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co-authored by Melina Lipkiewicz & Tim Collings

Introducing our EI Challenge

Leading Purposefully.

I've posted before about the benefits of walking and talking, there are a few. When we walk and talk, we find that as our feet fall into sync, so do our thoughts, so if you're trying to work through a problem with a colleague, there's no better way to approach it then to walk and talk. When we feel our thoughts are aligned with a colleague, we feel more connected and this improves our relationships at work. Walking gives us a chance to notice our surrounds and in doing so, particularly when in nature, we experience moments of joy, injecting us with feelings of positivity. When we feel this way, we feel more hopeful about what's ahead and our thinking opens up to new possibilities. So it's great for creative thinking. And when we do this in nature, it brings a sense of calm helping us to slow down our thoughts, reflect a little more, which builds self awareness. I've had opportunity to coach clients as we "hike" with some powerful outcomes. If you want to experience some of this, talk to us today. melina@peopleq.com.au https://lnkd.in/gmfxyTi

Curated Conversations, let's talk P U R P O S E! We have just finished our third workshop in this series and the feedback is consistently positive with the Curated Conversations community growing. Leaders are receiving enormous value in the conversation being curated, the opportunity to grow their knowledge and network, as well as the action orientated sessions helping to define strategies for their workplace. As I watched "The Social Dilemma" on Netflix this weekend, I was a reminded why Purpose is more than a trend and is critical to organisational health & ethical stance, becoming our own moral compass. Defining Purpose for an individual, let alone an organisation is not an easy task. When we are sincere about it, it takes many moments of discussing and sharing what we stand for, the stories that define us and our strengths to finally land the words that truly articulate our Purpose and align with our whole being. Along the way, you'll discover your key Values which for me are the equivalent of guiding principles. And before you know it, armed with Purpose and Values, you'll have the beginnings of a framework for your decision making. To find Purpose, start by reflecting on the stories that define your journey, what you stand for now and in the future, and your key values. And, come along to our next workshop which aims to build our understanding of how Leading Purposefully is making a difference to Leaders and the organisations they lead. We also have a special guest, so hurry as tickets are almost sold out ! #leadership#peopleq#curatedconversations#4igroup#leadershipnow#purposefulleadership#leadingwithpurpose

We have been so busy this year that we forgot to share with you all the launch of our Curated Conversations, Leadership NOW series, co-authored with Tim Collings of 4Igroup. The intent was simple, create a community where through content, insights and the sharing of experiences, leadership knowledge evolves. We called it a webinar, but actually it's much more than that. And don't expect two people at the front talking, it's not how this community works. We share a little content with a bit of play, sometimes we invite guest speakers to join us, we facilitate a camp-side fire discussion with all participants and then move into our bat cave (yes that's right the bat cave) for brainstorming on actions that are workplace ready. The content for the Leadership NOW series is focused on the key skills Leaders need to navigate the fourth industrial revolution, and so it is built on our four pillars of Connection, Purpose, Uncertainty and Culture with a total of 11 webinars in this series, having started in July 2020 and going through to May 2021. Whilst most of our community members come to all webinars, because once they start they want to keep coming, each webinar is designed so participants can attend just the one that resonates most with them. To register for any of our remaining events, click here https://www.eventbrite.com.au/e/117394781953 Here's a video to tell you more.

