Different industries require subtle differences in style and how leaders impact their teams and results. As part of our occasional series chatting with industry leaders, we recently spoke with engineer and senior leader, Wes Davis. His story is an interesting one, with Wes focusing much of his time and development on the topic of leadership within engineering, rather than simply learning and applying the technical aspects.
In today’s fast-paced business world, effective prioritisation and time management skills are crucial for success. One area where these skills play a significant role is email management. With the sheer volume of emails we receive daily, it’s easy to get overwhelmed and lose precious time. The good news is that there are many things you can do to write effective emails.
Do you fear that you will eventually be discovered as a fraud and you might get found out at any minute? Then you are experiencing something often referred to as imposter syndrome which stems from a sense of inadequacy, despite objectively being competent. You may never fully overcome these feelings, however, there are opportunities to better balance your thinking and self-perception.
To communicate well, is to be understood and to understand. Communication is key to effective leadership. In fact, it is integral in much of our lives. Anecdotally, experience has consistently demonstrated that most issues in business are, at least in part, caused by poor communication.
Are there different levels of communication effectiveness?
In recent years whilst coaching, I have developed a concept regarding the effectiveness of communication. It highlights the need for depth in conversation. To verbally communicate well provides meaning and purpose. It allows for understanding and often, clarity and context. Purpose influences action and improvement. Unfortunately, many managers do not develop this skill to the level required.
Ultimately, our relationships are better for the higher levels of trust and the investment this provides for future communication opportunities.
Essentially, we can communicate at various levels of depth. However, most business communication (and that at home too!) often occurs at a moderate and superficial level, at best. I would describe this as a level 1 or 2 type of communication. Our goal is to develop the skill and capability to flex to level 3 and 4, where relevant. To communicate at level 5 takes quite a bit of practice, but is worth the effort and investment.
To communicate effectively we need to move beyond the superficial, to greater depths.
This is particularly important when leading people. The goal is to be heard and understood. Critically, this is as important for your team member or colleague in return. This is achieved when both parties invest in gaining a mutual understanding.
As I have highlighted in previous blogs, the skills of asking the right question at the right time and effective listening are two of the most important leadership attributes to develop.
There are certain situations in our life that call for us to dig deep and talk about what is really important to us. When the stakes are high it is important that we communicate effectively, if we are misunderstood in these important moments it can cause much pain and confusion. When we wish to build trust in a relationship, or when we want to be sure we are really heard, things go much better if we can communicate what we want to say fully and authentically. In reality this is no small thing to achieve and it requires both courage and vulnerability.
We often communicate only half of what is really going on for us.
If we are to truly communicate then we need to share all of who we are, not just selected parts of ourselves. The parts that tend to get left out in communication are the things that may make us vulnerable to the other, or cause us some shame or discomfort. Yet these are the very parts of ourselves that we need to share…it is necessary to express these things if we want true communication to flow. (1)
The diagram below extends this concept. The 5 levels of effective communication mentioned already are described in further detail. The goal is to develop your communication skills to at least Level 3.
CoachStation: Effective Communication Levels Model
Why does it matter to communicate effectively?
The benefits of developing your communicating skills are many. Through practice, when we communicate well, there is feeling of power and influence.
It’s easy to get stuck in poor communication habits, speaking or reacting impulsively rather than supportively. But any uncomfortable feelings raised in a difficult conversation can be a short-term inconvenience for a long-term gain if you talk in an honest, open manner.
Supportive communication improves your relationships by focusing on empathy and mindfulness, and it can also help increase positive emotions such as joy, hope, peace, gratitude and love. The body responds to these emotions by reducing stress hormones and increasing endorphins, also known as “feel good” chemicals. Over time, these effects can cause positive changes in mindset and creativity, as well as increase immune function and longevity. (2)
A significant amount of my time when coaching people focuses on their ability to communicate effectively. Effective communication is a skill, attribute and outcome.
The opportunity to invest in your communication skills is one that you must grab with both hands if you want to be a more effective influencer, manager, leader and human. It is difficult to think of a more relevant time in recent history where effective communication has been more important.
Consider the information and model detailed in this blog and assess your own skills and importantly, your actions. All of us have the opportunity to improve our communication. The benefits are clear. Making the choice to do so…well, that is up to you.
References and Resources
(1) How can we communicate with authenticity and depth?
(2) Improve your relationships with better communication – Mayo Clinic
Related Blogs By Steve @CoachStation
Leadership coaching and mentoring can be the difference for managers.
Managers who are often challenged by expectations of meeting and exceeding goals; achieving KPI’s; leading teams and many other aspects of creating and sustaining successful business. Consistently, evidence and research suggests that the biggest challenge for managers is leading and influencing people. Influencing others is core to the leadership component of the role and the single greatest influence on achieving team/business goals and outcomes.
Yet, genuinely leading team members and employees remains something that is often feared and somewhat avoided.
Very few managers instinctively or innately understand all of the elements of leadership and most struggle in this space to some degree. If you have read this far, it is probably because you are relating these points to your current manager or maybe when leading others yourself. The good news; this is incredibly common.
Related: Coaching Leaders – Learning to Lead
CoachStation was created to assist in these exact scenarios. Being competent and confident to lead and manage is not ‘automatic’ just because you have been given the role and title. However, these skills, attributes and leadership capability can be learned. It starts with you.
Fearing the outcomes because you are not focusing on the inputs and things that can be controlled is both ineffective and inefficient…not to mention, stressful!
I have been fortunate to have assisted in the development of well over 300 clients in the last 8 years, through leadership and workplace coaching and mentoring. Very few clients cannot and do not become more effective as leaders, through focused and tailored coaching. That is the power of targeted development.
Most recently I completed a leadership coaching and mentoring program with two managers working in the public service sector. Tanya and Steve were great coachees. They owned their actions and were keen to practice the art and science of leadership on a daily basis.
Steve and Tanya were very kind in giving me a gift to show appreciation, which was a lovely surprise. This can be seen in the photo of the framed quote above. A highly relevant statement for the nature of coaching, yet just as relevant in leadership.
Their comments and feedback provide a relevant and interesting insight into the benefits that can be gained through participating in a leadership coaching and mentoring program. They are worth reading, as coaching may be an option for you and context and insight of others can be very powerful.
The opportunity to embark on a coaching and mentoring relationship with Steve Riddle through CoachStation came at an extremely fortuitous time for me. I had been feeling overwhelmed with my work, was becoming increasingly disengaged and was struggling with aspects of my leadership role.
Working with Steve gave me an accountability for ownership of my behaviour, standards and expectations.
