Monthly Archives: August 2014

Discover your thinking style – a free test

KONICA MINOLTA DIGITAL CAMERA

Discover Your Thinking Style – a free test 

Thinking styles are positive habits that contribute to better critical thinking, problem-solving and decision-making. While no one thinking style is better than another, a balance of the various types’ results in better decision-making. A free  5-10 minute online assessment measures how individuals use seven different approaches to thinking:

Analytical: clear thinking, orderly and rational

Inquisitive: curious, alert and interested in the surrounding world

Insightful: prudent, humble, reflective and strategic

Open-minded: intellectually tolerant and fair-minded

Systematic: conceptual, process-oriented and intuitive

Timely: efficient, reliable and responsive

Truth-seeking: independent, tough-minded and sceptical

Knowing your preferred style will help you approach problems and decisions with the right mindset so you can be more successful.

 
 FREE TEST CHECK YOUR PREFERRED  STYLE HERE :
http://www.thinkwatson.com/mythinkingstyles-start

Also see DEVELOPING RESILIENCE

Produced by

Peter Cobbe coaching

CLOUD LIGHT WEB

For a  free exploratory discussion contact me –  cobbep@gmail.com

NOW ACCEPTING NEW CLIENTS GLOBALLY : Coaching via Skype / Facetime / 1 to 1 meetings/Group sessions inhouse
My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching.
 I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling.
 I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.
I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”
  • Specialties: Holistic / systemic approach to coaching
  • One to one coaching and Mentoring
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching
KONICA MINOLTA DIGITAL CAMERA
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Leadership development and growth

Whenever I am working with clients on their leadership development we use several models and insights to establish their current state/approach.


From this and other approaches we produce a customised plan that is pragmatic and realistic for the individual involved. One set of insights considers leadership theories: 

Experts have been trying to define leadership via several aspects for many years. These schools of thought are not mutually exclusive and  share some common ground. Collectively, they do give you a sense of how you can define leadership for yourself and apply those that work for you in your quest for career success.

1. Traits Theory

People who believe that leaders are born are likely to buy into the Traits Theory. This theory basically centres itself on the leader. What are the qualities of a leader? Now if you look at the different leaders of the world, companies or armies they all carry certain traits. It is believed that if one carries these characteristics then one is likely to become a leader.

So, this theory defines what are the qualities that a leader should posses rather than leadership. If one is a leader then theseleadership traits should be present.

2. Behavioural Theory

How would you define leadership if you believe in the Behavioural Theory? This group of experts concentrated on what the leaders did in relation to their followers. While the previous theory spoke about qualities of a leader, this theory approached it from the angle of style.

This theory grouped different forms of behaviour leaders have towards their followers into various sections. In many management classes and leadership courses you will come across terms like leaders who are “Task Oriented” or “People Oriented”. You will also come across phrases like “Directive Leadership” and “Participative Leadership”.

3. Contingency Theory

While the first two theories define leadership via traits and styles – the Contingency Theory takes in consideration the weaknesses of the previous theories. Since leadership functions in a dynamic situation, it is only logical that different styles and traits will work in different situations. The Contingency Theory takes into consideration the context where leadership is exercised.

Core to this approach is a myriad of factors that determines whether a leader becomes effective or otherwise. If you define leadership as such, then in your course of career growth you would take into consideration what styles and traits works the best in a given situation.

4. Transformational Theory

Someone from the Transformational Theory would define leadership from the angle of the leader as a change agent. They look at the effects of the leader towards his followers. There are 3 ways how a leader can change their followers – intensifying the level of awareness about the importance of the task and how to achieve it, focusing the team on the bigger goals of the unit rather than individual goals and to motivate the followers into a higher-order need (e.g., Maslow’s Hierarchy Of Needs).

Charisma is seen as an important aspect in this theory. It is believed that charisma affects followers by stirring their strong emotions and allowing followers to identify with their leaders.

As you can see, there are many definitions of leadership. It is important for you to have a good understanding of what is leadership as your career grows. Eventually you will find yourself leading a project or a team and these learning will come in handy.

