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Guide Coaching at Work: Powering your Team with Awareness, Responsibility and Trust

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Reviews "… a gift for the nervous beginner: the author writes clearly but not condescendingly. In he founded Peak, and has since worked with a host of clients throughout the UK and Europe, developing team coaching interventions for organisations as diverse as Toyota Europe, British Bakeries and the City of Edinburgh Council. Matt understands that the majority of individuals are working with their true potential locked away.

He believes that coaching provides a simple yet elegant key to this lock, and that releasing potential in this way could transform the performance of all organizations. Matt is a regular speaker, a Fellow of the CIPD and the author of many important articles on coaching. He is the author of Coaching in a Week Free Access. Summary PDF Request permissions. PDF Request permissions.

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How to keep your team motivated

Trust requires risk. Leaders must resist the urge to control and play their cards close to the vest. Complexity is the number and variety of factors a leader must consider and their relationships with one another. We are overwhelmed with data, and many times it is too vague or inaccurate to breed a sense of confidence. When dealing with complexity, a leader builds trust by leveraging the skills and abilities of team members. They involve others in solving problems, bringing their best and brightest to the table to help figure out these complex issues.

High-trust leaders know that the answers to their most frequent business challenges often lie with the front-line people who deal with them every day. A good team axiom is no one of us is as smart as all of us. Ambiguity refers to the lack of clarity about how to interpret something. Information may be incomplete, the truth may be indiscernible, or the data may be contradictory.

Servant Leadership

Fuzziness, vagueness, and indecisiveness reign in times of ambiguity. To build trust, leaders must be clear on the vision and purpose of the organization. I believe that high-trust leaders are uniquely positioned to successfully navigate their teams through the waters of VUCA. People are craving leaders of integrity and truth. They are searching for anchors of confidence and hope during turbulent times.

Leaders who act in trustworthy ways build trust with their teams and gain their commitment and loyalty. Posted on June 23, by Randy Conley. Change , Leadership , Trust. Your laboratory is an organization with hundreds of leaders at varying levels, and with technology, you can watch and listen to them hours a day over an extend period of time.

Sort of like the TV show Big Brother , except corporate style and minus all the drama-filled antics. Essentially you get to observe the species Homo Sapiens Laederes in their native environment. Your quest is to learn the behaviors that make servant leaders stand out from the crowd. In a noisy world where a few celebrity leaders grab the headlines, and everyone tries to copy-cat their way to becoming an overnight leadership success, servant leadership has withstood the test of time as a tried and true approach to effectively leading people and organizations.

You would observe at least five key ways servant leaders are different from their counterparts. Research about the effectiveness of servant leadership is plentiful and the traits of a servant leader are common sense, albeit not common practice. Posted on June 9, by Randy Conley.

Leadership , Listening , Servant Leadership , Trust. My little tree growing strong without the help of a stake. A few years ago, my father-in-law passed away after a prolonged battle with cancer. My wife decided that she wanted to plant a tree in our backyard as a way for us to remember the good memories of his life. Watching a young sapling grow into a healthy and strong tree evokes positive emotions and a sense of well-being.

Focusing on the growth of new life is cathartic and healing for the soul. When we purchased the tree from the nursery, it was staked to a large wooden pole to help it stand upright. Sometimes they need additional support along the trunk of the tree while they establish a strong network of roots.


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I had every intention of removing the stake after the tree became rooted where it was planted, but…life happened, I got busy with other priorities, and before I knew it, two years had passed by and I had forgotten to remove the stake. As I researched this topic, I learned that a tree needs to bend and sway in the wind for it to develop a strong trunk and root system.

The wind forces the tree to entrench itself further into the earth to withstand the forces of nature. Leaving a tree staked too long can weaken it and prevent it from reaching its full potential. Strong winds make strong trees.

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The same principle is true in our personal and professional lives. Experiencing the strong winds of life makes us strong and resilient…if we choose the path of growth. The strong winds can also break us and stunt our growth if we stake ourselves to people, places, or things that provide a false sense of support and stability.

In the workplace, leaders can unwittingly shield their team members from strong winds.


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  4. We can engage in behaviors that appear to be helping or protecting our people, but are preventing them from becoming resilient and strong contributors. Here are three strategies we can pursue to develop resilience in our team members:. Back to my tree…I removed the stake and have been closely monitoring the tree as it has weathered some recent stormy weather.

    Posted on May 26, by Randy Conley.

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    Challenges , Leadership , Resiliency , Strength , Trees. Leaders who are wise in their own eyes seem to be the ones who get the most attention in our world. They capture the news headlines, private equity investors, and achieve personal wealth and fame.

    Yet a number of research studies have shown that humble leaders are more effective at bringing people together, marshaling resources toward a common goal, and accomplishing organizational objectives. One study showed that firms led by a CEO who scored high in humility developed management teams that were more likely to collaborate and make joint decisions, share information openly, and possess a shared vision.

    So how can we develop humility in our leadership? Do you see a person wise in their own eyes? There is more hope for a fool than for them.


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    My life experience has been that leaders who are wise in their own eyes eventually suffer a downfall.