INDIVIDUAL LEADERSHIP COACHING 1.0
How will you assist leaders and others in your organization to engage in a unique reflective process to both understand and create the Three Phases of Making Their Life Changes?
This is a coaching process to engage any person wanting to make a change, create a new roadmap for their future, and focus their attention to be driven by a new vision of their future. This is a deep process of reflection and creation where one who is relying on their autopilot will be challenged, fully engaged and supported. Advancing through the three stages of change, the person will be able to reflect and create their future state. Integrated within these conversations are more explorations of purpose, calling, character and most importantly their destiny. Ultimately, a roadmap for the future will be discussed.
(Click here for further information)
——————————————————————————————————–
TEAM COACHING 2.0:
We know that current employees have the choice of staying or leaving, and many want to leave and eventually will.
What do you need to do to ensure that they stay, are valued, are heard, and are treated as unique human beings?
This is an approach where managers are taught to coach staff in meaningful conversations rather than providing traditional feedback, which we now know is an ineffective method of creating staff improvement and growth.
Imagine a supervisor engaging staff in meaningful conversations by believing that their primary job is to listen, ask questions and encourage staff to create their way of moving forward. Supervisors learn new approaches to demonstrate that they truly respect their staff as creative human beings. Perhaps, this is a space to create a compassionate relationship with your direct reports, those that you supervise.
We know that this process creates a safe and socially engaged space for humans to grow and expand their opportunities. We also know that the traditional model of providing feedback creates internal fear, threat and stress, often below the surface. (Also known as the FEEDBACK FALLACY)
……………………………………………………………………………………………………………………………………………………………………..
TEAM COACHING 3.0:
How will you assist your leaders to convert to the “Leader as Convener approach”, a neurobiological understanding of leadership by “Leading with the Brain in mind”? This is a very interesting area to provide a compassionate coaching process when linkages will be made between our autonomic nervous system (our lived subjective experience), our way of living our three states of being, our way to interrupt biases we hold to be true and in essence may not be helpful in both the work and life experiences, and then how to recalibrate the leadership you wish to practice.
———————————————————————————————————-
Leadership Coaching 4.0:
‘Leading Self and Leading Others’: Strengthening self-compassion and self-kindness resulting in personal and professional wellbeing and positively impacting your organization and staff
There is an interesting conversation I continue to have with leaders in their organizations. Often, the question is am I leading a “heartless’ organization? Have I learned anything from the pandemic, including what my direct reports or those that I supervise need from me: 1- to know that person, 2- to see and hear that person, and 3- to care about that person. (how good are you at doing these?)
If that is true that you are concerned about the impact on others how do you know that you are a compassionate leader?
If not, would you consider that you are negatively impacting yourself and others, and causing ill-being instead of well-being throughout your organization? Wow, what a thought!
This is a one-on-one leadership coaching process, or it can be customized for a team coaching process. This is where leaders through guided conversations, exercises, and theory will have the opportunity to look inward, seek clarity, and focus their attention. This process will result in self-healing, building/strengthening self-compassion, and shape the opportunity to be a calming force in the lives of others.
We will explore a number of theories, concepts, and practical experiences and exercises to explore compassion, shape your autonomic nervous system and its impact on your leadership and treatment of others within your organization.
———————————————————————————————————-
PEER TO PEER COACHING BY AND FOR MANAGERS OR TEAM LEADERS 5.0:
This is a unique, customized process to inform managers/team leaders about how to develop a robust support system WITH peers. The focus is on the following:
A- To support and learn from each other during times of complex challenges in the workplace as well as in the world.
B- To reduce the feeling of isolation and loneliness, where they have to manage up as well as down, and when they often feel they have nowhere to turn to or support that feels safe and accessible. This loneliness has a negative impact on people’s mindsets leading to stress, anxiety and depression. This results in managers who show up in their teams by being less empathetic and compassionate closed to new ideas and change, and ultimately operate out of a scarcity mindset.
This process as it evolves creates a management development process where traditional management development falls short.
Traditional development processes don’t create regular space for reflection, by building self-awareness and exploring recent experiences as learning opportunities. They don’t address the psychological and emotional side of management, and ultimately they don’t address the social isolation which is at the root of these issues.
C – Peer coaching is different from mentoring. Where mentoring is a transfer of knowledge, while peer-to-peer coaching builds on that base but focuses attention on validating and activating knowledge about yourself as a manager. This is social learning!
The benefit is that this peer-to-peer learning and support network that is formed creates a trusted network of peers. These meaningful relationships provide different perspectives and support and ultimately this network appears to become a self-sustaining living and breathing organism in the culture of the organization.
This would be an opportunity to engage and connect with your peers and reinforce organizational values and their behaviours. This process will consist of selected guided conversations and a range of questions to be posed in the peer-to-peer coaching sessions.
——————————————————————————————————
Leadership Coaching: Conducting a Dynamic Organization and Community Change Audit 6.0
It is important to start an organization or community transformation by providing its leadership and stakeholders with a ‘dynamic and robust Change Audit’. The intention is to seek answers in order to maximize results by conducting an analysis based on the following:
- Increase the chance and reduce the risks to ensure a more successful change initiative;
- Create an analysis of the current reality of your intended change initiative by assessing your current approach and existing culture to change, its likelihood of success, and ultimately, your leadership capabilities to lead and sustain change in your organization or community;
- Understand what is in place to support the change in the short and long-term, the gaps which will reduce the impact, what currently exists which needs enhancement, and pay attention to both weak and strong ‘signals’ about your commitment to ensuring this change will succeed;
- Focus attention on the benefits of a ‘change audit” regarding the collection of accurate and objective information about the change initiative, and provide clear guidance on how to realign efforts to course-correct:
- To avoid repeating mistakes from your previous organization or community history of change;
- To identify strengths and resources to build on;
- To increase efficiencies and results from change;
- To assess specific change efforts linked to anticipated impacts;
- To mobilize internal resources, capability and infrastructure; and
- To create a roadmap to guide the development of this change audit approach.
_______________________________________________________________________________
