Tag Archive for: Leadership Reflection

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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.

CoachStation: Personal Values and Leadership Development

Picture Source: Verne Ho, Unsplash

 

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 you want to be. By becoming more aware of these important factors in your life, you can use them as a guide to make the best choice in any situation. Some of life’s decisions are really about determining what you value most.

They (should) determine your priorities, and, deep down, they’re probably the measures you use to tell if your life is turning out the way you want it to.

When the things that you do and the way you behave match your values, life is usually good – you’re satisfied and content. But when these don’t align with your personal values, that’s when things feel… wrong. This can be a real source of unhappiness. This is why making a conscious effort to identify your values is so important. (1)

Watch our latest CoachStation Leadership video below to learn more about personal values…

References:

(1) What Are Your Values?: MindTools

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Leadership: Assessing Possibilities / Taking Action

 

Are you someone who is described as action-oriented?

Do you assess the many possible alternatives and options before ultimately taking action? 

I consider that one of the most beneficial aspects of good leadership is the ability (and willingness!) to assess options quickly and efficiently and guide your team through to completion. Knowing what the most appropriate and beneficial action is can be difficult, however this model may help.
Passively waiting for others to make necessary decisions and take steps to meet a need, adds little value to your organisation and others perception of yourself.

Action matters in business!

Consciously considering the alternatives and understanding the organisational culture, potential barriers and existing situations provides the most likely scenario for success.
CoachStation Possibilities & Action Model
Additionally, the stages or steps that I consider to be the difference between successful decision-making and leadership effectiveness compared to less successful processes are:

  • Understanding the issue to be solved
  • Considering the options
  • Assessing possible outcomes
  • Narrowing the options to the clear few that add greatest benefit
  • Identifying a single response and doing something with it.

After recently being asked by one of my clients what the best way to make decisions is, I developed the concept above. I hope that it assists others to understand the steps necessary to remove the feeling of being overwhelmed, as was the case for my client. He sensed that there was a better way than ‘blind hope’, however was unable to work through the many possibilities to identify the few options that could be actioned.

The ‘CoachStation Possibilities/Action’ model works best when working through and considering all of the complementary and competing priorities. The challenge is to be targeted and specific at all stages of the process. The behaviours that can maximise the impact and benefit incorporate:

    • Full understanding of the problem in the first place.
    • Clarity about the question you are attempting to answer. It is difficult to provide an answer to a question that has not been asked, acknowledged or understood.
    • Consideration and assessment of the many alternatives (that time and common-sense allow). Don’t take the first option that comes to mind, without investigating its potential impact, value or outcomes and measuring it against other options. Assess the many to find the few!
    • A process that can identify the one, most beneficial action that is most likely to provide the best result or success. Success should be measured against your original assessment of the problem or question to be resolved. Using a ‘shotgun approach’, where many actions are taken in the hope that one of them suits the need is time-consuming, costly, disheartening and displays poor decision-making capability.
    • Having a reasonably clear view of what success would look like if the result intended was achieved. This requires a degree of forethought and progressive thinking, however remains one of the biggest gaps in decision making in my experience.

Let me know your questions, thoughts or successes related to decision-making and taking action. I would love to hear your stories.

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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: Setting Standards and Expectations.

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. Particularly when respect and trust exist, a simple acknowledgement or recognition of progress can be the difference between an engaged and disengaged employee.

The CoachStation REOWM Model of Leadership and Accountability provides additional context and opportunity to embed a structure that supports and encourages input from your team. Feel free to use the model, share it with your team and let me know how you go. If you have any questions, don’t hesitate to drop us a line as we are always willing to assist you and your organisation.

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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 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.

CoachStation: REOWM Coaching, Leadership and Accountability Model

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.

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Know Your History, Purpose and Direction

Why do you do what you do?
Understanding your purpose, what motivates you and most importantly using this knowledge to advantage is key to your success, both professionally and personally.
 CoachStation: Reflection on Purpose

My eldest daughter, Maddy, is currently in year 9. One of her elective subjects this year is Business and as part of the curriculum Maddy was asked to interview a business owner to better understand why, how and what was required to set up the business. I am proud that she chose our business for many reasons.

Firstly, it is an opportunity for Maddy to fully understand what I do and why I do it. This is important for any parent and child but possibly even more so as I work from home and I do sometimes wonder if our daughters find what I do a bit of a mystery! This has provided an opportunity for us to spend time together with purpose, but with a different context than much of the rest of our relationship, which has been fun. Finally, it has forced me to think about and clearly articulate answers to the excellent questions that Maddy had developed.