Steve is an extremely knowledgeable and effective coach; he listens and understands providing support, resources and guidance. It is no magic trick though, there is hard work to be done. Some of the sessions were quite challenging; as a self-proclaimed perfectionist it can be a little uncomfortable to self-assess and reflect honestly.
However the growth and development I experienced through the program is invaluable and ongoing. The process was just what I needed to re-focus and re-energise.
Under Steve’s genuine and engaging coaching style, I have worked to improve my communication as a leader, streamlined my work processes so that I am working more efficiently and I have a much deeper understanding of my personal values and their influence on my behaviour. These changes have permeated into my personal life. I also feel more assertive, organised and in control in aspects outside of work. Thank you Steve for helping me get there in such a positive and meaningful way.
If you (like me) always read the internet reviews in order to make decisions…and are wondering whether CoachStation is right for you and/or your business, I strongly encourage you to take the step.
Tanya T, Leader
The points made by Tanya about her coaching experience are just as applicable in leadership as coaching. Skills and attributes such as accountability, behaviour, setting expectations, understanding personal values and listening skills all form the core of effective leadership, just as they do when coaching. Along with the other points made, they also provide a ‘self-check’ for a leader (you?) to assess your performance.
I have worked with Steve for the last 6 months. During this time Steve has challenged me in the areas that I needed to be challenged in whilst allowing me to add growth to the areas that I felt I was already quite proficient. Steve is down to earth, has the experience to relate to the scenarios that I have raised and has provided the guidance and coaching that has allowed me to achieve the results that I set out to achieve in those situations.
After 6 sessions with Steve, I can absolutely say that I am more effective in not only my professional life but also in my home life.
Steve B, Leader
Steve mentioned being challenged during his coaching process. To be able to find the balance in challenging someone, without that becoming the focus of the moment is a useful skill.
I often refer to a ‘supported challenge’ as opposed to an ‘unsupported challenge’. When someone feels that you are focusing on them rather than the point, it can feel personal. Then there is a risk of avoidance or blame. Either way this is not an effective methodology.
Steve also mentioned that the benefits have been felt just as much in his personal life as in the workplace. This makes sense to those who have participated in coaching. It is difficult and unnecessary to separate these two aspects of our lives. The coachee is the common denominator and all parts of their lives are positively impacted through development.
Leaders can be developed. The examples and evidence are many, as with Tanya and Steve. Organisational cultures can be improved too. Targeted 1:1 leadership and management coaching is the most effective and meaningful method of development for most leaders and organisations.
If you have been thinking about developing your leadership and management skills, now may be a good time to do something about it. We are very experienced in coaching and mentoring within the workplace.
Contact CoachStation to discuss your leadership coaching and development options.
Read other client comments and stories to see if you may be able to gain similar benefits from leadership coaching and mentoring.
Read related: 7 Tips for First-Time Managers: How to Succeed as a New Manager
Understanding what your employees want, who they are and what they are naturally good at provides a solid platform for success: personally, professionally and organisationally.
Helping your employees by taking the time to find out these things is good leadership.
A gap exists between what employees want and what leaders deliver. So, what is this difference, between what has proven to work, what should leaders be doing and what actually happens in most organisations? Well, there are books and books covering this topic, but my experiences highlight two points:
- The need for focus on strengths
- Diversity and differences that naturally exist between people.
Most staff want to have an inclusive culture in the workplace where differences are valued and people can share their opinions. Hay’s Staff Engagement: Ideas for Action report finds 93% pf workers want to be a part of a workplace in which there is diversity in thought. Employers agree, with 87% saying it is important to them to ensure staff feel like they have a voice and can share their opinions at work, although 43% of them admit they can do more to facilitate it. (1)
Which leads to the question, what are the most important skills today’s leaders need to cultivate? They have to recognise that this is a tougher leadership challenge than ever before…you can’t fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you’re working with. They have to feel like you have their back. If they feel like a victim of your leadership, they’ll go elsewhere.
The second principle is that the soft stuff is the hard stuff. Most people that derail as leaders in the corporate world, it’s not because they couldn’t do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would’ve been called the “soft stuff.” You have to be authentic. You have to be dialled into the soft stuff. Your EQ (Emotional Quotient) has to keep up with your IQ. (2)
The need for focus on strengths:
Focusing on employees’ strengths does more than engage workers and enrich their lives: it also makes good business sense. Gallup recently completed a large study of companies that have implemented strengths-based management practices…e.g. having employees complete the Clifton Strengths assessment, incorporating strengths-based developmental coaching, positioning employees to do more of what they do best every day, and the like.
The study examined the effects those interventions had on workgroup performance. It included 49,495 business units with 1.2 million employees across 22 organizations in seven industries and 45 countries. Gallup focused on six outcomes: sales, profit, customer engagement, turnover, employee engagement, and safety.
On average, workgroups that received a strengths intervention improved on all of these measures by a significant amount compared with control groups that received less-intensive interventions or none at all. Ninety percent of the workgroups that implemented a strengths intervention of any magnitude saw performance increases at or above the ranges shown below. Even at the low end, these are impressive gains.
- 10%-19% increase in sales
- 14%-29% increase in profit
- 3%-7% increase in customer engagement
- 9%-15% increase in engaged employees
- 6- to 16-point decrease in turnover (in low-turnover organizations)
- 26- to 72-point decrease in turnover (in high-turnover organizations)
- 22%-59% decrease in safety incidents. (3)
Research shows that it is easier to develop your strengths than to develop your weaknesses.
If you reflect on and consider this statement, it is reasonably obvious and intuitive. Yet, is it what we reinforce culturally and do in practice? Not usually!
Figures show that only 13% of employees worldwide are engaged at work, according to the Gallup organisation. This low number has barely budged since they began reporting engagement worldwide in 2009 – highlighting that the vast majority of workplaces have failed to engage their employees. Why isn’t engagement improving? Gallup estimates that managers account for at least 70% of the variance in employee engagement across business units.
Disengaged workforces are a global problem; and the costs are high. Companies motivate their employees with incentives and unique perks, but none of those approaches address the deeper issue of why employees are so disengaged. The answer is organisational culture and leadership. The formal and informal values, behaviors, beliefs and leadership capability present in an organisation. Very few companies intentionally focus on culture and dedicate enough time to developing effective leaders. (4)
Effective leaders surround themselves with the right people and build upon each person’s strengths. Yet, in most cases, leadership teams are a product of circumstance more than design – Tom Rath & Barrie Conchie, Strengths Based Leadership
The key is to discover what traits and talents are most natural for each of us and then build upon these, to make them strengths. We look at this another way. You cannot ignore weaknesses and areas for development. It is never the case that all of the natural talents and strengths make up all of your role requirements. But, this should not stop you working from your positions of strengths where possible. It is much more likely that you will have passion, interest and commitment working with strengths that you are more comfortable with rather than areas of less talent.
