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Coaching People Development

Learn The Power of Storytelling & Why It is Important In Leadership

Learn The Power of Storytelling & Why It is Important In Leadership

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learn the power of storytelling

Expert marketers advocate the use of storytelling in order to build a compelling marketing message. By making it easy for your target audience to relate to your products and services, you can gain an edge over your competition. Did you know that leaders can benefit from the power of storytelling, too? 

Stories are what unite us as humans. Every individual has a story to tell. To become a great leader, you can leverage the power of stories to make an impact on your team and the organization as a whole. 

The Importance of Storytelling as a Leader

Great storytelling involves a lot of hard work, attention to detail, and understanding your audience. As a leader, you need this particular skill in order to inspire change and motivate the people within your organization. It’s a tool that can be used to communicate ideas more effectively because you establish an emotional and cognitive connection.

You do not need to have scaled Mount Everest or built the next greatest invention in order to tell a great story. You can make anything interesting as long as you have the right tools and processes to communicate your story.

There are three reasons why the power of storytelling is crucial for effective leadership. 

Stories are memorable

If you want to make an impact on the people who follow you within your organization, you can leverage stories to make it easier for them to connect with you. Stories are a common ground for all humans, no matter your position or role in the organization. An effective leader is someone who can connect with everyone and make them feel valued within the organization.

Great stories last a long time

An effective leader is someone who can make an impact even after they are no longer around. Even if you move to a different company or leave the organization behind, you can still promote productivity and enthusiasm in others by sharing stories that inspire them to do better. The learning they get from you extends beyond the mere act of sharing stories; the stories live within those that you lead in the organization. 

Stories inspire action from others

The ultimate goal of leaders is to inspire and motivate others. It is a way of sharing experiences. Even if others are not involved in the story, sharing it with them can make them feel a part of that experience. You can leverage that to compel them to take your desired action. 

Moreover, stories are based on experiential learning. It is an effective way to convey ideas and showcase the potential for human accomplishment. 

importance of storytelling as a leader

How to Develop the Power of Storytelling in Leadership

Do you want to become more effective as a storytelling leader? 

It doesn’t take rocket science to become a better storyteller. Here are a few things that you need to know in order to develop the power of storytelling as a leader.

1. Collect stories

As a leader, you do not need to travel the world and collect unbelievable stories to share. All you have to do is collect stories that you can share. How do you collect people’s stories? 

When you meet new people, you can get to know them by letting them share an inspiring story or two. You can also read a lot. Reading about other leaders’ stories can inspire you, and will give a few insights that you can share with your team. 

By collecting stories, you develop the ability to discriminate and identify stories that make an impact or add value (versus those that do not). Immerse yourself in others’ stories so you have a bank of them to share when the situation is right.

2. Dissect stories

One of the best tips to become a better storyteller is to dissect what makes a good story. If you believe a story is good, find out why. What is it about the story that makes it powerful and compelling? What characteristics are in the stories and characters that resonate with you? 

This is an essential step in identifying a good story. In the end, it helps you identify how to create stories that make the same impact on others.

3. Dissect the bad stories, too

In order to be a great storyteller, you need to analyze not just great stories – you must do the same with bad stories, too. 

It’s easy to say that a certain story is terrible. But why is it terrible? What elements about it don’t work? How can you improve on it? List the reasons why a story may be considered bad so you can avoid it when you are the one having to tell the story. 

4. Ask for feedback

A good leader is someone who is able to take and learn from any kind of feedback. A little constructive criticism never hurt anyone. If you want to harness the power of storytelling to become a better leader, you need to be open to getting feedback from others. 

An important tip to remember when telling a story is that you must provide context. This context will increase the relevance of the story that you share and make it easy for the audience to relate to. 

become an effective storyteller leader

The Power of Storytelling: Is It Worthwhile?

Becoming a great storyteller is not a walk in the park. It takes a lot of work. However, putting in the time and effort to learn what makes a good storyteller is worth it, especially if your leadership style relies on it. 

There is a growing body of research and evidence that explains the impact of storytelling on the human brain. The best stories are the ones that can make the audience more empathic – it should make them feel care and connection.

If that’s not enough, this study concludes that most people forget about 40% of new information they receive. By telling a story, people will more likely remember what you had to say. This is very important if you want to make an impact as a leader. Stories can be leveraged to deliver a message clearly, stir emotions, and inspire action. Emotions are what motivate others to act on your message, especially if it has something to do with your organization. 

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Coaching People Development

The Benefits of Delegation and Why Most Leaders Under-Delegate

The Benefits of Delegation and Why Most Leaders Under-Delegate

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benefits of delegation

The old saying “if you want something done right, do it yourself” can be applied to almost everything in life. However, when it comes to leading an organization and managing people, this is called “micro-managing.” In most cases, this can do more harm than good. If you find yourself with a never-ending to-do list and continuously struggling as you juggle multiple tasks, projects, and people, it is time to discover the benefits of delegation. 

Delegation benefits everyone involved in your organization. Discover what these benefits are and how you can maximize them. 

Benefits of Delegation

Delegation means sharing responsibility, entrusting work and authority, and taking accountability for the outcome. This typically happens from leaders and superiors (employers or team managers) to subordinates (employees or team members). 

When it comes to managing people, delegation allows managers to make the best use of their time, skills, and resources. As you delegate, you ensure that employees and staff are supported in their development and growth while building confidence and trust. 

Delegation is a critical skill, especially for employers. Though it can be difficult to give up control and entrust other people with certain tasks, it is incredibly important, especially for those who work in teams. 

benefits of delegation for leaders

Benefits of Delegation for Leaders

It helps you manage and develop your staff

If you are unsure of what to do, or you do not have the ability and resources to develop your team, then you can start with delegation. More often than not, you know exactly what you want to accomplish on certain tasks and projects. Learning to delegate to certain people will help you hone your managerial skills and develop your team

It gives you more time to organize and plan more important things

Planning and organization requires a lot of time and it is even more difficult to do when you are managing several things at the same time. If you wish you had more time to do the more important things, then free up your time from less important things. 

