiveness and that high psychological safety in the workplace accelerates and supports high performance. But how? Let’s start with what psychological safety is, as defined by Professor Amy C Emdondson, Harvard Business School A belief that the context is safe for interpersonal risk taking. In other words, speaking up with ideas, questions, concerns, or mistakes will be welcomed and valued. There are 4 domains that underpin psych safety; the need to be included, to contribute, to learn and feel free to challenge the status quo, to ask questions, share ideas, collaborate, offer solutions and raise concerns. It’s a human need to feel seen, heard and know that we matter. Now all of this requires voice, which means relying on our communication skills and our emotional intelligence. Speaking up seems like a fairly straightforward concept and conventional wisdom would suggest that if someone has something to say, they’ll just go ahead and say it. The truth is, it's quite challenging. Implicit voice theory, studied by Edmonson, suggests people often don't speak up and this is true even if you have a good leader and supportive workplace culture because as we know through our EQ work, we are hardwired for self protection. Speaking up benefits the collective whereas for the individual, it may come at a cost, such as rejection, ridicule or judgement. What makes it all the more challenging is that it's in our nature to prefer certainty to ambiguity, so we may hold back offering suggestions or new information until we are certain we’ll get the response we desire or when we have a good grip or understanding of the issues. We also think we have a strong sense that we see things as they are but of course we see things as we are. As we love to say at PeopleQ, our perception is our reality! This may hold us back because we fear we might bump into opposing viewpoints. Additionally, if we ask a question we appear uninformed or we look like we don’t know our stuff. As a result, we worry which consciously and subconsciously holds us back. I recall being called into an impromptu executive leadership meeting to share my opinion on how best to deliver a complex new project. It was clear those in the room weren’t aligned and wanted an operational ‘voice’. A strong desire to win the project and parallel views on how best to achieve this meant I walked into a room full of tension! The opinion I shared was met with a narrow line of questioning which did not feel like genuine inquiry. I didn’t have all the answers but I felt admitting that in front of this audience would deem me incompetent, and not saying anything would do the same. Whilst I had good reason to be there due to my in-depth knowledge and ample ways to tackle the perceived problem, at that moment I froze and was unable to leverage my unique perspective. I was too busy assessing the risk of speaking up versus not speaking up, both seemed treacherously dangerous! This wasn’t the most effective meeting I’ve attended and I know I’m not alone in this experience. My business partner shares many similar experiences and we see this often in our coaching conversations. We all recall times when we didn’t speak up or show up as we'd like. It’s instinctive to go into self-protect mode and wait and see. As I work with leaders and teams, I hear many examples and stories where psychological safety was low and what truly makes it astonishing is what must be an astronomical number of ideas that never get shared, concerns that never get expressed, or mistakes that never get corrected. If we aren’t hearing from our people, we could be missing business improvement opportunities. This is why no news is actually bad news. Reframed, imagine how much more effective situations like this could be if people felt that they could speak without having to constantly manage interpersonal risk. Research suggests that if employees felt their opinions were solicited and mattered, organisations would experience an uplift in productivity and profitability. Cultivating psychological safety is foundational to a high performing and thriving workplace culture. They go hand in hand and the good news is that PeopleQ can support organisations to become fearless in building a high performance culture! PeopleQ are proud to be certified Fearless Organisation practitioners to share and bring to life Edmondson’s work with our clients. We offer the Fearless Organisation Scan which helps measure and improve psychological safety in teams across four different areas as well as deliver half day Psychological Safety workshops with Leaders and Teams to support their high performance journey.

The topic of building self-awareness comes up a lot in coaching. Not just from an individual perspective, but as Leaders how we can help our team cultivate this same muscle. So I decided to put together a list of questions that I am hoping you will find useful. It will depend on the situation of course as to which questions, and the best way to see what works is to give them a test run. To help, I have categorized them into general, strengths or situation specific questions. Enjoy General When you hear yourself say that what are you thinking? What are you saying to yourself? What are you feeling? What do you know about yourself? What don’t you know? What does that mean for you? What reactions can you predict? What can’t you predict? Can you describe your behaviour? How might others describe it? What do you value? Why? What feedback have you received that surprised you? Why did it surprise you? What (of your own) behaviour are you aware of? What might you not be aware of? Understanding our Strengths What makes you good at what you do? What qualities do you have that help you to be successful at your role? What makes your heart sing? When work is effortless, what are you doing? How would you describe your strengths? What have others told you you do well? What energises you? Situation Specific Have you been in this situation before? Are there similarities? Are there any patterns? Have you reacted like that before? Are there similarities? What triggered it? How do you normally react in these situations? What thoughts and beliefs do you have about the situation? What assumptions are you making? What judgments are present? What beliefs are present? As you hear yourself say that, what are you now thinking? What is your view on this? Why do you hold that view? Are there other ways of seeing it? What are the facts as you see them? What don't you know? What assumptions have you made? What led you to this belief?