However, when assessing performance most organisations and managers focus on the 10-20% that it isn’t rather than the 80-90% that it is.
This is particularly prevalent during annual appraisals and demonstrated by less experienced leaders in coaching and 1:1 sessions. Organisations are regularly held to ransom by their appraisal systems and the assumed conversations that occur. Unfortunately, the fact that most leaders and employees see the systems as roadblocks and necessary rather than beneficial is a poor start.
The nature of appraisal programs is that the conversations focus more on trying to explain why the employee is not a higher rating than they have been given. A few carefully placed questions and displaying care for the employee and process will shift the onus:
- Concentrate more on what each employee is able to do well and has contributed to the business.
- Ask your employees to self-assess and gauge their own performance before providing your thoughts and comment.
- Blend these points with clearly set expectations and goal setting to provide context and accountability.
- Thinking about and discussing what the next 6-12 months looks like is key to engaging and providing clarity.
The result is a greater likelihood of appraisals actually adding value.
Diversity and the differences that naturally exist between people:
There are many benefits to working collaboratively and most importantly, understanding other people. In my experience diversity is most commonly a barrier in teams. It affects relationships and is often defined as a ‘personality clash’. It is rarely that simplistic, but is more commonly based around little effort and emphasis on team mates getting to know one another.
Recognising the value each person offers can lead to greater creativity and improved business productivity. Diversity of thought is starting to gain a lot of attention since a workplace that respects and encourages a different way of thinking works more innovatively to bring new ideas to the table. Each individual possesses a range of qualities, traits and backgrounds that influences the way that they think. (1)
A lot of the principles associated with leading a large organisation are unchanged since the advent of the study of leadership. What’s changed is the environment in which people are being challenged to lead. There are two overwhelming forces that are touching everything we deal with now. The first one is the explosion of information. The speed at which business is being conducted is exponentially faster than ever before in the history of enterprise.
The other explosive change is the advent of diversity. You have gender diversity, ethnic diversity, geographic diversity, diversity of lifestyle, and probably the most profound one is the diversity of generations. We have four to five generations working right now. Those two things coming together create enormous stress. Leaders have to deal with that. (2)
Individual leaders and team’s must take the time to increase their own Emotional Intelligence, self-awareness and acknowledgment of the differences between people.
This will reduce or remove the barriers and issues that exist between team members.
The fact is that if you want to build teams or organisations capable of innovating, you need diversity. Diversity enhances creativity. It encourages the search for novel information and perspectives, leading to better decision making and problem solving. Diversity can improve the bottom line of companies and lead to unfettered discoveries and breakthrough innovations. Even simply being exposed to diversity can change the way you think. (5)
The challenge is that acknowledgement and action takes time and effort. Effective leaders engage their team members regularly, not just talk about it or wish it was different. When you more fully understand why others do and say things, the results are:
- reduced assumption
- acceptance of differences without necessarily having to agree
- less negative judgement and more tolerance
- a solid platform for working more effectively and openly
- stronger relationships, that have purpose.
To achieve productivity, teams require an environment that reduces feelings of disconnection and maximises collaboration, connection and engagement amongst all involved.
To be an effective and useful leader requires clear focus and action. This focus can be enhanced by learning what is important to each employee, understanding their strengths and acknowledging that the differences between people can be an advantage.
References:
(1) Work Culture, Cara Jenkin: Courier Mail, Saturday 3/9/16
(2) http://www.businessweek.com/articles/2013-07-25/conant-what-derails-most-ceos-is-the-soft-stuff
(3) https://hbr.org/2016/09/developing-employees-strengths-boosts-sales-profit-and-engagement
(4) http://www.gallup.com
(4) http://www.scientificamerican.com/article/how-diversity-makes-us-smarter/
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 leadership capability. The starting point is increasing what you know.
Aon Hewitt: 2016 Trends in Global Employee Engagement
As one source of learning from my recent readings, several articles and statistics caught my attention that are worth highlighting. I have included links at the bottom of my blog if you wish to read further information from each.
There are valid and proven reasons why organisations must focus on developing leaders.
- There are many reasons why organizations spend enormous amounts of time and resources on developing leaders. One of the most important examples would be that “Organizations with the highest quality leaders were 13 times more likely to outperform their competition in key bottom-line metrics such as financial performance, quality of products and services, employee engagement, and customer satisfaction.” (1)
- There’s a leadership problem in the workplace. Companies lack employees with leadership skills and fear they don’t have enough rising leaders to take the reigns. Almost half of the companies surveyed for Workplace Trends’ Global Workforce Leadership survey in February and March 2015 said that leadership is the hardest skill to find in employees. What’s more, among the 1,000 employees surveyed, only 36 percent said leadership is a strength in their organization. (2)
It is incredibly important to understand what leadership roles require and to develop the leader before taking on the role.
- The vast majority of (leadership) challenges dealt with people issues. Things like managing former peers (about 20% of responses), managing conflict, improving morale, building trust, earning respect (about 15%), or working with older or more experienced team members (about 13%.) The second biggest bucket contained performance management issues. This included setting goals, providing day-to-day feedback, coaching, redirection, and year-end performance review (about 13%.) The topic of the third big bucket was personal concerns about the new role. It included time management, prioritization, and finding balance along with trying to do it all and live up to expectations (about 15%.) (3)
- Leadership development and coaching is expensive. So it’s typically reserved for those at the senior and executive leadership levels. But that means there’s a whole group of middle and lower-level managers without leadership experience. Their lack of training has a serious impact. Gallup’s 2015 State of the American Manager Report studied 2.5 million manager-led teams in 195 countries. (It) found that the top two reasons employees are promoted to management positions are because they were successful in a non-managerial role and they have experience and tenure with the company. Not because they have leadership potential or experience. It’s no wonder that only 35 percent of managers in the Gallup report were engaged at work. And when managers are disengaged, so are the employees they lead. The study found that employees who are supervised by highly engaged managers are 59 percent more likely to be engaged than those supervised by actively disengaged managers. Throwing employees into leadership positions cold doesn’t work. The new model of leadership development needs to extend to every level of management. Companies need confident and trained leaders throughout the business, not just at the top. (2)
Development of the leader is ongoing, consistent and focused when performed well.
