CoachStation Leadership and Coaching - Perspective

Perspective and Reducing Assumptions in Leadership

As an effective leader, one of the key skills to develop is the ability to ask questions. More specifically, ask the right question at the right time. The key benefits of mastering this skillset are the additional perspective gained and the reduction in assumptions. This has power within leadership as it ensures you take into account other people’s perspective as well as your own. To lead is to influence. To influence, understand…to understand, ask. There is a connection between gaining perspective and displaying empathy, one of the cornerstone leadership traits. When you understand what someone else values; why they have said or done what they have; and/or their background, there is a likelihood of greater influence. This stems from less negative judgment and a willingness to see a situation beyond your own lens or perspective. In other words, stepping into someone else’s shoes and looking back at you…empathy. The risk of a lack of perspective and making assumptions are many. Primarily when you attempt to influence solely from your own beliefs and views, in its extreme, is coercion. This is Read more about Perspective and Reducing Assumptions in Leadership[…]

CoachStation: Leadership, People & Business Development

Management: Communication and Accountability In One-On-Ones

Few managers and leaders are conducting useful one-on-ones and when they do, often miss the mark in making them effective and productive. There is value in learning how to facilitate a one-on-one that provides value for all involved. Two of the most important, yet under-rated skills for managers and leaders are listening and questioning. To be present and focused and know what key question to ask at the right time add value to any relationship and discussion. They are particularly important during one-on-ones with your employees and offer a couple of great examples of development opportunities. Yet, there are many more growth areas that can be learned and practiced as a leader through focused, individual time spent with each team member. One-on-ones are a tool and a process. When conducted well they are an incredibly useful and effective part of leadership and developing effective relationships. The opposite is just as true. When avoided, gaps and misunderstandings often exist as a direct result. Your willingness to learn how to conduct one-on-ones effectively will have a direct impact on your team and Read more about Management: Communication and Accountability In One-On-Ones[…]

CoachStation: Leadership and Management Coaching

Coaching Leaders: Learning To Lead

Organisations regularly fail to set their leaders up for success. When it comes to development, up and coming managers and leaders themselves are just as responsible and culpable. Coaching provides the opportunity and impetus for growth and change. The statements above may seem confronting, yet the evidence continues to present itself in organisations throughout the world. Few people I know personally and professionally feel that they are supported and developed consistently well by their leaders. Those who do should feel very lucky. Leaders who have sought development and coaching are significantly more likely to engage their team members. Coaching leaders are also more likely to develop and maintain solid relationships and connections with those they work with. This is important as employee engagement rates continue to fall or at best, remain stagnant. According to the recent Gallup State of the Global Workplace report, 85% of employees are not engaged or actively disengaged at work. The economic consequences of this global “norm” are approximately $7 trillion in lost productivity. Eighteen percent (of employees globally) are actively disengaged in their work and workplace, while 67% are “not Read more about Coaching Leaders: Learning To Lead[…]

CoachStation & Relationships: Leadership & Business Concerns 2018

Relationships: Understand Your Team to Lead Effectively

There is little doubt that being a leader offers many challenges and rewards. Being close to those you lead via proximity and emotionally provides the opportunity to meet the challenges and feel the benefits and rewards.  Leaders who are present and accessible concentrate on more than simply having an ‘open-door policy’. They build relationships and understand their employees as individual people.   As we begin another year, I have found myself reflecting on the past 12 months. There are often trends and themes that emerge when thinking about my clients and the coaching environments I have been exposed to over this period. One of the over-arching themes for last year was the challenge between available time (perception and reality…but that is a different topic for another time) and the willingness/ability to develop effective relationships in the workplace. Initially, too many of my clients view the connections between themselves and their team members as negotiable or secondary to their ‘real work’. Relationships and connecting with your employees is a cornerstone of leadership. They are actually non-negotiable if you truly want to lead.   Being Read more about Relationships: Understand Your Team to Lead Effectively[…]

CoachStation: Steve Riddle, Leadership and Coaching

Avoid a Common Leadership Mistake: Empower Your Team

Effective leaders make shared goals clear. They also clarify the role we each play in achieving them. Leaders empower their team members and hold them accountable for delivering agreed results. However, to inspire and empower you must have a connection with your team members…a relationship. The words and concept in the heading above could not be clearer. The message and need to establish accountability cannot be understated. Making this real in practice is the challenge. How many of us truly provide the context and create the environment where trust and accountability are encouraged? Do you empower or dis-empower? A few weeks ago I facilitated a ‘Lunch and Learn’ session with one of my clients. The session formed part of a week-long focus on leadership. Other speakers included representatives from Blanchard International and BTS Australasia. I was provided with guidance on the session topic, which had to relate to coaching and leadership. We were fortunate to have Max from Sketchvideos recording the key points from each session, as highlighted in the image above. Many of us have the opportunity to influence, lead and manage Read more about Avoid a Common Leadership Mistake: Empower Your Team[…]

CoachStation: Employee Engagement Surveys - Fact or Fiction?