Pondering my days in corporate, I realise that whilst I loved my work which I was zealous about, the job had an emptiness to it which meant it had an expiry date. And after running the NYM14 and raising money for charity, that emptiness became even more noticeable. The great resignation is a reminder that bringing meaning to our work is more critical than ever before. And there are a few ways of doing this - at an individual, team and organisational level. The work we do in helping organisations, teams and individuals define their north star is the most important and rewarding of all. So, what is it, why is it important, how do you find out and how do these 3 layers of organisation individual and team interlink? I often refer to it as SVP or SVPV - Strengths, Values, Purpose, Vision. At an organisational level, this is foundational to culture, and culture is foundational to strategy. And everything happens through people. Identifying your strengths, articulating your Values and Purpose aids organisational direction – a north star if you like. It becomes a framework for decision making, a way of setting expectations and ensures you are intentional about the culture you are cultivating. More importantly, Purpose enables organisations to bring meaning to what they do by clearly articulating their contribution to the community beyond products or services. And at a team level, all these same principles apply, as they do at an individual level. My purpose, have a positive impact, a conversation at a time took a while to land back in 2016, and it's helped guide the direction I’m still moving in today. And so early on we invested energy into defining this for PeopleQ’s, our purpose being positive enduring change through conversations impacting culture. And our vision - Thriving cultures! Whenever I’m challenged or feel stuck, I anchor to purpose to guide my choice points and cultivate the resilience needed to adapt, overcome and be agile. I have had many moments of late where some challenging conversations and directives have emerged. I could spend my time drowning in these moments, or anchor to my steadfast north star to guide me through with poise, decisiveness, and confidence. Defining and articulating your Strengths, Values and Purpose is the ultimate north star for any organisation, team or individual. And this is where I want to express a few views on Mission Statements. Mission Statements are essentially a combination of your why + strategic intent + culture + focus, the how and what, and include vision (aspirations for the future). Mission statements are long, hard to remember and generally for the benefit of shareholders and investors. Today these are superseded by Purpose! Purpose rises through research, science and human endeavours to leave the world better than you found it, unlike mission statements that rose through management practices. And Purpose benefits everyone. It’s a way of being within the organisation, and a way of communicating to the outer world your good intentions. It’s memorable and articulated with a few words. The easy part though, to a certain extent, is the work needed to define it in a way that genuinely relates to your organisation, team or to you as an individual. The harder part is what comes after this step, embedding and activating it – bringing it to life! Imagine a workplace where individuals and teams can see the direct link between their own purpose and values and that of the organisation or team? That to me sounds like a resilient thriving culture. Lately we've facilitated a number of these sessions with boards, executive teams and small businesses, and the feedback is the same. We're told they've done many of these sessions before but this was WOW, by far the best with immense value, and they remind us every time we see them. We believe it's because we've spent years immersed in Purpose, Values and Strengths as part of what we do, and who we are. We live and breathe it, it's not just research, and we continue to immerse ourselves in everything Purpose driven. As a result, we've built a program that helps teams quickly get to Purpose. Let us guide you to find your organisation/team Purpose. Contact us to start the conversation.