- Further, employees are looking for personalized career direction at every stage. In fact, most employees are looking for quarterly or weekly feedback and access to development wherever they are. And they expect content, contacts and courses offered at work in the same style they consume personalized content at home through Amazon and Netflix. Personalized employee career development programs, accessible tools and tracking systems and a focus on redefining and re-engaging leadership – at all levels – will help deliver on the innovation and growth that businesses require. (4)
- The qualities and attributes that make people stand out are based on the choices they make, not only on what they are born with. The choices you make have a lot to do with how successful and effective you become as a leader. Successful leaders are extremely good and efficient with their skills and there is a narrow area where improvement may be needed. These areas may not be easy to recognize intuitively. The basic and most essential component to work on these areas is self-awareness. Being self-aware, with the deep understanding of one’s own thoughts and feelings creates clarity. (5)
Once in the role, the leader must concentrate on their team members, results, communication and many other, sometimes conflicting priorities.
- What can be managed and enhanced is the effectiveness of the individual company’s workforce. Executives and managers are going to have to understand and optimize the employee experience like never before. That is one of the reasons behind a movement called “continuous listening.” The idea behind “continuous listening” is to gather feedback and take action across the entire employee lifecycle. Often it starts by understanding the onboarding process during a new employee’s first days. It continues with frequently documented performance conversations. Annual engagement surveys are being replaced or augmented with quarterly or monthly pulse surveys. At the end of employment, exit surveys are conducted to understand why someone is leaving and their willingness to be recruited by the organization again in the future. Leaders will need to listen to what employees are saying about the organization and begin acting on the messages by making improvements and having clarification conversations with employees. As following up becomes easier, adding another solution to gather feedback or consider listening more frequently is recommended. (6)
Seek additional understanding and knowledge from whoever and wherever you can. Reinforcement of your existing understanding; potential to be exposed to new ideas and thinking; whilst broadening your mindset and skills comes from many sources. Seek them out. Be deliberate.
Being a leader can be challenging. It is also often rewarding, both personally and professionally. However, it takes effort, persistence and time, which it seems many people struggle to understand and apply. There are no short-cuts, but there is opportunity.
Contact CoachStation today to see how we can turn your good leadership intention into goals, action and improvement.
You, your business and employees deserve the effort.
References:
(1) 10 Ways to Grow Leaders in Your Business: Entrepreneur.com
(2) Why Leadership Development Needs to Be Updated: Entrepreneur.com
(3) What’s the Biggest Challenge for First Time Managers: Blanchard LeaderChat
(4) The Global Workforce Leadership Survey: Workplace Trends.com
(5) How Coaching Can Help Executives Bring Out Leadership Traits: Entrepreneur.com
(6) 2016 Trends in Global Employee Engagement: Aon Hewett
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 added, make it clearer and more relevant.
In essence the 5 stages of the model create a structured process for leading and coaching your team members, focused mostly on clarity, context and accountability. As with most concepts or models such as this, they are not pure in that sometimes there is a need to move from step 4 back to 2 for instance. Following the basic principle and order, whilst remaining flexible to return to previous elements is important. Most relevant is the fact that there are no ‘rights and wrongs’ in application, rather discovering a way to make the tool work best for you and your team. A rigid and linear mindset and application of models such as this rarely adds the value it should if too literally applied. Click on the image below to open a full version that can re easily read and/or printed.
Click on the image above to open a printable PDF version of the REOWM Model
To fully understand the model and its application it is also important to delve into the 5 elements:
Relationships: I often refer to this as ‘earning the right’ to have any conversation. Regular, informal and formal discussions are incredibly important to developing trust, understanding and depth in any relationship. This is as relevant outside of the workplace as within it. Deliberately taking the opportunity to get to know other people creates the extended opportunity to understand their beliefs, interests, passions, goals etc. Ultimately you need to get to a point where the diversity and differences that exist between people is understood well enough to know how to hold the various, specific conversations required as a leader. This is different for each of your team members. Listening, asking relevant questions and knowing how and why this is different between people will lead to deeper relationships and a greater likelihood of trusted, contextual conversations. That is why relationships are the key to leadership and this tool. Put another way, without strong relationships its is very difficult to apply a model such as this with any meaning or depth.
Expectations: the original model title for this element is ‘standards’. I have changed it as sometimes this word has confused people I work with. It can be identified with standardisation of processes and compliance requirements such as ISO standards – in reality it represents so much more than that. Expectations and standards can and do take many forms. They can be personal expectations from the leader; cultural factors or norms; team-based; KPI’s and many other forms. The most critical part of this point is that it is not enough to simply deliver the expectation(s). A productive and interested leader will ensure that the expectation is understood. On occasion I have requested of a leader to check in with a member of their team regarding what they consider are the top 5-6 things they are most responsible for in their role. Every time there is a discrepancy between what the leader thinks they have delivered as an expectation and what the employee relays back. It is not enough to tell, you must also ask, confirm and regularly check in.
Observations: in essence, this is an assessment of how your employee is going in meeting the expectations previously delivered and understood. It is a progressive discussion and should form a core part of the 1:1 and coaching sessions you regularly conduct. The biggest mistake I see leaders make within this point is that they tell or give feedback in the early stages of the discussion. Feedback and your own observations are important, but so is a self-assessment from your team member, generally sought before your thoughts are given. By asking first you are setting a standard that states that your team members are expected to know how they are progressing and how these changes have occurred. Ownership and accountability shifts with this type of discussion. It also provides an opportunity to understand others perspective; remove assumptions; clarify understanding; and create ownership of development. All of this deepens the relationship and levels of trust when applied with meaning.
Why/Impact: generally the most commonly missed element. Ensuring that clarity exists as to why this expectation is being discussed in the first place is important. It could be that it benefits the employee and their goals; the team; peers; bottom line; contribute to KPI’s; or any other reason for it being key to the discussion at that point. If the why or impact cannot be discerned then it is worthwhile challenging the benefit or focus of that expectation in the first place.
Measurement: along with relationships, this is the other element I have added to the model. Being able to measure progress from a starting point, through improvement, to an end state provides many benefits. The psychological gains in seeing growth or improvement for both the employee and yourself are important. Understanding when things are maybe not progressing as solidly or quickly as planned; helping to see the efforts as an investment rather than a cost; feeling the worth of this effort and the desire to keep trying; learning from mistakes and successes; and celebrating milestones along the journey are all assisted through an effective measurement process. Importantly, this can be qualitative or quantitative. Some of the most powerful measurement processes relate to feedback from other team members; peers; and yourself based on observation.
Often leaders are wary of providing their own view as it is seen as subjective. Don’t be frightened to seek and provide this detail as (particularly when respect and trust exist) a simple acknowledgement or recognition of progress can be the difference between an engaged and disengaged employee.
The opportunity to provide greater context and clarity for people is one that I regularly see could be improved in most organisations. Depth and substance in coaching and 1:1 sessions is critical and a tool such as this can make a real and sustained difference when applied. Each step is important and has its own need. Practice the art and science of effective leadership by using tools such as this. When you consider the option, there is little to lose in trying and much to gain.