Organisational culture is not an isolated thing in business. It is a result of how we lead and how we team. To change culture, we need to change how we lead and how we team. Recent research has revealed some shocking statistics on how leadership influences organisational culture. They found: Employee loyalty is decreasing Leadership lacks self-awareness Employees lack direction Employees aren’t being recognised and don’t feel valued Employees view the organisational culture as mediocre So what can we do? What action can we take to ensure our leaderships’ influence on organisational culture is a positive one? Listen to your organisation, a simple way to start is with an employee pulse survey Gain clear information on expectations, together as a united leadership team Share your future dreams and goals for the organisation. Set team aspirations and goals – create shared meaning Take the time to recognise good work, regularly - it's also a great gratitude practice Let your team know how important they are to the cause and how they contribute As a leader, influence organisation culture by building self-awareness, know your strengths, share more of you and ask for feedback As an organisation, invest in developing leaders to invest in culture Have trust play center stage in the business Trust is leadership hygiene. An essential first step in influencing organisational culture through teaming and leading. Language, actions and mindset have an impact. When we are skeptical, withhold or limit information, exclude or don't follow through, this ultimately impacts levels of trust in the business. So where to start if you want to change the organisation culture of your business through leadership? Take a pulse check on your people with an employee pulse survey. Ensure you are business ready and this means the organisation has a shared meaning and is aligned on strategy. Ensure leaders see feedback as valuable and have the capacity (and tools) to act on the feedback. Use an employee pulse tool to create ongoing insights, with the right measures and invest in the development of your leaders. Why does this matter? We know from decades of research that discretionary effort is achieved, innovation fuelled, loyalty cultivated, and financial return positively impacted when elements of high performance exist in your culture. And the future of business relies on innovation and financial uplift. PeopleQ is a certified leadership coach and ICF member, and the founder of PQfactor an employee pulse tool focused on the intangible elements of an organisation that cultivate a high performance culture. Talk to us today to understand how we can support you to positively impact culture.

C.U.L.T.U.R.E It's not an isolated thing in business. It results from how we lead and how we team. To change culture, consider changing how we lead and team. A recent report from TinyPulse revealed some shocking statistics; - Employee loyalty is decreasing - Leadership lacks self-awareness - Employees lack direction - Employees aren’t being recognised or feel valued - Majority feel company culture is mediocre What action can we take; - Get clear on expectations, together, united - Share your future dreams and set team aspirations & goals – create shared meaning - Take time to recognize good work, regularly - it's also a great gratitude practice - Let your team know how important they are to the cause and how they contribute - As a leader, build self-awareness, know your strengths, share more of you & ask for feedback - As a business, invest in developing leaders to invest in culture - Have Trust play center stage in the business And Trust, for me, is a hygiene factor, an essential first step in teaming and leading. Language, actions and mindset have an impact. When we are skeptical, withhold or limit information, exclude or don't follow through, this ultimately impacts levels of trust in the business. So where to start if you want to change the culture of your business? Ensure you are business ready and this means the organisation has shared meaning and is aligned on strategy, and leaders see feedback as valuable and have the capacity (and tools) to act on the feedback. Then invest in a pulse tool to create ongoing insights, with the right measures and invest in the development of your leaders. Why does this matter? We know from decades of research that discretionary effort is achieved, innovation fueled, loyalty cultivated, and financial return positively impacted when elements of high performance exist in your culture. And the future of business relies on innovation and financial uplift. PeopleQ is a certified leadership coach and ICF member and the founder of PQfactor, a pulse tool focused on the intangible elements that cultivate a high performance culture. Talk to us today to understand how we can support you to positively impact CULTURE. melina@peopleq.com.au | www.peopleq.com.au | 0498 800 008

Giving and receiving feedback is a regular topic in coaching. Here are a few tips I have put together for you. Let's start with giving feedback; Set-up Role expectations related to task, team, productivity, customer and intangibles to measure performance against. Cultivate trust Give feedback with a genuine desire to aid growth Cultivate a curious approach to engage in a 2-way discussion Deal with small pieces of feedback at a time If you have left it too long, break it down to deliver it in bite sized pieces so the person can digest it, rather than become overwhelmed with it. Use language that connects feedback to role expectations, not the person. When behavioural, align feedback to your capability framework. Be mindful of "how" the person may hear what you say. Be mindful of how you may have contributed to the situation. Take a development approach to the conversation, share feedback and co-create the next steps. Check-in on progress regularly On the other side, here are some tips when receiving feedback; You may freeze, or argue or want to exit the room as fast as possible. These reactions are better known as an amygdala hijack. Pause, practice mindful breathing and go back into the conversation with your executive brain at work. Ask questions, cultivate a two-way conversation. If overwhelming, manage what you heard by asking for clarification. Check your lens of the situation and try this view. See it as; Role related An opportunity to reflect, so sit with it before reacting Moments that aid our self awareness Pushing you beyond habitual thinking A chance to gain insight into other's perspective Be kind to yourself and others through the process As a certified coach, and C-IQ practitioner, if you are looking for further support, contact us to find out what the possibilities are. Our expertise lies in leadership and team coaching, performance management workshops and designing organisational capability frameworks. melina@peopleq.com.au I 0498 800 008