And is it worth the investment of time and money? I'm often asked what is executive coaching, as there are so many people these days that refer to themselves as a coach, so let's start with a definition. We view Executive Coaching as holding a safe space for someone to challenge themselves and their perspectives to build personal insights that lead to positive outcomes and behavioural change, that aligns with their goals and objectives. Executive coaching is a development pathway, it is anchored to a leaders goals, and at the center is a belief that the leader has the answers within them. You, the coach, are a guide. Understanding what it isn't also helps further define executive coaching - it's not advising, mentoring, consulting, telling, selling, training, managing, leading, educating, counselling. Whilst these are all necessary in any development pathway, a coaching relationship is one where your coach acts as a guide by being present, listening beyond the words and asking questions that guide you to positive behavioural change. The main role is to Listen and Ask. As executive coaching is a personalised form of development, and therefore targeted, it has greater buy-in and therefore change. Coaching is for the counterpart (or coachee). The spotlight is on them, not on the coach. An Executive coach will bring some structure. For example, you begin with a goal for the coaching, your one up and your organisation may be involved in this. There is a formal contract, there is structure to how often and how long, there is a measure at the start and later on which helps visualise the change, there is regular assessment of your coach! And regular check in with your one up to ensure the coaching is achieving it's desired outcome. There are many reasons why you would engage an executive coach and here are some questions you can ask yourself to see if this is a development pathway for you; Are you wanting to make a positive change at work? Do you want to grow your perspective? Do you prefer guidance rather than telling? Are you wanting to do more to engage your teams? Are you struggling with communication or conflict? Are you prepared to re-examine yourself and shift what is needed? Are you looking for ways to navigate your challenges? Do you want to challenge your thinking to grow your understanding? Have you experienced significant change recently? Has your motivation shifted as a result of this change? Do you find you are second guessing yourself ? Do you at times suffer from imposter syndrome? Are you finding that "being busy" has meant no time for professional/personal growth? Do you feel your development has stifled? Is your confidence waning? Do you like being held accountability? Are you finding it lonely in your new leadership role? Do you need a safe space to unpack challenges at work? If you answered YES to 7 or more of these questions, it's an opportunity to get in touch for a no obligation consultation. Mention this article, and we will also include an emotional intelligence and strengths profile with any coaching engagement. Melina is an IECL certified coach to the highest level, ICF member, Emotional Intelligence, Heartmath & Conversational Intelligence practitioner and spent two decades+ in senior leadership roles before starting PeopleQ to become an Executive Coach.

I had a conversation with someone recently who suggested leaders are born. This blog is based on a leader who rose during the most turbulent of times and so it begs the question are they born, or made? And is there a lesson here for organizations, do we give leaders space to lead? Do we support them to rise? If given the opportunity, great leaders will rise in the most difficult of times. This leader's qualities are endless, we don't have room for the complete list, so I’ll start with the magic 4 – People, Purpose, Trust & Communication. Great leaders rally to attain what’s needed to satisfy the most basic of needs, taking responsibility to create safety and ensure wellbeing. And, no matter how turbulent the environment, they continue to honour and recognise their internal heroes both personally and publicly, regularly. And they empower their people with the autonomy needed to get the job done. They genuinely care. Great Leaders are first and foremost for their People. They’re driven by purposeful endeavours, uniting people via this common cause and engaging the community for global support by ensuring they see how their purpose will also impact them. All communication can in some way be tied back to this purpose. And with this, they command the resilience needed to march through the most worrying of days. They seek the truth; and tell it. It’s rare for these leaders to communicate without a commitment to see it through, and because they follow through, they are relied on by many. They story tell with a library of facts that reinforces their image as a truthteller. They seek fairness, equity and justice for all, inclusive of their people, communities and rivals. They are both truth seekers and truth tellers. Communication is their weapon. To unite, to rally, to inform, to connect. Their communication is constant, daily, via multiple channels for example videos, emails, letters, phone, webinars, social media, face to face – they recognize the power of words! This translates into leaders described as transparent and open. And this approach is consistent across their entire team. It’s strategic. On the topic of Strategy, it’s a key focus. However, they don’t go it alone, they surround themselves internally and externally with talented advisers – constantly seeking counsel and intel on their internal and external surroundings. During turbulent times. you’ll hear them talking about and planning for their recovery as well as crisis management. They balance both. They craft their communication interlinking future plans with the present day to day crisis. During a crisis, they lead from the front often seen in amongst the trenches as I like to call it, and so they're called courageous and brave. They move mountains to source what’s needed for their people to get through the day to day, also finding opportunity to celebrate small wins, whilst still in crisis. They don’t presume a crisis in one region, means a crisis across all therefore their approach is crisis management in parts, business as usual elsewhere. They build organisational resilience by connecting the current day crisis to their rich history to savour the good times, to their purpose to engage the heart, and to the prosperity that will come after recovery, inspiring hope. And their personal attributes stand out. They are selfless in their endeavours. You don’t hear them referring to their own needs or making achievements personal, their focus is always their people and what they achieved in unity. They inspire the masses when they communicate with conviction about their purpose, people, future and history. And they are not afraid to ask for help. Their vulnerability is a part of their armour. They ask for support and are not afraid of publicly doing so, because their no 1 concern is their people and their future. They choose when to be steadfast and stoic, and when to show concern, empathy and grief. They are wise with their emotions. They are the President of Ukraine. This piece has taken 3 months to write because my personal attachment to Ukraine through my husband and children meant the grief needed to first flow. President Zelensky will go down in history as one of the greatest leaders of all time, and instils pride in our Ukrainian heritage. In crisis, greatness arises. 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 and a following.