Feel free to use this model to the advantage of your team, organisation and self. By clicking on the image above it will open a PDF version that can be printed or shared as you see fit.
Let me know how you go as I am always interested to learn how others gain benefit from information and tools such as this. Additionally. don’t hesitate to contact us if you feel that CoachStation would assist you, your team and organisation.
The ability to ask the right questions using an approach that is trusted and accepted is one of the great leadership skills.
It can lead to greater clarity, direction, understanding and comfort.
I was in a Skype meeting with a colleague of mine based in Ontario earlier in the week and we were discussing many things. One of the key themes that we deliberated over was the need to ask and answer ‘the right’ questions, that leads to a result that has clarity and can direct to effective and meaningful action.
Let me delve a little further to explain what I mean. As a coach and consultant I am required to help change or improve something, either for an individual client, team or organisation. This is what I do and seems quite clear. However, one of the key challenges that arise is when I am engaged for a purpose that is poorly understood and is not clearly articulated with any depth. This can sound like, “We know something needs to change, but we have not thought through how you can help”. I am not suggesting that a client is required to do my job for me. What I am stating is that definition of engagement is very important. This is as applicable to leading people where guidance and direction provide the platform for success.
Any question can be answered. Most problems have a solution. But, depending on the question asked, the response can be distorted or deliver a consequence that not was intended.
In a literal sense we see this in survey questions. A key word here, a phrase applied there and the outcome can be quite different. This is similar in leadership when developing team members, coaching, generating strategies and completing other tasks and actions applicable to the role. Depending on the question asked, you will get a certain response.
What this means is that we have to be very careful in our language and ensure it matches our intent. Not to the point of over analysis but with enough thought and preparation to ensure that the coach or leader is not phrasing the question to include or attach our own biases, beliefs and/or seek an anticipated outcome already established in our mind. This can be difficult, however is a skill that when practiced can lead to greater proficiency. It serves no purpose to be seeking a solution to a problem that is not clearly expressed.
Put another way, if you do not know why you are asking, why ask?
There must be a reason – what is the concern or trigger? A few key questions to ask that will provide greater certainty are:
- What does success look like? Understand what the expected outcomes look like and any ideas of projected outcomes. The detail is unlikely to be apparent at this stage, but a broad understanding should be understood by all parties involved.
- What has been tried previously? It may not mean that you won’t try them again but understanding prior assumptions and actions can save time and provide additional clarity to the situation.
- How will this be measured? Understand the base measurement. This helps to show impact and improvement and sets the starting point. If it cannot be measured additional questions need to be raised. When absent this can be a major red flag as it influences clarity, accountability and degrees of success.
- Who is going to help, if anyone? Is there a team or any other assistance required or being provided?
- Who are the key stakeholders? Understand who has a vested interest in the work and any outcomes. Assessment of checkpoints along the way is likely to include one or more of the stakeholders. In coaching, this can affect the process and a level of engagement, depending on whether the client being coached has engaged the coach or a third party (leader, business owner etc.) is involved.
Appropriate, well-timed questions in coaching and leadership can mean the difference in achieving outcomes and results with substance or provide weak, non-impacting conclusions. How well these questions are thought through and articulated and by putting some thought and time into preparation is worth the effort. The alternative is doubt, poor outcomes, reduced engagement and other negative consequences. What do you think?
Like many of you, I have spent some time over the past weeks reflecting on 2012 and planning for next year. As cliche’d as it may be, the years do seem to be passing more and more quickly, although I feel this is a reflection of our lifestyles and a symptom of the modern world. It has been a year of significant change for me, as I took the step to leave full-time employment and work full time in and on my consulting and leadership development businesses, CoachStation and Telework Management. Pleasingly, I have never been so comfortable and content with my current and future work situation.
Beyond my family, one of my great joys is writing and I have taken much pleasure from the blogs constructed in 2012. It dawned on me today that if our favourite music artists can take their best songs and make a compilation then there is nothing stopping me from doing the same…any excuse will do! 
This blog highlights some of the best ‘bits’ as highlighted by my readers and my personal favourite statements and points gleaned from this years CoachStation blogs. My first job out of school was in a radio station in Adelaide and like other stations, our catch-cry at the time was ‘Greatest Hits and Latest Memories’…a theme I will borrow for the moment as you read through my Greatest Hits. Enjoy!
Effective leadership is neither easy nor a given – it takes effort, practice, ongoing learning & persistence. The rewards that stem from being an effective leader are difficult to articulate or describe to someone who has never felt them. Read More: Leadership: It’s About You
Every individual has different expectations of themselves, their leader and the employer. Each team member brings different skills, values, biases, desires and other personal traits to their role. It is the leaders job to understand the employee well enough to blend business needs with personal needs. Read More: Expectation Setting – Who Cares?
I see managers rewarding and recognising employees based on the end result, with no regard as to how it was achieved…the ‘right’ journey will more often than not provide the ‘right’ result and the team culture, ethic and standard will be reinforced even further as a result. This point focuses on the ‘how’. Ultimately, the long-term culture and level of understanding benefits from this mindset. Read More: Leadership, The Coach and Coaching
Effective leaders ensure that they seek to understand both the planned outcomes and how their people are going to influence and drive all of the elements within the process to achieve that outcome. I often wonder what it is about processes that many managers have a need to see as entirely separate from their people…If we are not clear about what role our team member’s play in the overall project then the entire process change will likely fail. Read More: People and Process: Aligned or Loggerheads?
Many a plan or process has failed due to a lack of clear direction and early identification of the problem to be solved, leading to a poor concept of the strategies required. Read More: Strategic Thinking and Leadership
The very essential elements of leadership – the measure of effectiveness, credibility and judgment that provides an answer to leadership effectiveness actually comes from those you lead! Read More: Leadership Credibility: The Right To Lead?