Employee Engagement Survey Results: Fact or Fiction?

Employee Engagement surveys are barely worth the time and effort taken to produce them. They certainly have questionable content and value for those organisations who rely on survey results for a genuine view of how employees feel. Big statements, perhaps! But only if you have not taken the time to meaningfully investigate the reasons why employees might feel the need to provide over-inflated scoring that does not reflect reality. Engagement continues to be a major factor in business success and focus for management. We know this topic is big. Deloitte Global Human Capital Trends research (shows) 78% of business leaders rate retention and engagement urgent or important. HR leaders talk consistently about retention issues…and businesses all over the world are trying to build an inclusive, passionate, multi-generational team. In fact…the issue of ‘engaging people well’ is becoming one of the biggest competitive differentiators in business. The change we need to make is to redefine engagement beyond an ‘annual HR measure’ to a continuous, holistic part of an entire business strategy. If your people love their work and the environment you have Read more about Employee Engagement Survey Results: Fact or Fiction?[…]

CoachStation: Coaching, Mentoring and Leadership Support

The Importance of Leadership Support in Coaching

Personal and professional development is critical to the ongoing success and growth for any leader. There are many aspects that will make this development even more effective and sustainable, particularly when participating in coaching. High on this list of attributes is the support the person being coached receives from their immediate leader. Support of people as they participate in development programs really does matter. I recently met with a very senior leader in an organisation – let’s call him Jack. Our discussion covered many areas of relevance, including the fact that I had been coaching various members of Jack’s team for different periods over the last 2 years. During the conversation we were reviewing the traits, potential and attitudes of several of his leaders. At one stage he asked if I knew one of his leadership team in particular? The answer is yes…in fact, quite well, as I had just finished a coaching program of 8 months with him! I couldn’t help but be disappointed that this was not known to Jack. To be fair, a recent structural change meant that Read more about The Importance of Leadership Support in Coaching[…]

CoachStation: Leader Journey and Development

The Leader Journey is Long and Worthwhile

What makes one leader more effective and capable than another? The behaviours, traits and skills required of a leader are many. Organisations must focus on developing leaders early and maintain the effort once in the role. Individual leaders must also embrace the challenge to grow and provide more to their team members and employer. To understand what makes a great leader great, requires reading to understand theory and practice to make development real. Knowledge, however, is only the first step. Knowing is one thing, application and ‘doing’ is something more substantial again. You don’t need to seek perfection, just improvement. This initial step to increase understanding is accessible, possibly more so than ever. We are genuinely fortunate to have access to so much literature available online that provides this opportunity. Your learning should have a purpose, however. Consider what it is that you want to influence? Is it that you feel you could be more strategic in your thinking? Improve your communication skills? Or, do you want to positively impact employee engagement levels? All of these and plenty more, are admirable goals to improve your Read more about The Leader Journey is Long and Worthwhile[…]

CoachStation: Purpose, Personal Values and Leadership Development

What Are Personal Values and Do They Matter?

Values continue to be an important part of our lives. But do you know what your core personal values are and understand how they impact you and those closest to you? Personal values continue to be important for many reasons, both at work and at home. It is more relevant than ever to continue to elaborate on this core aspect of your motivations, decision-making process and behaviours. I have written about values before. Understanding your own set of personal values can be a powerful tool. Increased self-awareness and knowledge of what is most important to you can help to identify how you act. They also help you to discover what motivations drive you and why you react to particular events or situations more than others.   Situations, leaders and cultures sometimes challenge your values. Often in the workplace and in relationships we are asked to compromise on those things that matter most to us. Too much compromise however, can make you feel as though something fundamental is amiss. Your personal values are a central part of who you are – and who Read more about What Are Personal Values and Do They Matter?[…]

Coaching & Mentoring

Expectations, Accountability and Leadership

As a leader, you are required to clearly set expectations and standards for your team and each individual employee. We continue to see that this is an area within organisations that is not as effectively applied as it should be. In our short video you will learn why setting expectations is more important than ever to ensure that your team members are not only aware of but understand what is required and expected of them in their role. We have observed some organisations and leaders who hold their employees to account unfairly, sometimes for things that have not been established clearly or understood in the first place. It is never too late to review where this aspect of leadership sits with you and your team. Maybe it is time to revisit your team’s roles and make sure their is clarity, certainty and context…the risk is minor and the potential returns are significant. One of our recent blogs on this topic struck a nerve with many of my clients and readers and I felt it necessary to follow it up with additional content: Leadership: Read more about Expectations, Accountability and Leadership[…]