It is never too early to start developing leadership skills. As someone new in the workplace, you may aspire to become the leader of your organization some day. Some people believe leaders are born not made

It is possible to develop leadership skills  If you accept the fact leaders behave in a certain manner, then it is possible to learn the behaviours of a leader. People follow leaders because they have gained their trust and earned their respect.

1. Integrity

Leaders have high ethics. They are honest. If you are to gain people’s trust then it is important to learn this trait early. Some of the actual situations you can practice this behaviour is taking responsibility for your own actions. Do not play the blame game when things go wrong. Leaders take personal responsibility for their team’s actions and results.

2. Passionate

Leaders are passionate. They are enthusiastic about their work and they even have the ability to rub this energy off on their followers. Do you take on assignments given to you enthusiastically? This is one good behaviour to start when developing leadership skills.

3. Commitment

When developing leadership skills, look at the easiest to start. Commitment to your work is one of the easiest. Can you truly say you are willing to work hard at the job assigned? Leaders work hard and have a strong discipline in following through with their work.

4. Courageous

If people are to follow you then as a leader you need to be courageous. Leaders are brave when they confront risks and the unknown. The ultimate test of a leader’s courage is also the courage to be open. When looking at developing leadership skills, do you have the courage to speak up on things that matter?

5. Goal Oriented

Leaders are very focused on the objectives that need to be attained. They develop a plan and strategy to achieve the objectives. In addition, they will also need to build commitment from the team and rally them to achieve the organization’s goal. When developing leadership skills, start by looking at how goal oriented you are now. Improve upon that behaviour.

6. Developing People

Developing people whether by training, coaching or teaching them is one of the main traits of a good leader. No one can achieve organisational goals alone. The team is needed in order to achieve them. Leaders develop the people to build a stronger team so that the organization is effective. Start by developing your own knowledge when developing leadership skills.

7. Prioritise

Leaders do the most urgent and important things first regardless of their interest in them. For them, whatever that needs to be done should be completed with the best possible effort. How do you fare with this trait? Do you tasks that you are uncomfortable with? Start developing leadership skills  in this area by recognizing what are the important tasks to complete.

8. No Public Glory

Leaders understand that at best they will get private credit for their work. Public glory is not expected. They know whatever achievements are the result of joint effort of their units. They share glory and credit with the rest for the work. They know they are only as good as their team. When developing leadership skills, ask yourself this – are you generous enough to share the fruits of your unit’s achievements?

Developing leadership skills is a long process. Some people are born with such traits. They develop into leaders much faster. Leadership is also a set of behaviour as much as a skill. Hence, it is possible to learn leadership skills. Start now and when the opportunity arise you will be ready.

For customised leadership coaching  and free exploratory chat please contact me – cobbep@coachingcosmos.com


NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life. 

I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties: 

  • Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days 
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :
Five frogs are sitting on a log.Four decide to jump off. How many are left? 
Answer: five. Why? Because there’s a difference between deciding and doing.
Mark Feldman

EMOTIONAL INTELLIGENCE AND LEADERSHIP

CLOUD LIGHT WEB

 

The task of the leader is to get his people from where they are to where they have not been.

 

Henry Kissinger

Leadership and Emotional Intelligence

Emotional Intelligence may be described as:-

‘The extent to which the individual displays maturity with respect to how they manage their emotions and information in dealing with the world around them’

In the last year or two, the view has emerged that the presence of a high level of Emotional Intelligence, helps to predict successful work behaviour especially for managers and leaders. It has relevance to the selection and career development of people in all organisations.

Emotional Intelligence embraces and draws from many branches of behavioural, emotional and communications theories, such as NLP (Neuro-Linguistic Programming), Transactional Analysis, and empathy. 

 

Daniel Goleman identified the five ‘domains’ of Emotional Intelligence as:

 

  1. Knowing your emotions.
    2. Managing your own emotions.
    3. Motivating yourself.
    4. Recognising and understanding other people’s emotions.
    5. Managing relationships, ie., managing the emotions of others.