The leader who is effective in their role recognises that connection between people occurs through more than just the words used. An effective leader knows this intuitively and works hard to make sure relationships exist with meaning, even when there may not be an initial strong affiliation. Read More: The Positive Impact Of Connecting
Values are critical for both individuals and businesses. Values provide a base for alignment between yourself and the business that employs you. They allow an individual to feel connected and maintain a clear view of the reasons for doing what they do. Understanding what is important to you personally and at work also assists to motivate or re-clarify, providing direction. Read More: Developing and Empowering Leaders – Richard Branson (Pt 1)
Employ the right people, support and develop them and give them the freedom to make their own mistakes and revel in successes. Read More: Developing and Empowering Leaders – Richard Branson (Pt 2)
Unless your business sees Customer Experience as a culture, not a tool, then your customers will feel the pain of what is not being provided by your customer-facing employees. So often we think business is all about making money and that customers are the most important thing. But if you don’t treat your employees well and give them a reason to come to work, they aren’t going to be motivated to give excellent service to your customers, and customers who aren’t treated well have lots of other places they can go.Read More: 11 Key Leadership and Customer Experience Mantras
How are you choosing to challenge what has been done previously? Don’t accept the reasonable reasons from the past. Read More: Leadership @ Customer Experience Management Conference
Effective leadership and employee engagement are critical factors in providing a culture where people want to work…and to provide more of what our customers want. Building a culture that is actively and meaningfully engaging both internal customers (your employees) and external customers is more easily said than done. A genuinely effective customer experience approach requires a top-down strategy based on broad and extensive cultural change. Read More: Leadership, Employee Engagement and Customer Service
Trust: being trusted and trusting others is a great base to work from. Those who influence most recognise the need for trust and understand the nuances that enable trust to be built. In a real relationship trust cannot be faked. Read More: 360 View in 360 Words: Leadership and Influence
If you do not understand what each of your team member’s core values are, you could be potentially missing the ultimate success of growing and developing your team to be the best they can be. This could be impacting the business bottom line, morale, relationships and other key elements. Read More: Personal Values – One View
The argument of nature versus nurture to me is not the key question. The bigger question, no matter where or how you obtained your role, is: how effective are you as a leader? What I do know is that not all leaders by name are leaders in practice – a title does not make you a leader. Read More: 360 View in 360 Words: Leaders Are Born AND Made
When I reflect on my development, reading has been critical in providing avenues to challenge my thinking. It is my time. A safe and rewarding opportunity. I get to challenge myself with absolute frankness and honesty. My thoughts are between the words on the page and myself. Read More: How Important is Reading to Leadership and Development?
Having worked with many varied people and business cultures and recognising the similarities and differences, it is clear to me that many managers think training and development are the same thing…Having knowledge is one thing, applying this knowledge in a practical and discernible way that makes a difference, is quite another. Read More: Development and Training – Same, Same: Maybe Not?
Self-reflection, taking into account the many factors that influence us all is important for growth. Taking time to reflect provides a platform for improvement and awareness about what is going well and what you would like to change about who you are and what you do. Read More: Efficiency and Effectiveness – Leadership Impact
An organization’s senior leadership team has a significant impact on its employees‘ overall opinions of the company and engagement levels, which have been linked to both earnings per share and total shareholder return…An employee who is fully engaged today will not necessarily be in a year‘s time, or in a month for that matter. Read More: At Last We’re Engaged – Leading Your Team (Part 1)
A leader‘s ability to consistently demonstrate and apply relational skills has a direct correlation to the level of engagement an individual may feel. Providing genuine leadership is key. There appears to be a gap between what employees state is occurring and what leaders feel they are applying in reality. Data and surveys continually reflect the discrepancy between what leaders believe is occurring and what their team members state. Read More: At Last We’re Engaged – Leading Your Team (Part 2)
Developing soft-skills (or ‘hard skills’) requires effort, focus and self-awareness amongst other elements. Is this why the leadership skills that fall under this category are often the ones that are least practiced and improved. Is it fear? If a leader asks the question of his or her team, they may not like nor be willing to acknowledge the answer. So is there a view for some leaders, based on fear, that it is best to not ask in the first place? Read More: The Current Challenge Of Leadership
My contention is, all kids have tremendous talents…and we squander them, pretty ruthlessly. So, I want to talk about education and I want to talk about creativity. My contention is that creativity is now as important in education as literacy and we should treat it with the same status…In the next 30 years, according to UNESCO, more people worldwide will be graduating through education than since the beginning of history. Read More: Sir Ken Robinson – Education, Our Kids and the Future
People are stretched in their roles, covering more work that previously may have been completed by others who have been made redundant and/or have never been replaced. Read More: Roles, Structure and Instinct
Middle managers are the ones that keep the cogs turning and ensure the job gets done, not the chief executive. They are often not getting the support or training required so that they can maximise operations, as more senior managers tend to get the company-sponsored education opportunities…more businesses need to look at how their middle managers can be supported if they are to effectively lead people and manage the success of operations. Read More: Leadership Training of Middle Managers
…and 2 Bonus quotes from my blogs written for and appearing on the Linked2Leadership site:
This is made even more complex by the fact that human beings are quite unpredictable and are certainly not static like most business data. We have emotional and psychological needs, wants, highs, lows and complexity. There are various aspects of our world today that seemingly conspire against consistency and predictability, but that is what makes leadership so exciting. Read More: On Leadership, Management and Effectively Using Data
Your employees will not necessarily ‘buy- into’ the values and philosophies of your company just because they are presented. In fact, if your team member’s see these values, mission statements and similar as being incongruent with what they see and feel every day, these tools can prove more damaging than not creating them at all. You are setting up false standards and expectations. Effective leaders, displaying the company values, primarily aligned to their own, provide significant power to your business. Unfortunately knowing this and taking appropriate action are not the same thing. Read More: How Leadership and Culture Impact Business Profit
I hope that these blog segments provide opportunity for you to delve deeper into thinking about your own situation and challenge your thinking, especially as we move into a new year – that is the core reason why I write. Similarly, I welcome your comments and feedback. I recently moved all of my blogs onto my company website and as a consequence lost all of the Tweets, LinkedIn referrals and other Social Media references, so please feel free to forward or share with others as you see fit.
I also hope you had a wonderful year and trust that 2013 will bring just as many ‘smash hits’ for you as this year has for me.
I have worked with Steve over the past few years and I can vouch that Steve’s professionalism, enthusiasm and genuine desire to help is second to none.Steve’s advice is thoughtful, impactful and delivers value to those that are lucky enough to receive it.Steve has guided me, challenged me (in the best way possible) and had a genuinely positive impact on my life. I am thankful that our paths crossed and have no hesitation in recommending Steve to anyone that wants to work with a business coach.
The time I have spent with Steve, over the course of 12months, has been extraordinarily positive.Unquestionably, he has accelerated my professional growth and in-turn, the growth of my team.He had an excellent reputation prior to me starting the course and I can honestly say having completed the yearlong course, that he exceeded my expectations! His knowledge and expertise, and ability to connect, makes for compelling coaching sessions.The course is challenging. If you truly want to improve yourself, for me, the key is to surrender, be completely honest with yourself and Steve, and put the hard work in. It is worth the risk.In an ideal world, I would have his support for an additional 12months. However, that would be a nice to have, not a must have, given he had equipped me with the fundamentals to succeed and keep improving.If you need support in improving your self-confidence, self-worth, driving accountability, time effectiveness, prioritization, holding effective 1:1s and team meetings, setting expectations, addressing behavioral issues and respecting your time and others. Then you need to engage Steve.I have received unsolicited feedback from peers, direct reports, my manager, family and friends. All commenting on noticeable positive changes in my behavior, confidence, communication skills, accountability, organization and effectiveness. All of which has been incredible to hear and a direct result of this course and the effort I’ve put in. The challenge continues and will always be constant.Steve has made a profoundly positive impact on my life. Highly recommend.
