• To What Extent Are Your Leaders Effective?

    Please rate your leaders on a scale of 1-10 (Low to High) for the following 9 questions, indicating their effectiveness in each area. While individual leaders may score differently, it is important to focus on the average performance of your leadership team as a whole. Question 10 pertains to your company's effectiveness in developing a sustainable cultural ecosystem that can adapt to the evolving demands of the modern workforce.

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  • The fundamental underlying truth about leadership is that your ability to lead others is limited by your capacity to lead yourself. Consequently, continual personal development is the minimum requirement for success, and key to building the fortitude of character required to eventually lead change. 

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  • Leading with unwavering energy is a significant challenge in leadership, even during moments of low personal motivation. The outdated concept of time management can be replaced with focused intention and in managing the four domains of energy. This holistic approach empowers action, promotes well-being, reduces stress and maximises peak personal performance.

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  • In today's business landscape, successful leaders must embrace collaboration, equality, and diversity. They proactively challenge perceptions, foster understanding of differences, facilitate acceptance of unpopular decisions, and help people see new perspectives. Cultivating self-confidence and recognising intrinsic values in self and in others are essential skills to hold people accountable in many diverse situations... Choosing the appropriate assertiveness approach from your repertoire is a key success factor and will nurture a high-performance team.

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  • Emotionally Intelligent (EQ) leaders have the ability to regulate, cognize and leverage emotions from higher consciousness to energise oneself and others. They actively practice Motivational Intelligence (MQ) to convert in self and arouse in others intrinsic significant future meaning to extrinsic goals, events, situations, and communications. They are self-aware, cultivate and leverage their Adversity Intelligence (AQ) to minimise the refractory period from personal set-backs when EQ and MQ are misaligned, and are emotionally resilient at turning perceptual losses into intuitive wins to manage EQ and raise MQ.

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  • Effective leaders promote candour and open dialogue within their team, they embrace leadership vulnerability to foster trust and authenticity. Using powerful questions, they practice active listening to understand emotions, values, and facts. They learn the ability to cultivate perspective thinking, and communicate clear expectations that seek win-win outcomes... They encourage exploration, learn from perceived failures, and replace blame with curiosity to develop a safe cascading micro-culture.

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  • Developing high-potential next-generation leaders is vital for organisational stability. However, every individual, regardless of title, has the capacity to influence, therefore developing a coaching culture for all, will raise the emotional intelligence of the entire organisation.

    Balancing transactional on-the-job training with transformational personal development improvements, underpinned with accountability, will also serve to overcome the vast problem of promotion based solely on current role competence.

     Shifting habits, not just increasing awareness, is crucial. Science-based habit activation drives measurable and sustainable behavioural change.

     For individuals’ growth is to feel a sense of ‘whole-person’ self-growth and competence through the trust and certainty they are developing skills, self-knowledge, self-awareness and mindset in meaningful ways that enrich their whole life, their team, and the customers experience.

     

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  • Research consistently demonstrates that empowered teams are more productive and proactive, provide superior customer service, where individuals within the team actively practice discretionary effort and exhibit greater job satisfaction.

    Empowerment is the gradual development and realisation of a person's awareness, skills, knowledge, confidence, and ability, gained by a recipient, who is influenced and encouraged by another. Delegating clear objectives and direction while allowing employees to set their own time and work goals aligned to the business needs, with the most approrriate feedback mechanism.

     For the individual it is to feel a sense of contribution and commitment through being trusted with the autonomy to perform creatively, in recognition I have emotional permission to include my unique talents to the diversity of my team.

     

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  • Leadership is not a title; it is a behaviour reflected in one’s team, where performance is 'always' a by-product of purpose.

    Leaders give emotional permission through their actions to drive behaviours in others, those behaviours drive culture, and culture drives high performance, enhanced only through collective purpose and shared values.

    Leaders need to communicate often and openly about purpose and create a feeling of succeeding and failing together as a pack. Quite simply, having a sense of collective purpose makes us neurologically and physiologically better together.

    For the individual it is to feel a sense of connection and significance through being trusted to contribute to something much greater than themself, that Inspires their teams’ collective emotions to collaborate for the sake of each other, the community, and the greater good.

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  • Leaders who embrace openness to new ideas and approaches, exhibit flexibility to change their own opinions, and create a safe environment for improvement suggestions and trial and error, play a crucial role in delivering strategic execution.

     Employee engagement fails when it relies solely on top-down directive communication and excludes genuine two-way interaction. Energising people requires changing attitudes and mindsets through inclusive strategic thinking, involving those responsible for execution. When people are involved in planning, their buy-in to strategy execution increases.

     Leaders need to create space for open questions, curiosity, and idea exploration to promote meaningful engagement and avoid imposing 'compliant' improvement plans. 

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  • Leverage your culture by shifting the emphasis in people from a state of DOing to a state of BEing, move the Ego Me's in your team to the Collective We as a team, and position the organisation to stop focusing on the Past present reality to continually focus on the Future present reality.

    Future proof through a self-fulfilling talent management pipeline & succession plan shifting from ‘Performance to a Contribution Ethos'. Developing a coaching culture.

    Navigate cultural diversity complexities by shifting managers approach from ‘Communication to Connection Purpose’. Continual outcome oriented dialogs.

    Raise the emotional intelligence of the entire organisation where the majority are passionately attuned to new vibration / reality / future. Top down autonomy.

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