It inspires confidence

Whenever you delegate to your team, you need to keep an open mind for questions and suggestions. Listening to what your team has to say will make them feel trusted, and that inspires confidence which you will see in their work. A good team is built on communication and trust. 

It keeps you from doing everything at once

Having too many things to do at once is not only detrimental to you, but for your team and the organization, as well. This is because there is so much room for error you may overlook the smallest details. Sometimes, those small details could spell the difference between failure and success. 

Spread the load around your team; work smart, not hard.

It can help you come up with better ways

You may have a good idea of how things should be and what outcomes to expect. A good leader knows when to listen because your method of doing things is not always the best and sometimes there may be better ways to get things done. Delegation opens you up to ideas from different perspectives. 

You could also benefit from different ideas and find ways to improve your own ideas. 

Benefits of delegation for your team

It builds morale

One of the best ways to inspire your team and build their confidence is to make them know you trust them. Most people will find it gratifying to know their manager believes they are capable of success. While a pizza party is a sure way to make your staff happy, delegation motivates and builds morale. 

It boosts initiative and creativity

If your employees feel empowered from your trust, they will be more willing to think outside the box and look for different ways to finish the tasks you delegated to them. Consequently, their initiative and creativity will produce positive results. 

Managers who fail to adequately delegate are left with employees who are afraid to take initiatives or feel uneasy about suggesting new ideas. When people feel their skills and talents are being put to good use, they will feel better about their work and their role in the organization. 

Personal initiatives and creativity can inspire breakthroughs, and this benefits everyone involved.

It improves their skills

Skill development of your employees is an important recipe for the continued success of your organization. Delegation helps them acquire or develop new skills which can be beneficial for you and the business. 

It allows them to contribute to the organization’s success

It is human nature to relish recognition for doing something significant, especially if it is successful. This experience brings a sense of accomplishment and pride. 

Benefits of delegation for your organization

It creates a positive work environment

Delegation benefits not just the managers, but also the department and the whole organization form a positive work environment. It boosts efficiency, productivity, cooperation, enthusiasm, and morale. All of these things are crucial for the organization’s bottom line. 

A positive work culture also minimizes turnover rates, safety risks, and ensures that the company keeps highly qualified employees who are good at their job. 

organizational benefits of delegation

Parting tips

Delegation does not only make it convenient for managers to assign tasks and shuffle personnel, it is not about giving tasks and projects to people and micromanaging them at each step of the way. Rather, delegation is about providing your staff a job to do and work within the given parameters. It is about giving them the creative license, autonomy, and authority to make their own decisions. It is about trusting them to make the right decisions to achieve desired results. 

For delegation to be effective, you also need to know how to do it correctly. Thus, you need to provide guidelines, tools, and resources to help them on their tasks. 

Though you need to be clear about your objectives and expected outcome, you also need to ask for their ideas and suggestions. More importantly, you need to know your employees individually. Understand that each person has his/her own set of strengths, skills, and talents. 

Lastly, know that delegating doesn’t eliminate accountability. You are ultimately accountable for the failure or success of your employee.

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Change Management People Development

Process (CAP) – And How it Works for Your Company

Process (CAP) – And How it Works for Your Company

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change acceleration process

Overview: Change Acceleration Process

Organizational change is always a difficult process no matter how big or small your organization is. Any form of disruption can impact every member of the organization in one way or another. However, this is an inevitable step that all companies must go through if they are to experience a state of improvement and overall success. 

This is where the Change Acceleration Process (CAP) model enters the picture. It is a model designed to accelerate the implementation of change in order to achieve your desired goal within your desired time frame. It is a framework of principles and tools you need to implement your plan of action for quicker, more sustainable changes. 

This is a crucial transition phase, especially when it comes to planning the future of an organization. But this change is necessary in order to make room for improvement. If you are planning to enter this phase, make sure you plan ahead. This will help to create as little disruption within your organization as possible. You will be able to anticipate any challenge and align your actions to suit your business needs. 

The Phases of Change Acceleration Process

The Change Acceleration Process model is all about leading change by changing the internal systems and structures of an organization. It aims to answer the following questions: 

  • Why is there a need for this change to take place? 
  • How do you overcome resistance, especially from stakeholders?
  • How will you communicate and implement this model of change? 

There are a total of 7 phases that you need to go through in order to effectively and efficiently achieve the benefits of undergoing this change. They are outlined below: 

1. Leading Change

Leadership is most vital during your change initiatives. It is important to exhibit strong, committed and authentic leadership throughout the duration of your change process in order to have higher chances of success. 

How can leaders demonstrate this? You should be cautious about your message and your actions and ensure it is consistent with the change you are advocating for the organization. When there is a lack of commitment from the leadership level, there is a significant risk that your organization will fail at this initiative. 

2. Creating a Shared Need

Change is a disruption. Therefore, it is natural for the stakeholders to resist change and aspire to maintain the status quo. It is the leader’s responsibility to demonstrate the shared need for the entire organization. This must be supported by a reason – whether an opportunity or threat is looming. 

The reason that you choose for the shared need for change should be compelling enough for the stakeholders to resonate with it. The goal in this phase is to get everyone within the organization on the same boat.

3. Shaping a Vision

Once you can get everyone on board with the shared need, the leadership must provide a clear statement of the direction that the organization will take. This statement must detail the who, what, why, and when in your action plan towards achieving your desired outcome. 

The statement of action must be widely understood and shared among your peers and subordinates. At the same time, it must be measurable and concrete. This could be the single most crucial component of the success of your change initiative. 

implement change acceleration process

4. Mobilizing Commitment 

This is the part where you put your plans into action. With a detailed plan of action and with the support of the management, you can begin to implement your strategy. Get the team members that offer the lowest resistance on board so that you can build momentum. This is called the influence strategy. As soon as the rest start to see results, they will adopt and contribute towards the change initiative. 