The basic proposition is that people who:

  • Are aware of their own emotions and control them
  • Are aware of the emotions of others and
  • Are socially adept

are more likely to achieve success in modern organisations.

Some other definitions are:

To really get on you need to have a high level of Emotional Intelligence; an awareness of your own feelings and empathy with the feelings of others’, Higgs and Dulewicz

‘Emotional Intelligence is the capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions effectively in ourselves and others’, Goleman and Boyatzis.

In general, Emotional Intelligence purports to describe abilities which are distinct from, but complementary to, academic intelligence or the purely cognitive capacities measured by IQ.

THE THEORETICAL  4 QUADRANT MODEL

Emotional-Intelligence1


To  explain the model, which describes the development of Emotional Intelligence, begin by thinking about the first quadrant, “Self Awareness”.

Emotional Intelligence begins here, with an awareness of our selves. This incorporates concepts such as being aware of one’s own limitations, being confident of one’s strengths, and being humble enough to admit and learn from mistakes in an open way.

From this base spring the next two quadrants, “Self Management” and “Social Awareness”. The implication is that only when one is self-aware can one begin to manage oneself; also, self-awareness is a requirement if one is to have an awareness of others’ needs and concerns.

Self-Management  or Leadership involves managing one’s emotions and impulses. Inherent in this concept are ideas such as choosing to work for the benefit for others or the company rather than one’s self; setting high standards for ones’ self; being responsible and reliable; and being open and enthusiastic about new ideas. The overall concept is about positive self-control.

Social Awareness involves the development of an awareness of others’ feelings, needs, and concerns. The concept encompasses an interest in others and their well being, and a desire to help them achieve their potential. In the specific area of relating to customers (since almost every role has customers, whether “internal” or “external”), social awareness includes an understanding of, and a desire to satisfy, customers’ needs.

A socially aware person conducts business by developing long-term relationships characterised by reciprocity, among other things. The idea that both parties benefit from this, is an integral assumption for socially aware people.

Finally, social awareness includes the concept of being aware of the mood of a group – a skill sometimes described as political deftness. All these elements of social awareness add up to a picture of someone aware of their social environment, but who may not yet transform this awareness into action.

Behaviour is the domain of the fourth quadrant, for which the second and third quadrants are precursors. Summarised as  Realtionship management or “Social Skills”, the fourth quadrant includes skills such as

  • influencing others;
  • listening openly;
  • communicating clearly;
  • negotiating effectively;
  • inspiring others and leading them towards a goal;
  • building mutually beneficial relationships;
  • and working with others in teams.

These behaviours will be the most obvious outward signs of Emotional Intelligence. Similarly, gaps in outward Emotional Intelligence may have their roots in the other quadrants

 

For customised leadership coaching  and free exploratory chat please contact me – cobbep@coachingcosmos.com


NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life. 

I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties: 

  • Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days 
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :
Five frogs are sitting on a log.Four decide to jump off. How many are left? 
Answer: five. Why? Because there’s a difference between deciding and doing.
Mark Feldman

 

USEFUL REFERENCES AND LEADS :

MORE ON EMOTIONAL INTELLIGENCE

BOOKS ON EMOTIONAL INTELLIGENCE

BOOKS ON LEADERSHIP

PLUMS WEB

Situational leadership insights

PLUMS WEB

Another useful leadership model that can provide coaching insights in context for some clients:

Situational Leadership Model

This is a term that can be applied generically to a style of leadership, but that also refers to a recognised, and useful, leadership model.

In simple terms, a situational leader is one who can adopt different leadership styles depending on the situation. Most of us do this anyway in our dealings with other people: we try not to get angry with a nervous colleague on their first day, we chase up tasks with some people more than others because we know they’ll forget otherwise.

Ken Blanchard, the management guru best known for the “One Minute Manager” series, and Paul Hersey created a model for Situational Leadership in the late 1960’s that allows you to analyse the needs of the situation you’re dealing with, and then adopt the most appropriate leadership style. It’s proved popular with managers over the years because it passes the two basic tests of such models: it’s simple to understand, and it works in most environments for most people. The model doesn’t just apply to people in leadership or management positions: we all lead others at work and at home.

