Values at Work
The 101 on EI
We are emotional beings, and as such emotions play a part in pretty much everything we do. However, when our actions as a result of our emotions are causing havoc in our lives, it can be a major problem. People who have a low Emotional Intelligence (EI) are often more reactive than responsive and they tend to always have to be right, are oblivious to other people’s feelings, behave insensitively, blame others for their problems and have emotional outbursts. Not surprisingly, they struggle with relationships.
How do we set ourselves up for success?
Live with Zest
Reacting vs Responding
I’ve said it before, I’ll say it again- emotions serve a purpose. They exist for a reason. However, the incredible miracle that is our brain which gives us our emotions, also gives us the ability to mindfully and deliberately respond to them. Respond is the key word here and is vastly different to reacting. Let me explain.
An exploration of my unique approach to leadership and life coaching
The core of my work as a leadership and life coach is essentially guiding people through a process to enhance their performance, overcome their obstacles and roadblocks and shift to a life where the emphasis is on thriving rather than enduring. Heady stuff, is it not? While it can be said that I work in a relatively crowded marketplace, I have a unique approach to my coaching, a hybrid, if you will, and one that my clients tell me sets me apart from my leadership coaching colleagues.
Smashing the roadblocks to leadership peak performance
Smashing the roadblocks to leadership peak performance
Leadership is not for the faint of heart- more than a job title or a position description, it’s an act, a state of being, and it is one which requires peak performance in order to lead in the most impactful way. However, the barriers and obstacles that leaders face can limit performance potential. A huge part of my work with leadership teams across Australia is to support their people to sustainably achieve peak leadership performance by breaking through their roadblocks.
Before we can identify the roadblocks to peak leadership, we really need to clarify or define what we mean by ‘peak’? What are the performance parameters that equate to peak? What are the goal posts? What’s excellence in the context of how we lead organisations and people?
Research tells us that high performing teams have a number of consistencies. They have clearly articulated shared goals, they have clear leadership models, communication is positive and purposeful, expectations in terms of roles, responsibilities and outcomes are widely known and there is a sense of accountability and trust. Their leaders have a sense of purpose and demonstrate a strong connection to the organisation, the people and the work.
We also know the common leadership obstacles and roadblocks preventing leaders from leading a high performing team, or leading in their own peak performance. They include factors such as a lack of trust (in themselves and in their people), self-criticism, self-doubt and a lack of courage. These obstacles manifest in a number of ways, none of them optimal! They include:
• An autocratic leadership style that’s demeaning and demotivating
• Communication style that varies between poor through to downright damaging
• Poor decision making- either an ability to actually make a decision or decisions that seem irrational and emotional rather than logical and considered
• Non-productivity or decreased efficiencies and effectiveness
• Non-diversity of thinking across the team where divergent views are either shut down or not solicited in the first place
• Conflict is ignored or magnified
• Lack of clarity around goals and roles leading to decreased engagement, performance and commitment.
Bottom line- the workplace is dysfunctional for everyone. This can have dire consequences- personal, professional and legal.
My services and programs as a leadership coach are focused on helping leaders shift to peak performance. While the roadblocks I’ve detailed above seem huge- and they are- they aren’t insurmountable. They require self-awareness, a commitment, a willingness and an openness to both examining and addressing behaviour. I have a number of tools and strategies to support leaders to do so, and many involve a form of reflective practice. With awareness comes empowerment, but we can’t be reflective when we’re running on fumes and so a strong self-care practice is also a non-negotiable for working with me.
We all want to feel productive and fulfilled at work- and as leaders, we need to be at peak to get the best out of our teams’ potential. My programs and services are designed with that very goal in mind- for more information or to explore working together, just get in touch and we’ll make it happen.
The path less travelled?
What do a pilot, financial controller, kinesiologist and wellness and lifestyle educator all have in common? They each represent the roles I’ve held in my diverse career path. It’s this winding road, the path less travelled that guides and informs my hybrid approach to my leadership and life coaching consultancy.