5. Making Change Last

The phases prior to this are all about accelerating your adoption of change within the organization. As soon as you have implemented the change, the challenge now is how you can sustain it. The goal is to keep striving with your current efforts and action in order to establish a new norm within your organization. 

At the same time, you must continue to assess the results of your new initiatives so you can make tweaks as you go. This will inform you of any possibility of making more changes and the best practices to adopt before you go for a broader rollout. 

6. Monitoring Process

In an effort to sustain the changes you have implemented, you need to accompany it with constant measuring and monitoring action. You want to build on the momentum that you currently have. You need to pay close attention to the level of acceptance that you have developed since you made the change initiative. Do not be afraid to take corrective actions where you see fit. At the same time, you need to set benchmarks and work towards realizing them. 

7. Changing Systems and Structures

This is one of the most challenging parts of implementing the change acceleration process (CAP) model. The only way to see real change in your organization is if you evaluate your existing management practices and realign them to fit your new initiatives. Every aspect of your organization should be in proper alignment with each other to ensure success. 

By implementing change in the current state of your organization, you prevent the possibility of your business going back to its old ways. You need to be forward-thinking and focus on making these changes permanent. 

succeeding the change acceleration process

How to Ensure Success

Implementing the Change Acceleration Process (CAP) model into your organization is difficult, to say the least. An important factor for success is adaptability. Keep in mind that your goals may change over time, especially as you gain better insight into your change initiatives. It is fine if you do adapt your changes, as long as your decisions are data-driven. 

The implementation of this model is one of the best ways to enable your business or organization to compete. You can implement changes and improvements in a systematic way and within a relatively short period of time. This can be very useful when you are part of a rapidly evolving market. 

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Coaching People Development

What Does a Visionary Leader Act Like – 7 Styles of a Visionary

What Does a Visionary Leader Act Like – 7 Styles of a Visionary

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visionary leader styles

When you think of a visionary leader, what or who comes to mind? You could point out some of the most creative thinkers of the modern times like Steve Jobs or Elon Musk. In fact, they might have inspired this style of leadership. Over the years, there are many styles of leadership that have emerged but none as compelling or as revolutionary as the visionary leadership style. 

Many would agree that this particular style of leadership is vital for organizations to thrive and achieve long-term success. But how exactly do they achieve that?

What is a Visionary Leadership Style?

It was Daniel Goleman, in his book “Primal Leadership: Learning to Lead with Emotional Intelligence,” who popularized the concept of adopting various leadership styles. In this book, he identifies six leadership styles and visionary is one of them. According to him, the most effective form of leadership must possess all six styles. 

However, the visionary leadership style is the one that has seen tremendous amounts of adaptation and success by organizations of different kinds. According to Goleman, this style of leadership is most effective when blazing new paths. This is most effective in settings wherein creativity, innovation, and experimentation are allowed to thrive. 

Visionary leaders are ones with a compelling vision for their business. They are fuelled by their own inspiration and are willing to chart a new course for the future of their organization. 

In doing so, they inspire the members of their team to adopt that same vision. But at the same time, they provide their subordinates the freedom to carve their own path to realize this shared vision. They do not dictate or seek control. 

visionary leadership style attributes

Visionary Leadership Style: Key Attributes

These are the 7 defining attributes that make visionary leaders different from the others:

1. Inspirational

A visionary leader believes that having a shared goal will increase your odds at success. This is why visionary leaders do not work alone. Instead, they inspire the members of their team to adopt the same goal. 

Your goal is to ignite the same passion within every member of your team. Having this shared goal will drive their emotions toward the right direction – towards achieving your goal. It will light the fire in everyone to give it their best and to support one another. 

2. Innovative

With inspiration comes the desire to innovate. 

Visionary leaders are not afraid to think outside the box. Since they are naturally creative thinkers, their minds are always wandering with possibilities about how they can realize a vision that some people might not have.

And yet, they are not afraid to speak their minds or be different from others. In fact, being different and doing something that others have not done before is what drives them to innovate some more. 

The best part is that visionary leaders inspire others to think outside the box as well.

3. Open-Minded

The desire to innovate comes with it a sense of open-mindedness. When you are open to new possibilities, your mind is not limited in terms of what it can achieve. This is the mindset that visionary leaders possess. 

They do not limit their perspective to one; they love to explore different mindsets and perspectives. Their ability to see the big picture also means they are highly flexible and adaptable. 

They do not let any setbacks stop them in their tracks. They are not afraid to carve out a new path in areas where one does not exist. 

4. Collaborative

Visionary leaders are team players. This is what sets them apart from other types of leaders. The visionary leadership style is all about getting each member of the team involved. This type of leader likes to bring out the best in every member of the team.

Visionary leaders know that they cannot achieve a vision on their own. They need to rely on the help of their subordinates. 

Therefore, they work on putting together a talented team with each member having a vital role to play. It is their goal to harness every skill or gift that others possess. 

In doing so, they foster an open environment wherein everyone is free to learn and use their skills to their fullest potential. 

5. Magnetic

You can identify a visionary leader just by talking to one. Their energy is magnetic; you feel inspired just by talking to them or listening to them speak.

This is why visionary leaders experience a lot of success. They are about making others feel included. They invite you to aspire to make your own vision. This is why many young and talented individuals are drawn to these types of leaders. They exude a lot of passion in what they do, and that can be very infectious. 

Visionary leaders foster an innovative culture within their organization.

6. Emotionally Aware

Visionary leaders establish an emotional connection with their subordinates. They are not distant; instead, they cultivate relationships on a personal – not just professional – level.

This empathy towards their employees or members of the team makes them feel valued. By recognizing the contributions that your subordinates make to an organization, you will find they repay that trust and recognition with more effort and commitment.