LEADERSHIP BEHAVIOUR

Blanchard and Hersey characterised leadership style in terms of the amount of direction and of support that the leader gives to his or her followers, and so created a simple grid:

Directing Leaders define the roles and tasks of the ‘follower’, and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.

Coaching Leaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader’s prerogative, but communication is much more two-way.

Supporting Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.

Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

Effective leaders are versatile in being able to move around the grid according to the situation, so there is no one right style. However, we tend to have a preferred style, and in applying Situational Leadership you need to know which one that is for you.

situational_leadership

 

DEVELOPMENT LEVEL

Clearly the right leadership style will depend very much on the person being led – the follower – and Blanchard and Hersey extended their model to include the Development Level of the follower. They said that the leader’s style should be driven by the Competence and Commitment of the follower, and came up with four levels:

D4
High Competence
High Commitment

Experienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.

D3
High Competence
Variable Commitment

Experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well / quickly

D2
Some Competence
Low Commitment

May have some relevant skills, but won’t be able to do the job without help. The task or the situation may be new to them.

D1
Low Competence
Low Commitment

Generally lacking the specific skills required for the job in hand, and lacks any confidence and / or motivation to tackle it.

Development Levels are also situational. I might be generally skilled, confident and motivated in my job, but would still drop into Level D1 when faced, say, with a task requiring skills I don’t possess. For example, lots of managers are D4 when dealing with the day-to-day running of their department, but move to D1 or D2 when dealing with a sensitive employee issue.

SITUATIONAL LEADERSHIP

Blanchard and Hersey said that the Leadership Style (S1 – S4) of the leader must correspond to the Development level (D1 – D4) of the follower – and it’s the leader who adapts.

For example, a new person joins your team and you’re asked to help them through the first few days. You sit them in front of a PC, show them a pile of invoices that need to be processed today, and push off to a meeting. They’re at level D1, and you’ve adopted S4. Everyone loses because the new person feels helpless and demotivated, and you don’t get the invoices processed.

On the other hand, you’re handing over to an experienced colleague before you leave for a holiday. You’ve listed all the tasks that need to be done, and a set of instructions on how to carry out each one. They’re at level D4, and you’ve adopted S1. The work will probably get done, but not the way you expected, and your colleague despises you for treating him like an idiot.

But swap the situations and things get better. Leave detailed instructions and a checklist for the new person, and they’ll thank you for it. Give your colleague a quick chat and a few notes before you go on holiday, and everything will be fine.

By adopting the right style to suit the follower’s development level, work gets done, relationships are built up, and most importantly, the follower’s development level will rise to D4, to everyone’s benefit.

SITUATIONAL LEADERSHIP MODEL SUMMARY

The situational leadership model is founded on the belief that real leadership means managing people fairly for mutually rewarding and productive purposes and has nothing to do with manipulation – taking unfair advantage of or influencing others for self-interest, or making people feel uncomfortable.

It proposes that motivating, influencing and controlling people toward accomplishment of planned objectives requires 3 important skills:

1. Understanding past behaviour

2. Predicting future behaviour

3. Directing, changing and controlling behaviour.

From this perspective research studies indicate that effective leaders can be engaged in different types of behaviour: Task behaviour and Relationship behaviour.

Task behaviour provides guidance and direction – the leader clearly spells out duties and responsibilities to an individual or group about everything.

Relationship behaviour emphasises two-way communication with followers and exchanging information with them. This type tends to be more non-verbal than task behaviour.

Synonyms of relationship behaviour are listening,supporting, facilitating, and encouraging.

Some good leaders manage to combine both types of behaviour in their work, though all of them have different leadership styles.

Leadership style is defined as the leader’s patterns of behaviour including both words and actions as perceived by others.