The process had other benefits. It encouraged additional reflection on my purpose, both personally and through my business, CoachStation, while both answering the questions and in the few weeks since. It provided the opportunity to delve more deeply into my initial answers on the importance of knowing why I do what I do and how that influences my direction and future focus – a process I encourage you to do too!

If you have not had the opportunity to view or read any of Simon Sinek’s material regarding marketing and to ‘Start with Why‘, I highly recommend you spend a few minutes doing so. Interestingly though, I have found that his key concept has as much bearing on how we see ourselves as it does with tangible things such as businesses. Knowing your purpose and why we do what we do matters…both in business and in our personal lives.

What does that even mean? To explain this concept, Sinek has developed what he calls the “Golden Circle,”. The golden circle has three layers:

  1. Why – This is the core belief of the business. It’s why the business exists.
  2. How – This is how the business fulfills that core belief.
  3. What – This is what the company does to fulfill that core belief.

Sounds simple, but what Sinek found is that most companies do their marketing backwards. They start with their “what” and then move to “how” they do it. Most of these companies neglect to even mention why they do what they do. More alarmingly, many of them don’t even know why they do what they do! (1)

When developing, maintaining and growing my business, I have focused heavily on the ‘why’. Similarly, during my coaching and mentoring sessions with clients, I find myself asking the same questions. Not everyone can answer these easily, however. Understanding your passions, why you do what you do and your core beliefs will help you understand not only who you are, but help to drive your future goals and direction.

It is my story that I would like to share via an abbreviated version of Maddy’s case study questions and my answers. When working with my clients it is this type of understanding that comes from increasing self-awareness and honesty with self that is the baseline for development and growth. Possibly through answering the same questions, there may be a similar opportunity for greater knowledge of yourself and your purpose.

Knowing why CoachStation exists has been paramount to my success to date. I am sure it will be in the future also. As is always the case when writing my blogs, I hope that this information inspires you to think more about not only what you do but why you do it. Let me know how you go.

     Could you summarise what CoachStation offers and does in a few sentences?                         

CoachStation helps people and businesses to become more effective and efficient in what they do. We do this by developing awareness, skills and capability at an individual, business and organisation level. CoachStation provides consulting and business advisory, coaching / mentoring and human resource related offerings. Ultimately, CoachStation focuses on the people side of business.

     When did CoachStation start?

I started building CoachStation (website, social media etc.) in 2010 and started full time work in the business in 2012. However, the real creation of the concept was being developed throughout the previous 14-15 years as I became more aware of my capability, passions and the need to develop more effective leaders. I often feel like it has been a 25 year apprenticeship to this point.

     What roles have you previously been in that have added to your expertise that allowed you to set up CoachStation?

I have been a leader throughout my whole career which started in late teens when I was fortunate enough to be provided with an opportunity to participate in a two-year supervisor traineeship with a large retailer in Adelaide. This meant from a young age I knew that leading, not just managing and working with people was something I would always pursue. My career from that point has almost always been in leadership roles within the retail, hospitality, finance and contact centre industries in Australia and overseas. My last two senior roles were as National Customer Experience Leader with GE Money and Head of Customer Service for Toyota Finance Australia.

     Do you think that your previous work history had a significant role in your thought processes leading up to the setting up of CoachStation?

Yes. As I mentioned previously, the work and experience gained from over 25 years of employment led me to this point. Certainly as with all of my roles, each opportunity honed my skills, provided exposure and built acumen. Although it may have taken a different form, I believe that coaching and consulting was always the ‘end game’ and I would have still have ended up here. Being exposed to the business environment helped to drive me and you only have to speak to most employees to know that there is genuine opportunity to develop more effective leaders in most industries. Whether managers are prepared to acknowledge this is another point altogether!

     Why does CoachStation exist?

Purpose = Building Success, Making a difference.

Vision = To make the world better, one leader at a time.

Mission = Through developing trust and strong relationships, we use our skills and resources to help people and organisations be the best they can be.

     What are the most important CoachStation values?

We have 7 core values and they are all important. Any member of my team and frankly, my friends, share these values.

  • Fun and Enjoyment
  • Optimism and Hope
  • Respect
  • Learning and Growth
  • Health and Wellbeing
  • Values-Driven
  • Leadership in Practice

     Can you give a brief summary of CoachStation’s work in the past 12 months?