7. Goal-Oriented

Visionary leaders have a laser focused attention towards their goal. The moment they set a goal, they utilize their time and resources towards achieving that. They are resolute enough to not let anything get in their way of achieving that goal.

Their optimism helps them to succeed in any situation. They do not dwell on the difficulties and challenges of the task; instead, they are inspired by them to work even harder.  

importance of visionary leadership style

Why Is This Leadership Style Important? 

All organizations go through a period of constant change and uncertainty, especially as you try to grow your business. However, the visionary leadership style can help you overcome these challenges by remaining focused on the task at hand and having a clear vision of your end goal. 

By holding that vision of your goal, you facilitate commitment from every member of your team. You can also use your visionary leadership to inspire everyone to rally towards your common goal. The ability to align every member of your team towards a shared vision will give you a competitive edge in the market. 

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Coaching People Development

4 Main Problems That Come With Poor Communication

4 Main Problems That Come With Poor Communication

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problems with poor communication

Communication permeates every aspect of human existence. It plays a huge role in the establishment of relationships, cultures, and civilizations. New-born babies announce their arrival in the world using the only form of communication they know – by crying out loud. For businesses and organizations, good communication is the glue that holds things together. Despite the advancement in technology however, many businesses and organizations still struggle in this aspect, and this lack of communication leads to a host of problems in the workplace. 

How Lack of Communication Impacts the Workplace

What are these problems? How can you avoid these problems and have better communication? Here are the important things you should know. 

It makes workplace more stressful 

Lack of communication creates a sense of negativity in the workplace which amplifies stress among your employees. 

When people do not have the knowledge or the right information they need to do their job, their productivity suffers. Consequently, disconnected and uninformed employees can cause unfavorable effects on the business and its bottom line.

Often, a workplace that suffers from lack of open communication and constructive interaction has no defined strategies for communication. This leads to misunderstandings, and while misunderstandings happen all the time, regular misunderstanding in the workplace can cause serious issues such as conflict between colleagues, wasting company resources, failed tasks, failure to meet deadlines, unsuccessful projects, etc.

One tell-tale sign of poor communication is that people in the workplace are feeling tensed, overworked, and stressed. Subsequently, employees who are constantly stressed go home to their families worn out, and this deeply impacts their relationship with their families. This stress stays with them until the next day, and so on, and it can be really hard to get ahead.

Misunderstandings, arguments, and distrust

As said earlier, lack of communication can lead to misunderstandings between colleagues. This could lead to arguments and distrust between co-workers, which is the last thing you want when leading and managing a group of people.

Employees feel connected with their organization through their co-workers. You want your employees to work together towards your company’s goals. If they feel disconnected from each other, it opens a lot of room for misinterpretations, leading them to question each other’s motives, intentions, and ultimately leads to distrust. 

When this happens, most people will find ways to push back, even if they cannot do it directly or openly. And this results in a never-ending cycle of arguments. This could lead to an increase in absences as your employees may not want to be in each other’s company. 

Trust also goes out the window making it difficult for people to work together and meet deadlines.

problems that come with lack of communication

Dissatisfied and unhappy clients

Superiors tend to feel frustrated and stressed when their employees miss important appointments, deadlines, and fail on important tasks and projects, but so do clients and customers. If someone from your customer service promised a customer the return of his phone services, but failed to relay the details of the problem to the technical department, that customer will end up frustrated. 

When clients are dissatisfied and unhappy, they will take their business elsewhere. This will cost your company a paying customer. 

It can cause the “Grapevine Effect”

Someone will share something; it just may not be exactly what you said. It probably won’t even be correct. This is called the grapevine effect – the spread of unofficial information, also known as gossip. Since gossip is often incomplete and incorrect, it is open to change and interpretation subject to the speaker and the listener. 

The dissemination of ambiguous facts associated with the rumor could lead to disarray and disaster in the workplace.

So how do you solve the problem of lack of communication in the workplace? 

Ways to combat lack of communication in the workplace

Improving communication is easier said than done, especially if you have no idea how to do it and what the right tools to use are. Don’t know where to start? Here are some tips to help you out.

Establish the foundation

As a leader of the team, you want each member of your team to trust you. The more they trust you, the more they are open to communicate with you. That is why you need to establish a rapport with your team first.

You can start by taking your team to lunch or dinner. Make it light and do not talk about business or work. Rather, try to learn more about each other. This small gesture will break the ice between you and your team and open the line of communication for everyone.

Prove you are trustworthy

Many employees do not trust their employer: that’s a fact. It is your job as an employer to earn their trust.

Show them you are trustworthy by being genuine to them. Prove this in words and actions by showing empathy to their dilemmas. Make sure you follow through on things you say you will, especially if they ask for your help. People will most likely communicate a challenge or problem when they know they can trust you  and that you can work with them to find a solution. 

Actually listen, avoid making quick assumptions

Communication is a two-way street; it is not solely about getting your message across, it is about actually listening to what they have to say. Listen carefully before responding. 

Make sure you are all on the same page. Ask for clarifications and give each conversation with each of your team members your full attention. 

Consequently, quickly formed assumptions that came from missed signals are a recipe for disaster. If a person is lagging in a task you assigned him, do not quickly assume he is slacking or simply does not care. Ask the person what is causing the problem and help him find a solution.

improve communication problem in the workplace

Learn their strengths and weaknesses

Part of knowing your team is knowing each of their strengths and weaknesses. You may find out some people accomplish things faster in concentrated bursts, meanwhile some do their best work in ordered and segmented blocks. 

Make their roles clear to them from the start

Make sure each member of your team understands their roles and responsibilities in each project, right from the start. What channels the project needs to go through? Who has the final approval?  Keep the workflow transparent and establish all the stakeholders in each project.

Be thoughtful in providing constructive criticism and compliments. 