Leadership: Setting Standards and Expectations

One of the biggest challenges for managers who are learning to lead is developing the ability to set expectations and standards and then hold people accountable to these expectations. Understanding the benefits and why to apply a model such as the one highlighted in this blog is relatively simple, however application, consistency and follow-through can be a challenge for many. Many years ago I was introduced to a model titled SOI assisting to set expectations and assess performance. The model title is an acronym which stands for Standards – Observations – Impact and has been a simple, yet vital tool in my development and that of others in my coaching and leadership development roles. The SOI model has become inherently part of how I think and work with others. Through practice and application it has become an unconscious process focused on ensuring people are clear on what is required; measurement against those objectives; and discussions as to why they are important. Throughout this time and as my exposure and experience increased, I recognised that there were a couple of elements missing in the model that when Read more about Leadership: Setting Standards and Expectations[…]

CoachStation: Leadership Development, Coaching, Consulting and Mentoring

The Leader / Employee Divide: Who’s Managing Who?

One of the biggest challenges for any manager or leader is the relationship they have with their team members. We often read about the need for leaders to be open, self-aware, honest and possess similar traits. But what about the employee? What is their responsibility? Managing people and teams is challenging, there is no doubt. Understanding why people do what they do and behave in certain ways can reduce the challenge and assist in managing situations as they arise. The responsibility to influence outputs amongst different roles may vary, however the level of responsibility and commitment required from a manager or employee remains the same. It is the context of the role and associated tasks that differ, not the degree of ownership that is required. I remain certain that this is not how accountability and ownership is presented and reinforced in most organisations. I sometimes see employees manipulating, displaying passive-aggressive behaviours and generally playing games to get what they want or influence their peers. Passive-aggressive behaviour is the indirect expression of hostility, such as through procrastination, stubbornness, sullen behaviour, or deliberate or repeated failure to accomplish Read more about The Leader / Employee Divide: Who’s Managing Who?[…]

CoachStation: Coaching and Mentoring Pathway

Coaching and Mentoring – The Need For Accountability

To genuinely succeed in business, leaders must know their role, continuously develop their skills and be constantly supported to achieve the best they can as a leader and employee. Finding your own development pathway takes ownership, effort and clarity. However, it is not something you need to do on your own. Whether it is developing yourself or your team, coaching and mentoring can be a powerful tool to enable change and growth, both personally and professionally. When it comes to leadership development, however, one of the keys to success is to start developing deliberately and early. It is problematic to concern yourself with focusing on developing leadership skills after they are needed. Setting up leaders to thrive through a development program both prior to and during their tenure is key to the success of your leadership team and business. Training in itself is one source of development, however this learning must be supported and reinforced in practice based on individual situations, needs, understanding and capability. Ongoing support ‘makes the learning real’ within the work environment, reinforcing the content and context provided during Read more about Coaching and Mentoring – The Need For Accountability[…]

CoachStation: Setting Leaders Up For Success

Are We Setting Our Leaders Up For Success?

People get hired or promoted into leadership roles every day. Sadly, when they get the job they may get little or no training on how to lead a team. (1) The opportunity to develop our future leaders before placing them into leadership roles is an obvious one. Building employee skills, capability and awareness to be ready for leadership is ideal, yet is rarely applied well in practice. The first blog I wrote many years ago was titled, Falling Into Leadership. It highlighted the common practice of people being ‘thrust into’ leadership roles without development and support both prior to and during the opportunity. I have written about this topic again since as it is something that continues to challenge many organisations. In fact, the low frequency of leadership support and meaningful development was a core reason why I created my business, CoachStation, in the first place. Too often I saw people being held accountable for our own failures to set them up for leadership success and support our team members to achieve. Based on recent coaching conversations and discussions with clients, it would appear little has Read more about Are We Setting Our Leaders Up For Success?[…]

CoachStation: Coaching and Leadership

Leadership Credibility: The Right To Lead?

A few questions that I have been recently pondering. How do you know that you have leadership credentials? What gives us the right to lead others? How do we know if our leadership is effective – how is leadership development success measured?   I had a coffee last week with Steve, someone who I was meeting with for the first time. Overall the meeting went well and we discussed many thoughts, concepts, real-life scenarios and philosophies regarding work culture and leadership. We covered background information and work history, along with discussion about values and motivations. Overall, it was a fantastic discussion and I felt a natural level of affiliation with Steve as we held many similar views. During our chat though, he asked a great question. Considering my passion for leadership development it is a great point – possibly the most relevant question to be asked and it is something that I have thought about since. What qualifications or credentials do I have that allow me to focus on leadership development? I explained that I have formal qualifications and regularly Read more about Leadership Credibility: The Right To Lead?[…]

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