Primarily our work is based in Queensland and New South Wales, however that has been rapidly changing. Industries we have worked within include finance, architecture, recruitment, health, government and local council. CoachStation is currently in a significant growth phase with a team of business partners joining us recently to extend our reach and influence. I am so very excited at this opportunity as I have been able to align the people who mean the most to me, their individual values and the CoachStation purpose and values. This means that we will be able to continue to grow, assist others and make a difference without compromising on what matters most to us and our clients.

     Why are the current members of the CoachStation team involved? How did they become involved?

As mentioned, they are long term relationships and friendships based on a shared belief in values, doing the right thing, giving natures and of course highly capable and skilled people. I am passionate about helping those who have assisted me in my career and life and are authentic in all they do, not just when it is convenient.

     Why did you decide to start your own business as opposed to being employed?

There are many reasons. Primarily, I wanted to have the opportunity to be responsible and accountable for my own success; increase the level of flexibility and autonomy in my own and my family’s life; and use my skills and capability to best effect (I  have choice, control and options to work with who I want to, when and how). Interestingly, it is because I started to truly understand my purpose that made this transition so much easier and obvious, to me at least. People have sometimes commented about how ‘brave’ I was in doing what I did. To me it was a greater risk to keep moving down the path I was on than to make the leap into running my own business. I recognise it is not for everyone, however.

     How do you stay motivated to continue to do your best?

By seeing the difference that we are making with and for others in reality; developing myself and my team; whilst also continually developing new relationships and product offerings.

     What separates you or makes you different to your competitors?

Genuine desire and ability to make a real difference in people’s lives – making it more than a tick box exercise and following through on our purpose and values is feedback we receive consistently as a key differentiator.

     What benefit do you believe having experienced business partners has opposed to people who are new to this field of work?

It’s critical in the work CoachStation does. The ability to make a genuine difference and help people can only occur when you have deep capability to relate to different types of people, use various experiences and history and provide solutions to their problems. Credibility is core to making this happen, as ongoing work and recommendations are all critical to our ongoing success.

     What products and programs do you use within your workshops and meetings?

We have created most of our own original workshop material; coaching models; assessment tools etc. I am also an accredited DiSC behavioural assessment facilitator and uses other tools such as Gallup StrengthsFinder and the Real Deal Values assessment. Having said that however, these tools are simply that…tools. It is how you use the information that the resources, assessments etc. generate, along with the increased self-awareness that makes the real difference. I often say, “you need a hammer to build a house, but it is not the only tool”, meaning that it is a part of the story but you cannot rely on the tool itself to generate change.

     How do you use social media to your advantage?

It’s massive! The modern business marketing and technological opportunity that social media provides is one of the greatest marketing tools for any business, particularly small start-ups. It is cheap, accessible and dominant all over the world. Whilst I understand the negative aspects of social media, I am still a little surprised by the polarising nature and reactions of many senior leaders when it is mentioned in business circles. Like anything, there are good and poor ways to apply a system or tool.

     How do you show ethical values i.e. honesty and fairness, non-discrimination?

Personally and professionally I am influenced heavily by my ethics and standards. I believe that anyone who knows me understands this. Too often I see managers, and people generally, who display integrity and are ethical mostly, but pick and choose those times on occasion. In my world it is one of the few genuinely black and white areas. Ethical standards are also shown by always following through, earning trust and being trusting. Our actions show genuine commitment to clients and caring about improvement through the results. It’s about delivering and always giving more than expected, which relates back to my earlier point about the need to provide more than a tick box exercise.

 

(1) http://blog.hubspot.com/customers/3-takeaways-from-start-with-why

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Leadership Reflection – What I Learned This Year

Many of us are reflectors.
We take time to think about what is happening in our worlds and understand that self-awareness and development matter.

Reflection: to think through the implications of action, or non-action; what went well; and the things we might have changed or may alter in the future provides opportunity for growth and change. Developing as a person and leader requires this type of reflection and consideration. Taking the time to reflect is an important step in development. If we continue to ‘just do’ and get caught up in the routines and day-to-day details it is easy for time to pass us by and miss the chance for growth. Making the time to reflect matters!
During the coaching relationships developed with many of my clients I have learned how important it is to allow people the time to think through the implications of our discussions; the challenges presented; and potential actions or solutions. Many people are unwilling or unable to commit to the initial thought and require time away from the moment to ponder the opportunities and options that exist. Working within your preferred space and style, doing what is both intuitively and consistent with what you know works, provides the greatest opportunity for growth. A lack of self-awareness about who you are will limit the benefits of reflection.