When giving your feedback, make sure you do not sound aggressive. Subsequently, give them a chance to share their thoughts and how they can work on the criticisms you just shared.

When giving compliments, break down how and why their work impressed you. Be as specific as possible. 

Solving the problem of lack of communication in the workplace may be challenging, but it is worth it.

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Coaching People Development

CEO Coaching: What, Why and How the Best CEOs Utilize a CEO Coach

CEO Coaching: What, Why and How the Best CEOs Utilize a CEO Coach

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how to utilize a ceo coach

Some say it can be lonely at the top. If that’s the case, then CEOs must be in desperate need of company. Thankfully, CEOs and leaders can turn to CEO coaching to provide the guidance they need to overcome the struggles of running and managing a company. With the future of the company weighing on them, they need help too. And this is where a coach can come in. But this type of coaching goes beyond that. 

With the right coaching and a CEO’s drive for success, this combination can deliver impressive results for a business. 

What is CEO Coaching?

Imagine this: Jess Bezos uses a CEO coach. Even Steve Jobs once had a coach. Even Tom Brady, arguably the best quarterback of all time, has a lot of coaches and trainers who are focused on improving every single aspect of his game.

What do we take from this? Coaching is something that everyone can benefit from no matter how good you think you are in what you are doing. In this study by Harvard Business Review, they demonstrate the link between coaching and high performance.

Before you can learn about what CEO coaching does for you – the CEO – and your company, it is important to define what it is. CEO coaching is dubbed the fastest and most efficient way to grow your business by becoming a more effective leader. But exactly how does that happen?

A coach is generally someone who is experienced at being a CEO or executive leader. They have formal training in mentoring using a structured framework aimed towards success. Their goal is to help CEOs clarify their thinking and make informed decisions that will impact the company. It is a great source of support for CEOs because they do not normally have anybody to turn to for help; after all, they are so used to people referring to them for any major decisions impacting the business. 

reasons why you need ceo coaching

Reasons Why You Need CEO Coaching

Today, CEOs serve as more than just the face of a company. They are looked at as visionaries and thought leaders. For a select few, they are considered pioneers and trailblazers in their field. But even CEOs can benefit from CEO coaching. In fact, the best ones continue to seek out suggestions and advice from an external viewpoint in order to improve how they manage business operations and conflict resolution, and boost team engagement.

These are some of the reasons why you need to consider coaching and ways you can optimize its benefits.

1. To learn something new

The best leaders and CEOs are the ones who continually seek to learn and improve. They do not claim to know-it-all, but rather are open to learning new things or skills. Even if your expertise is in one area, such as finance or technology, it does not hurt to learn a new skill so you can become a more well-rounded leader. 

The best coaches are the ones that can help CEOs develop professionally and personally. 

2. To see things objectively

It is easy to overlook any aspect of the business that isn’t going well or could be detrimental to your long-term success when you have too much on your plate. Therefore, having a coach is helpful because they can provide you with an objective, third-party assessment. A coach can give you a reality check, so you can fix blind spots or any aspect that you don’t even know could be hurting your business. 

When you deal with something so often and on a regular basis, it is easy to dismiss issues until they impact your business negatively. Don’t wait until that happens before you do something about it. 

3. To set aside time to reflect.

CEOs often lead a very hectic schedule. In between meetings and operational obligations, CEOs have so many things to think about on a daily basis when it comes to running a business. 

The time spent with a coach is a chance for them to slow down and reflect. A coach can help CEOs to use this time as an opportunity to explore new business strategies. It allows them to open up to possibilities that they may not have considered on their own. This is very promising for businesses that wish to expand or grow. 

4. To see things in a new light.

CEO coaching can open new doors of possibilities for your business. Coaches can help with overcoming business obstacles and see new ways of approaching these obstacles. By trying out new things, you have the opportunity to increase efficiency and productivity within your business. 

5. To help the company grow.

The style of leadership can have a huge impact on the productivity of the company. CEOs that are committed to developing their personal and professional skills are more likely to inspire the rest of their team to become better too.

The true impact of business coaching is evident in how the business is managed and what business decisions are made. However, acquiring soft skills like interpersonal communication and improving teamwork can go a long way in achieving organizational success. 

optimize the benefits of ceo coaching

How to Optimize the Benefits of Coaching

There are a variety of reasons why CEOs use a coach. Some turn to coaches for sound advice in solving common issues that face their company. A few others use a coach to help develop a smart and well-planned strategy for their business’s long term success. 

The best way you can optimize the benefits of coaching is to identify what you want to achieve first. This will help you both achieve accountability with every coaching session, so you can achieve your strategic goals. 

CEO coaching is a win-win situation for your business. It helps business leaders learn new skills and a new perspective on how to handle common business responsibilities. In the end, it is a good investment to allow your business to flourish because a company (or team) is only as good as its leader inspires them to be.

In fact, the most successful CEOs are the ones who are diligent, open to learning new things, and constantly seeking growth and development. 

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Coaching People Development

Trust in the Workplace: 6 Steps to Building Trust with Employees

Trust in the Workplace: 6 Steps to Building Trust with Employees

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steps to build trust in the workplace

The Importance of Building Trust in the Workplace

Trust is the core foundation of any relationship, be it social or professional. Trust in the work setting is vital for the organization’s culture and success. Without it, people will easily feel disengaged and discouraged, and this could mean disaster for any organization. With that said, building trust in the workplace means bringing a culture of honesty, respect, and a sense of psychological security for everyone. It helps people, regardless of their position in the company, feel safe and happy about their roles in the organization. 

However, trustworthiness does not happen overnight. Rather, it’s a long and continuous process that needs everyone to be involved. As a leader, it is your job to cultivate this kind of culture in your workplace, from all levels and across all departments. But how do you do this?

importance of building trust in the workplace

Tips for Building Trust in the Workplace

Here are some key points you need for building trust in the workplace. 