When I’m feeling resilient, I have the capacity to navigate challenging circumstances, calmly, which normally achieves better outcomes, good for me and those around me, and this lifts my confidence and trust in my own capabilities and strengths. I’m not allowing my emotions to “act out” however I am allowing myself to experience those emotions and trying to notice why my attention is being drawn to them. It isn’t avoiding a situation to sail around it, or doubling down on inspirational quotes, for me feeling resilient means sailing into the challenge, scared, yet knowing I have the capability, strengths, and resources to do so, and that at some point, it will pass, and I'll re-emerge with some new skills or perspectives, or both. In the meantime, I'm in it, experiencing it, which may result in feeling stretched, worried, challenged or even depleted at times. And so, it's not always feeling energised upbeat and positive, it’s being aware of when I need to check-in on myself, to recharge and plug those energy leaks, and knowing how to do that. It’s accepting that resilience isn’t static, and so I try to not be surprised by my ability (or inability) to navigate it. Instead, I go into reflection mode, deeply considering what else I need to see here. Have I felt like this before and what, if anything, was different? What are my emotions, what are they telling me and why are they appearing now? How does this align with what I know about myself and what drives me, what values are at play here? In order to do this, it means proactively working on me first. Holding myself to account in changing the way I view circumstances, developing skills that aid resilience and having a toolkit that enables me to weather the storm so to speak. There are many skills that build resilience, and the above might shine a light on some of these. In my experience the most valuable skills come from building your emotional intelligence and accessing the HeartMath toolkit, which work hand in hand. You can find out more about our Heartmath and emotional intelligence programs by contacting Melina on 0498 800 008 or Suria on 0407 776 888.

Most people avoid failure at all costs, including not trying at all This is even more true in the work context especially for leaders and teams. But what if failure was really a powerful tool for success? In this blog, we'll explore the upside of failure and how embracing it can actually help you and your team grow. We’ve all been there! Even the best of us people leaders! At one point or another we've experienced that deep sinking, painful feeling… the lack of success, disappointment, defeat, frustration and even embarrassment where you fell short of the outcome you had ambitiously set out to achieve with your team. What does it really mean to fail? One way to view it is to see that failing means you tried, you got in the arena. And that in itself is a display of courage, optimism, a leader and team that show up. And somehow we usually always remember the first time this feeling of failure washed over us. For some, that first taste of failure is enough to make you feel indifferent, to respond defensively as we attach it to our self-worth. If you can find a way to shift your perspective, and practice reframing failure, you’ll be surprised by how rich in data and useful failing is in refining how you do what you do, so you can do and be better. Failure is a valuable learning opportunity to perfect your craft and outperform your competitors. The more you embrace failure as part of a natural learning process in the workplace and not something to be feared or avoided, the more innovative, effective and successful you'll become. For leader's there are many benefits to creating an environment that gives teams the space to ‘fail forward’ a term coined by John Maxwell which is the concept of learning from your mistakes. Creating a safe place to learn from mistakes, to be able to discuss them openly, naturally cultivates a team culture of connection, creativity and collaboration. As a result trust is elevated and teams feel more confident to speak up, share thoughts and ideas, express concerns, be better collaborators and ultimately contribute to broader team goals through their own learning and growth in the workplace. Additionally, you will benefit from past mistakes not being repeated, experimentation of different solutions increases innovation, and learning from shared experiences only serves to create agile and resilient teams. Connect with us to download a copy of our 6 R's model, a free tip for Leaders to help you navigate the next time you or your team experience a setback.