Reflection, or the process of critically thinking about our behaviors, attitudes, beliefs and values, has been identified by numerous researchers as an important part of any learning process, be it formal or informal. Although professionals may have learned a body of knowledge and pattern of practice, it may be difficult to apply them in unique, complex or uncertain situations. Continuous learning in practice occurs through reflection-in-action (thinking on one’s feet) as well as reflection-on-action (thinking upon completion of a project or particular activity). (1)

To reflect on what has been helps to understand your own strengths and potential development areas. To not consider these alternatives and opportunities to build self-awareness is limiting personally and inherently negative for your leadership development. Developing your leadership skills takes time and effort. There are no short-cuts or ‘tricks’ that are going to make you more aware or capable as a leader. But, there are steps you can take that enable meaningful growth.

Most authorities on leadership development understand the importance of assisting managers and leaders to engage in self-discovery and self reflection.

Recorded statements from philosophers about the need for self-awareness and reflection for those in leadership positions goes back thousands of years to ancient philosophers and teaches like Confucius, Socrates, Plato, Jesus and Mohammed. However, research has shown that self-reflection is possibly a manager’s least favourite activity.
There are two good reasons why managers and leaders should be concerned about learning about themselves. First, while some people, because of personality flaws, like narcissism, Machiavellianism and psychological personality disorders should never be allowed to lead others, most people can improve their leadership potential and performance by engaging in self-reflection. Second, research has shown there is no better bedrock for effective leadership than a secure understanding and sense of oneself.
Self-understanding also provides a sound basis for understanding other people – how could a leader be conscious of another’s need or have empathy with others without first having awareness of their own self? In other words, you must first have a mature understanding of who you are and why you behave in the ways you do, and to be secure in self-acceptance, before leading other people. (2)
Beyond reflection in the moment, one of the processes that I find very useful is to think through the last 12 months. This is a timely process to perform now, as 2015 draws to an end. So, what have I learned about myself, people, my business and the world around me throughout this year?

  • The most successful people I know are more likely to be ‘givers’ rather than ‘takers’. We all have needs and a degree of selfishness in what we do and want, however those who are truly successful (with success measured more in a spiritual way rather than through wants such as financial, status, and tangible preferences) for the most part put others needs and desires ahead of their own.

 

  • I am at my best when my relationships are solid and I work on them in practice. As an extrovert it is very important for me to maintain regular contact with my friends, colleagues and clients. Working from home has many pros and cons, however understanding what works best has allowed me to build a rhythm that minimises the risks and makes the most of the opportunities. Regular reflection and self-analysis has enabled this knowledge and various actions in response. The energy and benefit gained from these relationships is difficult to quantify as it is so significant, but I know in my heart and head that they matter greatly and I would be less of a person without these relationships.

 

  • Development takes effort! The friends and clients who I see real progress and self-development in make the time to focus on learning. There is a deliberateness to their actions. They delve, challenge themselves through reading widely and learn deeply. The people I know who actively pursue new thinking; discuss their thoughts with trusted friends and colleagues; are curious and open-minded about alternatives beyond what they already know; and seek to extend their understanding through application of effort, take the greatest steps forward. This success and progress is measured through their own self-analysis and most importantly, through those closest to them – others feel, see and note the change.

 

  • Authenticity, honesty and comfort in self are key to effective leadership. I still hear and see to many managers who remain deeply uncomfortable in who they are and what they represent. We all have moments of self-doubt and uncertainty. Perfection is unachievable. Bravado and insincerity provide little to relationships and trust. Yet, these attributes and traits remain common in management. Ultimately, the only person you are kidding with these types of behaviour is yourself and it has little long-term benefit or return.

Gaining wisdom from an experience requires reflection. In thinking back on the significant events of my life, experiences good and bad, it was the act of assigning meaning that has made all the difference for me. Reflection requires a type of introspection that goes beyond merely thinking, talking or complaining about our experiences. It is an effort to understand how the events of our life shape the way in which we see the world, ourselves and others. And it is essential for any leader. (3)
Do you make the time to regularly reflect on yourself and your world?
What have you learned during 2015?

Resources:
(1) Developing Future Leaders: The Role of Reflection in the Classroom
(2) Self-Reflection: The Key To Effective Leadership
(3) Leadership Character: The Role Of Reflection

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