Recently I worked with Steve over a 12 month period to become a better leader. Prior to the program I'd had various group workshops or informal training through a variety of avenues. Steve's program is a deep dive into who we are as leaders and how we can better support our people by know them better. His program is tailored very closely the individual - and paced and structured in a way which means it is not only effective through-out but has had a lasting impact. I would recommend Steve for anyone seeking a robust program where you come out the other-side with better skills, better relationships and a wider perspective.
A truly transformational experience. Going into the program I was struggling with a number of things. I was questioning my ability, struggling with my confidence and the ability to identify my core values, and the effect my overworking was having on my health and my relationships. Early on in the program, with Steve's support, I identified the key areas that we wanted to work on during the course of the engagement that we knew would net the greatest return. Every session we worked together focusing on the fundamentals of leadership using the relevant experiences from my workplace. Steve and I spent half a day working through an exercise of identifying my core values, as well as my partners, which has helped guide me even further. Steve challenged me throughout the program in a constructive and authentic way that allowed me to see those improvement areas more clearly. I was astounded by the progress made during our time together. The most valuable piece of professional and personal development I have had in a decade. Its a shame I can't rate 6 stars.
Steve where do I start ...Our last session was 2 months ago and I have to say that I have missed our catch ups. I have attended many programs but have never gotten so much out of them before. Experiencing your coaching program enabled me to access skills I never thought I had or skills i thought i was really good at but you made me see them in a totally different light and how I can be a better version of myself. I am very aware of myself and how I approach things. I find myself being less reactive to things and take a step back to think and assess things. I can go on and on about the impact these sessions have made on me. I can't thank you enough for your support and guidance.
This is the best leadership program I have undertaken.I have been in a management role for over 10 years and completed various management courses, however nothing has provided me with the leadership skills and abilities like CoachStation’s coaching and mentoring program. The coaches are so approachable and take the time to understand the needs of the individual leader. CoashStation also provided coaching and leadership training for new leaders in our organisation and this was so valuable to help them begin their journey in their new roles.I have seen significant transformation in both my own abilities as well as our new leaders through this program which has resulted in significant improvement for the organisation as a whole. Since completing the program I am a much more confident and effective leader, able to support my team to reach our goals. I would absolutely recommend CoashStation’s services to all organisations wanting to achieve superior leadership within their team, whether for long term leaders or those who are new to their leadership role.
Steve is a great mentor and coach and has helped me immensely in both my professional and personal life. His approach is very personalized and relatable that it made it easy to build a relationship from the start with a strong foundation of trust. He genuinely cares about your development and goes above and beyond to help whenever there is a need. This was evident from the way he answered my call at an unscheduled time and the way he provided guidance, encouraging me to reflect on my core values, answer my own questions, and come to the realization of the actions that needed to be taken. Steve challenged me, made me feel accountable, and made me discover a side that I haven’t explored. His unique way of coaching goes beyond the tools and materials he provides and brings about positive changes and results. I am very grateful to the time spent, especially meeting Steve at a time that was crucial for my career and personal growth. I would not hesitate recommending Steve as a mentor and coach to anyone who is pursuing positive changes in their personal and professional life.
I highly recommend this program with Steve, the skills, experience and understanding on how to be a good leader I have gained throughout the program have already made a strong and positive impact in my abilities as a leader. I began this program at the same time I was promoted into a new leadership role, I was struggling with time management and self confidence in new role which was hindering my abilities to perform to a high standard for the business and my team; I needed some coaching and guidance. Steve immediately built a great rapport with me making me feel comfortable speaking with him openly and honestlyBy building such a strong foundation early we really were able to make good progress. Steve shared his expertise and experience which I could relate to and with his guidance he encouraged self-reflection which gave me so many insights into my skills, my progress, an understanding into my areas in need of improvement. We collaborated well and implemented strategies into my time management and my day to say roles as a leader, I immediately noticed a huge improvement which benefited myself, my team, and the workplace. Over the course of the program a learnt a lot about myself both personally and professionally noticing growth in both areas. By feeling more comfortable and confident in my role I was able to decrease my stress and improve overall as a leader. I thoroughly enjoyed my time with Steve and would recommend anyone wanting to take their career as a leader to the next level to work with Steve.Thank you, Steve, for providing me with lifelong skills and understanding that I will be able to use personally and professionally.
Simply put, if you are looking for a professional performance coach to help you grow your self-awareness, be a better leader and learn practical techniques to immediately improve team or individual performance then look no further than CoachStation.Having worked with Steve over the last year I can confidently recommend him to you. With Steve’s expert coaching and mentoring I’ve been able to take practical steps to be a better leader to my team, while gaining the perspective necessary to navigate the transition from sole-contributor to leading a department. While I’ve only just begun my journey Steve’s tried and tested approach has left with the tools to climb the steps I need to get to where I want to be. He has helped me to recognise and understand my personal values, motivators and strengths. Empowered with this knowledge, I’ve been able to create a plan for my professional development that extends well past the formal coaching period and has the right ingredients to help me achieve my personal goals, build relationships and take the next step in my career.Whether it’s performance coaching, mentoring, professional development or business strategy, Steve from CoachStation, can and will help you.
I met Steve at Coachstation at a time in my career where I was at a crossroads and facing difficulty in seeing past the next few years.. possibly months. I felt invalidated and broken and I think that is how I opened the conversation. I have now spent 12 months working with Steve, refocussing my thoughts and identifying new goals to push into a different framework for success and most importantly change.Steve has been invaluable in my journey to identify what was holding me back. He is part strategist, part thought provoker, and part cheerleader. Steve helped me to identify my values and where these values aligned and how to invoke the skills to bring out a clarity of purpose and desire that is often hard to pinpoint on your own. Steve was a safe place to talk about challenges and a calm voice to steer me when I was not seeing issues clearly. Steve gave me confidence, focus to rewrite the narrative and has culminated in a change of career direction.I am so grateful to have worked with Steve during a challenging period professionally and highly recommend his services to anyone who is looking to transform their career or even just gain clarity for their professional development.