Meaningful Work, it's not just a retention strategy. For me, its about culture, communication, trust, customers, belonging, appreciation, passion and performance uplift. Leaders are custodian's of culture, leader's cultivate belonging and appreciation to lift performance, no matter what level of leader you are. My thoughts on some steps leaders can take; Observe your communication - do your words cultivate openness, alignment, shared meaning and inclusion. Is Trust present, a baseline for all teams. Cultivate your EI to understand the data in emotions. What needs are team members expressing (or not)? Connect team member needs with the organisation's purpose and yours, cultivate "resonate leadership". Check in, measure culture and performance with pulse checks. Use this data to instill ongoing small changes. Over an extended period, these translate to shifts in performance, from good to great. If you want to dig deeper, PeopleQ can help. Our programs help you cultivate the principles of C-IQ, develop your muscle to lead with emotional intelligence, and implement performance pulse checks.

Recently I participated in a Resilience masterclass, and given it's Friday, if you've had a tough week, I though it might be a good time to share some of what I learned. It's interesting the different studies and psychologists that have written on this topic. I was directed to a study on the Science of Resilience by Darlene Minimi, and she sums it up beautifully. Resilience is not about always experiencing the world in a positive light, it's about the skills we build to help us manage and navigate in times of adversity. Some of her strategies include; 1. To cultivate optimism, reduce the use of Always and Never. 2. To be present, practice mindfulness for 5 minutes a day. 3. Observe, notice and express difficult emotions and then ask yourself, what did I learn from this. 4. See things as they are, but not worse then they are 5. Shift your focus, and look for what went well today. 5. Connect with others 6. Exercise and/or listen to music I also like to go benefit hunting, it helps us see where opportunity exists.

"Trust has two dimensions: competence and integrity. We can forgive mistakes of competence. Mistakes of integrity are harder to overcome." Simon Sinek. When this appeared in my feed, it started the wagon turning. Is there only 2 elements to trust. The research, like leadership and EQ, has different models of Trust floating around. Regardless of the words used in these models, I like to break TRUST into 5 elements; COMPETENCE is one, some models describe this as Able ( ABCD model of Trust). INTEGRITY, sometimes described as sincerity is absolutely a key element. Dependable or RELIABLE is the third CARE or Connection (lets wrap this up as empathy) is a fourth element The neuroscience of trust I see as the 5th element There are many experts on Trust, Paul Zak is absolutely one of the standouts, Judith Glaser's C-IQ model, Ken Blanchard to name a few. Regardless of what Trust is or isn't, it's developed and lost at different speeds for us. I am a trust giver, you get it up front until events occur for me to question that Trust. Sometimes referred to as Blind Trust. It takes a lot, but once it's lost, it's hard to ever regain my trust. Other's are less distrusting upfront, and it takes a while before you gain their Trust, but once you have it, it can remain for long periods of time. Some elements we forgive faster than others. Some elements, once lost, well you can now see why relationships in organisations are filled with friction when politics interferes with integrity. And the 5th, the neuroscience, is conscious awareness of how our words create worlds, and how we can adapt our leadership style to ensure the stage is set for Trust to be cultivated. C-IQ. Why is this critical to leadership? Whilst EQ is the skill that enables us to see ourselves and others clearly, TRUST is the glue that holds it together. As a leader, understanding the elements of TRUST will help us see when the waters get murky. We notice a disruption in a relationship, was TRUST impacted and how. We are playing a little bit of politics, how is this impacting our integrity. We dont keep promises, do our actions show we care. Knowledge raises awareness because we just activated the RAS. And awareness raises self reflection. Melina is a C-IQ practitioner.  To find out more about how to bring C-IQ to your conversations email us melina@peopleq.com.au