Listen More Than You Speak

Understand that each employee is a unique individual who has his own idea and opinion. They have their own expertise and experience that they bring to the table. 

When communicating, listen actively to what they have to say. This shows you are fully connected and interested in understanding their situation or opinion before reacting or answering. Active listening will leave you with a happier relationship with everyone in the workplace. 

Thus, it is important that you instill this trait to each member of your company.

You can improve your communication skills by engaging in active listening training. This includes making a deliberate effort to ask each member of your team to speak their mind and encourage them to elaborate on what they have to say. Listen to both positive and negative feedback, and show them you are open to their feedback whether you agree with them or not. 

Empower your team with trust

This may sound like a no-brainer, but many managers fail to take this first step. Showing your employees that you trust them is a huge deal – pretty empowering. And in most cases, they will reciprocate it.

You can do this by giving them autonomy on tasks and projects that you have given them. 

You can also give them extra responsibilities. 

Also, you can encourage growth through professional development. One good example of this is to invite them to be part of important meetings that they wouldn’t normally attend. Say for instance you need help in your marketing and sales plans. It would be wise to take a sales rep with on-the-ground experience to the meeting and ask him/her for his insights. This person will remember your gesture and you may benefit from their experience. 

Cultivate accountability

If your team often suffers from poor work quality, missed deadlines, repetitive errors, and lack of trust, then that is a sign of accountability problems within the team. 

Remember that there will be no top-class management without accountability. Thus, the success of your team and the trust within each member of the team depends on the leaders being accountable for themselves and cultivating accountability with the team. 

Remember, trust is earned not given. Thus, building trust in the workplace means leaders must acknowledge their shortcomings as well. This will encourage employees to follow your lead. Walk the talk. 

Inspire with authentic leadership

A boss manages employees and tells them what to do. A leader, on the other hand, teaches employees why and how to do things, inspires, trusts, and values employees. Do not be a boss. Be a leader. 

Authentic leadership cultivates trust and improves employees’ performance and engagement. A good way to lead your employees is to coach them. This means providing training, encouragement and support, especially when they are struggling. Offer words of appreciation on a daily basis too, especially for those who are excelling at their jobs. 

Provide balanced autonomy

Surely, you do not want to be controlled or told what to do at every step of the way in your assigned tasks or responsibilities. Neither do your employees.

Rather than commanding your employees and telling them what to do and when to do it, allow your employees to be at their best by giving them autonomy.

Do not micromanage. After all, you (or your HR department) have hired these individuals for what they can bring to the table. Thus, trust them. Grant them a sense of ownership; give them tools, resources, and boundaries to work with. Encourage them to work with each other and make sure everyone is on the same page. And when they make a mistake, stay calm and tackle the situation head on, help them solve the problem. 

Establish an inclusive and welcoming culture

Your team is a collection of people from different walks of life; different cultures, traits, personalities, and viewpoints. Use this diversity to your advantage by accepting these different values and strengths. 

Create a company culture that welcomes everyone. You can pursue activities and initiatives that create a positive and welcoming workplace for different cultures that will benefit everybody. 

More importantly, establish a company culture that reflects appreciation, respect, and teamwork. Bring them together and give everyone an opportunity to connect with their co-workers. 

Tackle issues that concern your employees, especially issues that are important to them and give them a chance to be heard. For example, you have members of the LGBTQ+ community in your company. Make sure you provide them a safe space to work and give them equal opportunities to grow and develop their careers. 

Likewise, welcome new hires graciously. As a manager, you play a huge role in your company’s hiring process which is vital for boosting the organization’s employee retention. Small gestures like taking them out for a cup of coffee or lunch can help you establish a rapport, which is crucial for building trust in the workplace right from the start. 

tips building trust in the workplace

The Bottom Line

The more you actively work on building trust in the workplace, the more cohesive your workforce will become as a unit. With the right leadership, encouragement, and tools, you will soon have your dream team of people who trust each other and love working with each other. 

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Coaching People Development

Localizing Your Leadership Team

Localizing Your Leadership Team

By Gary Malcolm, Managing Partner of LHH and an accredited Executive Coach

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Localizing The Leadership Team

In my capacity as an Executive Coach, a common challenge that I have heard from international companies in Vietnam is how to successfully localize, “promote from within”, and onboard newly promoted executives into the leadership team. Having supported these new executives over the years, I have seen three common themes emerge around challenges they face with the leadership transition.

Adopting a Two Team Mindset

All individuals that have been identified to be a leadership team member have a fairly ‘cookie-cutter’ recipe for success: be technically excellent at what they do, achieve exceptional performance leading a business unit, and be recognized by the organization as having the qualities and potential for executive leadership.

However, a common misconception is that this winning recipe will also equate to success in the leadership team. Partway into the new role, they default to a focus on their own performance and the success of their business unit to the detriment of the leadership team. What they often fail to appreciate is they are now a member of a new team, and their contribution, perceived value-add and collective success of the leadership team are now of equal.

When I work with an executive, I call this “Adopting a Two Team Mindset“. To be effective, the new executive member must accept they are a member of two equally important teams that are both competing for their time and effort. The imperative is the executive has a shift in mindset, finds the correct time/effort balance, and is conscious of when they slip back into old behavior.

Politics Is Not For Me

Another theme that I have observed from coaching fresh executives is a reluctance to be involved in organizational politics. They typically describe it as a bad practice, or against their values and beliefs, or that it feels inauthentic and manipulative. As such, they adopt an avoidance approach.

Unfortunately, every company has internal politics. As a CEO eloquently put it to me: “It’s just a form of soft influence or an alternative way of getting things done. It is not necessarily a negative, but it’s a necessary part of doing business.”

To be effective, an executive must accept that “playing politics” is a necessary part of being a leadership team member. Therefore, it’s important the executive practices “good” politics which enables them to further their individual and team’s interests appropriately. It’s not always a negative and it is possible to further a cause without compromising values and beliefs.