Situational Leadership theory considers 4 leadership styles:

· High task, low relationship behaviour (the leader provides specific instructions and supervises followers closely, sometimes it’s called “telling”)

· High task, high relationship behaviour (the leader explains decisions and provides followers with opportunities for clarification “selling”)

· High relationship, low task behaviour (the leader shares ideas with followers and facilitates decision making “participating”)

· Low relationship, high task behaviour (the leader turns over responsibility for decisions and implementation to followers “delegating”)

situational_leadership

 SEE MORE GREAT INSIGHTS ON LEADERSHIP ON MY FLIPBOARD MAGAZINE LEADERSHIP

For  customised coaching on leadership skills and personal development contact me – cobbep@coachingcosmos.com

For customised leadership coaching  and free exploratory chat please contact me – cobbep@coachingcosmos.com
NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.

I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties:

  • Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :
Five frogs are sitting on a log.Four decide to jump off. How many are left? 
Answer: five. Why? Because there’s a difference between deciding and doing.
Mark Feldman

 

 

Kouzes Posner Leadership insights

The Kouzes Posner perspective on Leadership

According to context and client need I use several models and key insights to help with leadership skills and development. One useful approach ( based on client feedback)  is provided by the Kouzes Posner perspective

image

Kouzes Posner describe 10 commitments/propositions  within the 5 major practices and look at ways of bringing the propositions to life :

Practice 1 : Model the way

1. Find your voice by clarifying your personal values

2. Set the example by aligning

How does it happen?

· Take time for contemplation

· Consider lessons from leaders you admire

· Create alignment around key values

· Speak about shared values with enthusiasm and confidence

· Do a personal audit

· Keep score ( e.g. 360 degree feedback)

· Ask questions

Practice 2: Inspire a shared vision

3. Envision the future by imagining exciting possibilites

4. Enlist others in a common vision by appealing to shared aspirations

How does it happen?

* Listen first – and often
* Draft a collective vision statement
* Breathe life into the vision
* Speak from the heart
* Expand your communication skills
* Find the common ground
* Get to know your “constituents”
* Hang out / keep your ear to the ground
* Determine the “something” you want to do
* Become a futurist
* Test your assumptions

REFLECTION : What makes the difference is the vision of how things could be and then clearly painting this picture for all to see and comprehend

Practice 3: Challenge the process

5. Search for opportunities by seeking innovative easy to change, grow and improve

6.Experiment and take risks by constantly generating small wins and learning from mistakes

How does it happen?

* Treat every job as an adventure
* Seek meaningful challenges for yourself
* Create meaningful challenge for others
* Give people choices
* Make it safe for others to experiment
* Question the status quo
* Break mindsets
* Admit your mistakes
* Conduct pre and post mortems of every project to gain the learning
* Look outwards for ideas
* Add fun to work

REFLECTION : How do I go to work today and do something that will move the enterprise and myself another step in the right direction

Practice 4 : Enable others to act

7.Foster collaboration by promoting cooperative goals and building trust

8. Strengthen others by sharing power and discretion

How does it happen?

* Ask questions, listen and take advice
* Always say “ we”
* Focus on gains not losses
* Create places and opportunities for informal interactions
* Offer visible support
* Enrich peoples jobs
* Enlarge peoples sphere of influence
* Create a learning climate
* Educate,educate,educate

REFLECTION: Take the time to work with staff as individuals, understand their motivation and assign tasks that complement their interest and ability. Only teamwork brings the best results.

Practice 5: Encourage the heart

9. Recognise contributions by showing appreciation for individual excellence

10. Celebrate the values and victories by creating a spirit of community

How does it happen?

* Schedule celebrations
* Be creative about rewards
* Foster positive expectations
* Say thank you
* Find people who are doing things right
* Honour exemplary actions
* Demonstrate caring by walking around
* Show passion and compassion
* Have fun
* Set the example

REFLECTION: Ceremonies , celebrations and rituals are not about the event , they are about touching the hearts and souls of every colleague and team members

More on leadership

Shape the future. Articulate where your company or division is going and be sure everyone around you understands the direction.

  1. Make things happen. Once you know where you’re headed, focus on the how. Again, be sure all of your people know what it takes to execute.
  2. Engage today’s talent. Make the most of your people; engage and inspire them to do their best.
  3. Build tomorrow’s talent. Find and build the talent you need for future success.
  4. Invest in yourself. You can never be a perfect leader; find ways to continually build your skills and become better.