My experience with Steve has been one of self reflection and growth. Steve has a fantastic insight on what it takes to be a great leader. His method is very conducive toward introspection which results in inspiring change. The overall experience has helped me personally identify my strengths and weaknesses and specifically how I can tackle the latter via my personal leadership style. His coaching is fully tailored and personalized and there has been a great attention to detail in the approach. I think every up and coming and established leader will greatly benefit from Steve's coaching in order to take their leadership to the next level.
Since starting at my current company, I have had the distinct pleasure of working with Steve, both in a formal capacity and informally.First and foremost, Steve is people-centric. He is a uniquely gifted communicator, able to convey difficult, sometimes hard to hear feedback in a way that means you’re still happy to have a beer with him at the end of the day.Steve has played an immense part in my professional development over the last 5 years. As my role has adapted during this time, he has proven an invaluable voice of reason and experience.Having had the benefits of Steve’s coaching from an early point in my professional life, he has helped foster self-awareness, leadership and empathy: all key factors for the success that I have seen so far.For anyone invested in themselves and their career, I could not recommend CoachStation any higher. Steve’s passion for inspiring development creates an engaging and personal coaching experience, the fruits of which I believe I will be seeing for years to come.
I was lucky enough to introduced to Steve's program through my employer. I have never been a big believer in coaching or mentorship however I have come to realise and appreciate the impact it can have after my experience working with Steve over the last 12 months and now see it as invaluable.Steve helped me understand myself and how I interacted with others and it has really helped me to me to grow and improve as a person. From a work perspective is has really helped me to get the best out of myself and my team.Best of all Steve has challenged me and held me accountable to what I have committed to and been an invaluable sounding board when working through challenges. Thanks for all of the support Steve!
I had the opportunity recently to participate in the Coaching and Mentoring program run by Steve from CoachStation. This program run over a 12-month period focuses on developing and enhancing skills to create more effective leaders both professionally and personally.Early on in the program it was clear to me that Steve had a great style, and we were able to create a genuine and authentic working relationship. At the end of each of our 1 on 1 sessions I walked away with new skills and tools and renewed motivation that has allowed me to continue to develop on my leadership journey.At the end of this course, I have a much clearer understanding of my core values, my leadership style and how I can adjust and tweak my approach to get the best out of my people. I would highly recommend Steve for anyone that is looking to develop effective leadership skills.
If you are looking for a motivational program filled with feelgood taglines, this is probably not the program for you. If however you are looking to make change or develop your competencies and is willing to be challenged, be vulnerable, open to feedback and putting in the work, Steve will take you on a journey that can change your life, personally and professionally.Steve is first and foremost a people person, with extensive commercial experience, who clearly has a deep passion for working with people and bringing a better version of you to the fore. In our 15 month relationship, he helped me break ingrained habits and implement strategies and practice ideas to address areas where I could do better. Understanding what my value system is, is impacting not just how I approach things and interact with people, it is also guiding me in my longer term goal setting.I highly recommend this program. Thanks Steve!
I was fortunate enough to be nominated to Steve's Coaching and Mentoring Program in early 2020. Unfortunately in May 2020 I had a serious health issue followed by the COVID lock downs so I had to post pone my coaching & mentoring program until 2021. Steve was brilliant, incredibly caring, truthful and insightful. Steve made me think about what my true values are. I never really understood or appreciated the power of mentoring but after my sessions with Steve I have never looked back. I have used the lessons learnt from my mentoring sessions to be a better leader and have meaningful discussions with my team. I strongly recommend Steve for anyone wishing to improve their leadership style or wishing to develop their relationships with their staff, peers or leaders.
Steve has been an excellent coach for me over a period of two years. I commenced with CoachStation while transitioning from being IN a sales team, to managing that same team. Over the course of the coaching I shifted from simply managing, to truly leading, and have successfully navigated a number of challenging situations with Steve's support. Steve both supported and challenged me through this period and has assisted in setting me up for success in the future. His methodology of values / passions alignment, and significant real leadership experience means he has many things to draw from to support you in any phase of your career. I would recommend CoachStation to anyone that cares about their career and is willing to put in the effort to grow.
I have known Steve since 2017 and been part of his coaching program for four years. Steve is a rare individual who understands people and instantly makes you feel safe and secure when you are working with him. I have held a few roles whilst working with Steve and he has assisted my thinking, self-awareness and attitude towards my career but ultimately they are life skills that can be used every day.I truly believe that Steve has lifted my capability as his techniques and approaches are realised subconsciously which makes the learning easier to apply.Steve has become a true business partner and friend of mine in which I am forever grateful of meeting him through coach station. I highly recommend Coach station for anyone wanting to develop themselves.Thanks Steve.Neil Peters
I never realised the impact a coach and mentor could make in both my professional and personal life until I met Steve.After working for a big corporate firm for the last 13 years, I thought I knew myself and how I worked. Moving into a smaller professional company and into a completely different role, has opened my eyes to new methods of how more effective and efficient I can be in the workplace. Steve has helped me learn to tap into my strengths, understand my core values and focus on areas where I have the potential to grow.It was and continues to be, eye opening during coaching sessions with Steve. What we discuss has most definitely resonated with me and changed the way in which I see myself and how I think both in my personal and professional environments. I value and look forward to our coaching sessions! Steve is professional, honest, approachable, poses good thought provoking challenges and is willing to listen.I am so grateful that I have had the opportunity to meet Steve via my current employer who understands the significant impact and value coaching and mentoring can have for their staff.
Steve's coaching has been the most beneficial experience in my working career and I have developed skills that I will take with me as my career grows. He changed the way I thought of coaching from a results driven approach to a journey of self development and realization.Within the first session, I felt like I was able to trust him and open up. He provided insight into my communication behaviours that I was not aware of and how that would effect how people receive my message. As I was having issues with training a new employee, Steve's was able to provide a framework of knowledge, run through examples of difficult conversations and guide me through areas to focus on. I was able to convert my uncertainty to useful planning which helped me manage those difficult conversations. Every session was tailored to my developmental needs and there were action points after each session for me to work and reflect onI would highly recommend Steve to anyone as the skills developed can be transferred to any aspect of your life.
Working with Steve over the past two years has been a journey of self awareness and personal development. As a newly appointed Manager in our our organization, I'd had limited experience with managing others and Steve's coaching has helped me navigate the challenges that come with that - such as having difficult conversations with staff who were once your peers. The coaching program was well paced, thorough and worked on identifying existing strength of character but also identified areas of opportunity for self development. Whilst there were some self awareness observations Steve made throughout the sessions, his feedback was always supportive but candid. I thoroughly enjoyed working with Steve, the lessons I have learnt will serve me well in my career now and in the future.