Am I In, or Part-Way In?

The third and most frequent theme is how organizations onboard locally promoted executives into the leadership team. Typically, it takes the form of ‘part membership’ through attending (some) team meetings, a slightly larger scope of responsibility, or being asked to lead an organization-wide project. It is done under the notion that the executive needs to prove themselves or earn their place.

Often I observe that the executive is not given full access to all information to be able to contribute equally or the decision-making authority to get things done. They are expected to perform at the same level as their peers, yet without the tools and resources to be successful. As a result, they are often on a path to failure.

In this case, I work with executives to have meaningful discussions with their boss on defining their roles, responsibilities and reporting lines, barriers resulting from ‘part membership with the aim of gaining clarity around their pathway to full leadership team membership.

Whilst the above three themes are not an exhaustive list of the challenges facing new leadership team members, they are common barriers to success that are easily overcome.

About Gary Malcolm

Gary is the Managing Partner of LHH Vietnam, and an ICF-PCC accredited Executive Coach.

In his role at LHH, Gary is helping to reshape the Coaching, Career Transition, and Assessment markets in Vietnam; through education and the implementation of best practice and international standards.

Gary’s clients are senior leaders and executives at Global 1,000 companies. He helps them navigate Workforce Transformations – both managing the “pain” of restructures, whilst focusing on the “gain” of developing the organization’s people.

A market leader for the last 20 years, LHH’s services include Career Transition & Outplacement, Leadership Development, Executive Coaching, Workforce Advisory, and Change Management. We are powered by LHH Global’s 385 offices in 64 countries, and our clients are the most recognized brands in Vietnam and all of Southeast Asia.

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Coaching People Development

Why Coaching Works

Why Coaching Works

Why coaching? – It’s good for people, and good for business. It gives you all the benefits of corporate training – except people actually enjoy it and learn from it.

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the value of coaching

Imagine what your organization could achieve if everyone were coached to be their absolute best. – Sure, there are other ways to invest in your people. But have they ever brought someone to tears through self-reflection? Doubt it. Through coaching, your people get to know themselves. Their goals. Weaknesses. Hang-ups. And once they know all that, they can build on the good stuff and work on the rest.

Coaches change lives. And organizations. That’s why we’re here.

The Value Of Coaching

A Business Superpower For Everyone

Why not away days? Bigger bonuses? More vacation time? Those are fine. But they’re not tailored to each person. And they don’t have the same tangible impact.

Coaching is good for people, and good for business. It gives you all the benefits of corporate training – except people actually enjoy it and learn from it.

The personal power of coaching

According to the International Coach Federation (ICF), 99% of people who get coaching are satisfied with it, and 96% would recommend it to others.

Why? Unlike other benefits or training, coaching’s personal. It’s about your people, not the company agenda or corporate tick boxes. Sessions can touch on mindsets, beliefs, internal barriers, self-doubt, perspectives, work issues, home issues – whatever the coachee needs.

They feel more confident. They know what to do in tricky situations. They become better leaders. If that doesn’t sound like the model employee, we don’t know what does.

What’s in it for your organization?

It’s like supercharging your workforce.

Coaching makes them happier, so they’re more likely to stay. It makes them more confident, so they can tackle whatever they face. And it creates a culture of learning, so the coaching goes on outside the sessions.

We’ll show you the proof, too.

Coaching sessions are always confidential. But we’ll send you a monthly report outlining everyone’s feedback. And you can see data on how people are getting on with their objectives too.

All of which means you don’t have to take our word for any of this – you’ll be able to see the progress for yourself.

What is Coaching?

A quick intro to professional coaching

Professional coaching has definitely seen an upswing in recent years as companies grow larger and jobs become more complicated. But what exactly is it, and why might you need it for your team?

What actually is it?

The International Coaching Federation describes coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.

This means that a coach works with a client to define their professional goals and encourage self-discovery, and assists them in designing a plan that holds them accountable for making changes.

A growing demand

The stats alone show that the demand for professional coaching is constantly growing. Rapid changes in the way we work and our business environments has meant traditional methods of developing our companies and staff no longer yield the same results that they used to. As the landscape changes, it becomes a constant battle for employees to stay on top of their shifting responsibilities and goals.

In order to combat this, companies have to start committing themselves to developing their staff and encouraging their growth. Hiring a professional who can be trusted and who knows what needs doing is the obvious answer.

Why Get Coaching?

Why bother with coaching in your business?

The results from coaching will vary from person to person but, whatever your end goal is, it provides a perfect opportunity for both personal and professional development for your team.

Improvements across the board

According to the Harvard Business Review, ten years ago coaching was mostly used to fix toxic behavior. Nowadays it’s used for all manner of reasons across whole companies, not just at the top.

Whether it’s developing high-potential staff, helping to facilitate transitions, or encouraging someone in a new role, coaching is a way of supporting your team and promoting a positive environment.

Results for the long-term

It used to be that staff would be sent on short-term improvement courses, but this often only promotes a short-term change. In order to see long-term development, managers and leaders need to consider an approach that works to change internal thought processes and patterns. That’s where coaching can help.

As coaching grows, more studies are undertaken and the takeaway from them is that you can expect to see a marked improvement in your team’s positivity and productivity, their confidence and their ability to adapt and be flexible, and their attitude when it comes to facing challenges or obstacles.

Source: Ezra

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Career Transition, Outplacement and Mobility Coaching People Development

Reskilling the C-Suite: Leading into the Future

Reskilling the C-Suite: Leading into the Future

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C-suite executives are not being asked to personally match the reskilling demands that are being placed on other levels of the leadership hierarchy. There are some very basic things senior business leaders can do to ensure you are transforming yourself at the same pace and magnitude as you are trying to change your organizations.

I have always considered myself digitally literate.

