An ideas exchange about what makes leadership at all levels in an organisation really work.
The Coach (Leader) deserves no medal! How much are you (as a leader, coach, peer, individual-contributor, etc.) doing for your team to earn a GOLD MEDAL?
The Olympics in Rio closing ceremony took place last week and it is now history! I know you must have read hundreds of articles, stories and analogies linked to leadership but Olympics being a great example of the outcomes of good coaching and dedication to practice, I would like to bring another one and relate it to the ‘coach’ itself.
Did you know that the coaches deserve no medals? They don’t! (I concede didn’t know that!)
This is the third of three Posts on the subject of Performance Management and how the leader can drive for results with coaching. Post #3 – Reviewing Performance. The other two are Planning Performance and Supporting Performance.
What does reviewing performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of coaching for reviewing performance. I then draw on the experience of two senior leaders I have worked with and observed in action.
This is the second of three Posts on the subject of Performance Management and how the leader can drive for results with coaching. Post #2 – Supporting Performance. The other two are Planning Performance and Reviewing Performance.
What does supporting performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of supporting for performance. I then draw on the experience of two senior leaders I have worked with and observed in action.
Como aumentar as suas chances de sucesso? Esse foi um dos tópicos discutido com estudantes de duas universidades do Brasil.
Na minha estada no Brasil, tive a honra e o privilégio de ter sido convidado para conversar com os acadêmicos de duas renomadas entidades de Ensino Superior na Região Sul do Brasil, Univille e o Instituto Federal Catarinense.
Nessas sessões, tive a oportunidade de conhecer grandes mestres/professores e acadêmicos extremamente interessados, preparados e focados em seu desenvolvimento – uma inspiração para mim!
No convite, a expectativa inicial era para que eu falasse sobre minha profissão. Porém, devido ao termo de confidencialidade que mantenho com o projeto do qual hoje faço parte, busquei outro tópico.
This is the first of three Posts on the subject of Performance Management and how the leader can drive for business results with coaching. Post #1 – Planning Performance. The next two are Supporting Performance and Reviewing Performance.
What does planning performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of planning performance. I then draw on the experience of two senior leaders I have worked with and observed in action.
“Either you work hard for it, or you don’t work hard for it. Well, me and my brother, we work hard for our stuff. It don’t come easy. In life, you have to work. Either you want to be the shark of the ocean or the fish of the ocean…strength, no weakness!”
Do you want to be a Shark or a Fish? Check out the motivational wisdom of this nine year old on YouTube “Don’t Put Yourself Down, Motivate Yourself, Keep Yourself Up”. See his 45 second motivational YouTube Video that went viral on Facebook.
How do you successfully adopt leadership behaviours when you have no direct reports and no mandated leadership authority? This is the challenge for a group of internal change consultants I worked with recently.
I recently had the bizarre experience of flying into Switzerland, staying in France and working in Germany all in one trip. Such are the eccentricities of international business I covered the three countries three times each in a 48 hour period. I was there as part of a team delivering a programme of leadership behaviours for a group of internal consultants from a multinational firm. What we learnt from this group was to challenge the view of the traditional hierarchical nature of leadership.
We follow the fortunes of a senior leader in China over a four year period as she learns and applies her coaching skills in three different and progressively more senior job roles and ends up Managing Director of a significant business unit with full P&L responsibility.
I first started working with the Top Team at Maersk Line East China Cluster (PRE) in Shanghai when I visited them in April 2011 to kick off the Coaching Master Class program. Caroline Wu was a member of the senior management team and starting out on her coaching journey.
I was very fortunate to be working with Caroline at that time. She translated my facilitator guide into Mandarin for the train-the-train roll out of the program. She also co-facilitated the program with me the following year for the North China Cluster (PRN) in Qingdao.
Here she reflects on that journey four years on. Caroline has been promoted twice in that period. I was lucky enough to capture her thoughts on her coaching journey at each stage. What has she learned along the way? What can we learn from her experiences?
Continue reading “Leadership Interview: Caroline Wu ‘My Coaching Journey’”
It is not OK to miss deadlines. It is also not OK to meet a deadline by impacting negatively on quality. How I learnt to balance impatience to produce results with a need to focus on the quality of the outcome.
During the early start of my professional career, I gave a lot of value to get things done fast. I was an impatient operator whose only focus was execution with acceptable results. Now, ‘acceptable’ is very subjective word that can have a lot of different meanings depending of the one who use it. Later I found out that acceptable results often lead to rework. Continue reading “Procrastination and Creativity”
In this article I share my personal perspective of women as professionals and what I dream for my daughter’s future in business. I want her to be respected by others for what she is, for what she knows and for her to become a successful business woman. That is the dream I dream for her!
The future of children is every parent’s lifetime project. In this article I share a short story about my Mom, the dreams I have for my daughter and how this is linked to my leadership style and women in the workforce.
Continue reading “Dreams I Dream for my Daughter. A Successful Business Woman.”