Leading smart people 

The people in your organisation who have the largest capacity to add value are not necessarily those who have the best titles or the most impressive educations. They may also not be the easiest people to manage. Here are three “dos” and “don’ts” for leading the smartest people in the room:

 

For customised leadership coaching  and free exploratory chat please contact me – cobbep@coachingcosmos.com

NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.

I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties:

  • Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :
Five frogs are sitting on a log.Four decide to jump off. How many are left? 
Answer: five. Why? Because there’s a difference between deciding and doing.
Mark Feldman

 

 

image

Consider a Portfolio Lifestyle and Career

CLOUD LIGHT WEB

I have helped many clients establish establish a Portfolio lifestyle

Typical definitions of this approach include :

1. A portfolio career is the pursuit of more than one income source simultaneously, usually by applying the various skills you’ve developed throughout your career to different types of work. For example, you could combine consulting with part-time work, teaching at a local college and freelance writing. You could use your speaking and facilitation skills to lead workshops at companies or educational institutions. You could even develop your own product or service.

2. A Portfolio lifestyle involves a balanced lifestyle including earning your income from a variety of sources. For example, you might work on freelance contracts or as a part-time employee for several organisations, and perhaps also run a business.

  • In this way of working income is gained from several sources
  • It is popular with those who have specific skills that are in demand by different organisations.
  • At different times you might combine self-employment with, for example, short-term contracts or part-time, temporary or project work.
  • Each job adds skills and experience to your portfolio.
  • This type of work allows flexibility and can also be secure.
  • A balance can be struck between paid and unpaid work and an improved lifestyle

Working with several clients I have noticed that some attributes or qualities help to underpin success  including :

  • some risk tolerance and courage,
  • high self motivation and resilience ,
  • adequate personal finances
  • curious an interested in continuous personal development ,
  • good interpersonal , self marketing and networking skills,
  • seeking appropriate support from others
  • willingness to take on new challenges and
  • able to multi task.

Join the associated Linked In Group

Read the Free Portfolio Lifestyle magazine on FLIPBOARD

For coaching on all dimensions of developing and achieving a portfolio career/lifestyle contact me :
Peter Cobbe Coaching

For customised leadership coaching  and free exploratory chat please contact me – cobbep@coachingcosmos.com
NOW ACCEPTING NEW CLIENTS : Coaching via Skype / Facetime / 1 to 1 meetings

My career experience includes HR Director and senior executive roles in Barclays plc and Tesco plc leading major transformation and complex change programmes reporting at Board level .I have an MBA, BA and I am a member of the CIPD and Association for Coaching. I am an accredited coach with over 12 years of private client coaching experience and as an associate consultant with Penna (UK) dealing with career, life,executive and business coaching and counselling. I work in mentoring and coaching partnerships with executives to help achieve gains of importance to them.I help people of all ages, different cultures and job levels to understand more about themselves, their impact on others and how to develop across major dimensions in life.

I respect the integrity and confidentiality of my clients building on their existing great skills and abilities and evolving enhanced self guidance : ” No one in the world was ever you before, with your particular gifts and abilities and possibilities.”

Specialties:

  • Holistic / systemic approach to coaching
  • Remote coaching via Skype and Apple Facetime
  • Coaching for Executive performance /High Potential including C level
  • First 100 days
  • Career Coaching/portfolio lifestyle
  • Coaching for powerful presentations
  • Life Coaching
  • Executive advice on staff insight surveys
  • Facilitating key meetings and C- level strategic retreats engaging around people decisions that flow from business choices
  • Business/HR Strategy ,Change Leadership
  • Communications strategy
  • Psychometrics,NLP,Emotional Intelligence
  • Confidence&Self Esteem
  • Creativity coaching
  • Independent Consulting propositions coaching
  • Non Executive director coaching
  • Business Report/White Paper writing
  • Graduate career coaching

Just a thought :


Five frogs are sitting on a log.Four decide to jump off.

How many are left? 

Answer: five. Why? Because there’s a difference between deciding and doing.

Mark Feldman

 

 

 

 

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