I’m comfortable using all my tech devices and know my way around social media. In my position at LHH, I have regular and informed conversations with other senior leaders about things like artificial intelligence, machine learning and the blockchain.

So, when I agreed to take a digital literacy self-assessment a couple of years ago, I wasn’t all that worried about the outcome.

Turns out I should have been at least a little concerned.

The self-assessment is part of a foundational digital literacy course for executives offered by General Assembly, a sister enterprise to LHH in the Adecco Group. To my great surprise, I found out that there were several areas of digital knowledge where I just didn’t know as much as I should have.

That’s a tough realization for any executive leader. How could I be lacking in skills and knowledge that are so essential for success in the current business environment? That question strikes deep at the heart of a much bigger issue: the collective failure of executive leaders to engage their organization in reskilling and upskilling.

Unless you have starved yourself of all business news, you’ll know that the world is facing an enormous skills mismatch that could possibly leave tens of millions of working people around the world out of a job. Too many people are trained to fill jobs that are quickly disappearing; too few have the training and skills to fill the jobs of the future.

None of us can say we haven’t been warned.

From Oxford University and MIT, to the World Economic Forum to McKinsey, Gartner and PwC, the world’s leading strategic business thinkers, consultants and researchers have been warning us for years now that technology and the demands of macro forces like climate change are going to make many jobs completely disappear. Without urgent and focused investment on reskilling, there are going to be millions of people unable to earn a basic living.

And yet, in our client conversations and through all the available data we see at LHH, it’s quite clear that we’re not taking the action needed to address this urgent problem.

A recent survey by LHH of more than 2,000 hiring decision-makers from around the world found that less than half (47 percent) believe their organizations are trying to identify their employees’ transferrable skills so that they can be reskilled to fill future job openings. And only one-third are confident in their organization’s ability to deliver reskilling and upskilling programs

No matter how you cut it, those responses prove that we are just not meeting this challenge head-on.

So, why are the senior-most leaders failing in the face of the greatest human capital challenge in many generations? After considering all the possibilities and talking at length with leaders all over the world, I’ve come to believe that business executives fail to provide reskilling for their people because many of them are in desperate need of reskilling.

Many years ago, earning money as a student, I worked on an IT help desk that, on many occasions, required me to attend to the offices of C-level executives to help them with computer problems. Although some of these problems involved legitimate failures of hardware or software, in many other instances it was a case of executives not possessing even the most elementary knowledge of how to operate and utilize their technology devices.

Given that technology has a much larger role in all our lives today, the problem is just as bad, or maybe even worse now than back then.

A recent article in the Harvard Business Review noted that while survey data is showing that the pandemic has accelerated the pace of digital transformation at most large companies, C-suite executives were not being asked to personally match the demands that were being placed on other levels of the leadership hierarchy.

The authors of that article analyzed job postings for C-suite positions across a broad swath of Fortune 1000 companies. The study found that while digital skills were very much table stakes for chief information and marketing officers, only 60 percent of postings for CEOs and 40 percent of advertised jobs for presidents included digital skill requirements.

This data is a pretty graphic example of the disconnect many executives have to the reskilling equation. We all understand reskilling is a key to transitioning people out of redundant jobs into more sustainable jobs in the digital economy. But many of us just don’t know how to make that happen because our own skillsets are lacking and the people around us are loath to tell us how far behind we’ve fallen.

Fortunately, there are solutions we can employ. In short, it’s time for executive leaders to start changing the way we approach our jobs. It’s not just the pressing need to acquire more and better digital skills; we need to start building cultures where the people around us can provide us with honest feedback, so we know where we need to do better.

When you’re at the very top of an organization, it’s unlikely that someone else is going to tell you that you need to up your game. You must find the motivation within yourself to identify those areas where you need to upskill or even reskill. There are some very basic things you can do to ensure you are transforming yourself at the same pace and magnitude as you are trying to change your organizations.

Get out of the echo chamber. One of the biggest problems that C-Suite leaders have is that if they get any feedback – and many do not – it’s not honest or frank. The hierarchies in many companies ensure that the senior-most leaders are never in a position where their performance is being critiqued. As C-suite leaders, we should seek that kind of feedback and be willing to act on what we hear.

Get a coach. I remind C-suite leaders who eschew coaching that all the best elite athletes in the world, both in team and individual sports, rely on coaches to help them perfect their technique and fortify their mindset. Coaching helps us confront and reflect on our shortcomings and focus on corrective courses.

Use a coaching mindset when leading others. One of the greatest parts of having a relationship with a coach is that it will teach you how to use a coaching mindset to get more out of the people you lead. A coaching mindset ensures that you do as much listening as talking, and that you inspire others by showing your confidence in them. A coaching mindset, or a reverse-mentoring approach to leadership, not only helps you embrace your own skill deficit, but it will help you start conversations with other members of the executive team who might suffer from the same problem.

Future-proof your own skills to help guide your organization. Even though you’ve reached the C-suite, you still have a lot to learn. If you want to build an organization that embraces change and welcomes reskilling, demonstrate that you embrace it in your own job. Take a digital literacy course, register for some Harvard short courses, make sure you are constantly reading books and news to keep up on what’s going on in the world. Show the people you lead that continuous improvement through learning is baked into the culture of the organization at the highest levels.

There is no escaping the pressing need to reskill and upskill to meet the future of work head on. Change is coming. And business leaders must demonstrate that they are adapting to the seismic transformations that are unfolding today and those that are unknown to us now but which we will face soon.

If you want your organization to follow you fearlessly into that future, you need to not only tell them what they need to do, you need to show them you can take your own advice. Only then will you be able to find yourself on the right side of the upskilling challenge.

digital transformation

“The overwhelming response from employees is the positivity in feeling rather than outcomes being dictated to them they have more control of their own destiny,” he says.

This article was originally published in C-Level Magazine on May 13, 2021.

To learn more about developing a renewable workforce, visit https://lhh.com.vn/the-new-roi/

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