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Newsletter: September 2010

Most leaders are lacking in self awareness, which is having serious implications in the workplace. Research by Human Synergistics has found Australian and New Zealand leaders honestly believe they are being supportive and encouraging but their staff report they are stressed and controlling, forcing them to compete and to shift the blame for any problems. Leadership is not easy but there has to be an explanation for the disconnect.

Lack of self awareness is the key problem, recognising how their feelings are impacting others; but their staff report a lack of awareness as to how other people are feeling and thinking; plus a lack of understanding about what they need to do to bring about the outcomes they want to achieve. Leaders are clearly not having the effect on staff they believe they are and are likely to be seriously disappointed in the performance of those employees.

There are solutions: these are interpersonal skills, emotional intelligence skills that can be developed. The evidence is compelling - read too what managers themselves think about the kind of leadership behaviours that drive results.

What leaders do: their impact on staff and why it matters.

Ask managers in leadership programs, 'What makes a leader?' and they start listing qualities like: 'they instil confidence', 'good at building relationships', 'they respect people', 'you feel you can trust them'. Few would dispute these qualities; they're attributes that most leaders themselves probably would like to claim.

Now ask these aspiring leaders to translate those qualities into behaviours, what the leader actually does that instils confidence' or shows they are respectful of others, or that you feel you can trust them, and they find specific behaviours more difficult to define.

Take these examples: 'instil confidence' means they encourage people, extend challenges, they're calm even when there's a crisis; 'good at building relationships' means the leader involves and links people, makes people feel valued; 'respecting people' means the leader listens to people, acknowledges ideas and never condones disrespect amongst others; 'trustworthy' means they're honest, they follow up on things, they honour confidentiality.

Invariably workshop participants acknowledge that they are describing an ideal leader, a composite figure built from the shared experiences of group members - and seldom encountered. Within this exercise lie the seeds of disconnect: a potential gap between admirable qualities of leadership and the specific behaviours that define them.

Read the article >>>

Coaching Skills for Workplace Leaders

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Now offered as a Public Program through
The Aspin Group.

New Date:

Day One Wednesday Sept 2

Coaching skills provide fundamental communication skills for working effectively with your staff: skills for clarifying direction, negotiating responsibilities, establishing goals and timeframes, giving feedback – all within a framework that clearly establishes accountability.

Registration Form >>>

Building Interpersonal Skills

Interpersonal skills, Emotional Intelligence (EQ or EI), can be defined as the ability to understand, manage, and effectively express one's own feelings, as well as engage and navigate successfully with those of others can be learned.

Contact us to discuss how emotional intelligence assessment and coaching might be able to improve communication and relationships in your workplace.

Enticement

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Be the first to send a review we use, and we'll reward you with a copy of '2 Way Feedback'.

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The purpose of this Newsletter

Positive Change Consulting shows people how to build great leadership, manage change, improve teamwork for business productivity – and restore balance to your life.

In this newsletter we aim to alert you to the latest research into leadership, report people-related workplace news, suggest ways for encouraging staff involvement to improve your business and alert you to the things we are doing and the services we can offer you.

Disclaimer: any links provided are for your information only. They do not consititute an endorsement by us. So, please ensure that you fully investigate any materials/offers/information presented before entering into any contracts or agreements to ensure that they meet your individual needs. Positive Change Consulting cannot accept responsibility for your choices.

Positive Change Consulting

ABN 96 095 506 924

Jennifer McCoy

Jennifer McCoy Director & Principal Consultant

Tony Austin
Director & Administration Manager

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