Tag: effective leadership

Trust the values-based currency

Written on .

Trust is the currency of strong values, successful service delivery and great relationships and organisations are twisting themselves into knots to find out how to empower their employees. Put simply, we at Change2020 work hard to build trust and break down barriers in order to help transform organisations, teams and individuals. However, when the level of expectation between two parties differs it can lead to an inherent conflict of trust that is difficult to overcome. While this may seem straightforward, the question for leaders’ is: do we really demonstrate trust in our people, despite what we say?

Continue reading

Unexpected Outcomes

Written on .

When going on holidays, most of us have some kind of plan and or things we would be interested in seeing; experiencing or doing.  At one extreme, some people plan their holidays with ‘laser precision’ – organising daily accommodation; restaurants and activities.  While others may know the towns or cities they will visit – and that’s about it. Whichever approach, travel leads to both expected and unexpected (my favourite) outcomes.

Unexpected outcomes also come about when we are coaching individual leaders. When coaching an individual, we often start with a diagnostic [to gain data], and as an input to the development objectives.  During the six to 12-month coaching program we work with the individual to ensure that development objectives are met (if not exceeded).  And often, the coaching program leads to unexpected outcomes.

Continue reading

Effective leadership – it IS all about you

Written on .

When Paul walked into the office, he rarely established eye contact and seemed to ignore people around him. He was known to simply walk away if asked trivial questions and would often seem distant and distracted during meetings. Feedback or direction from Paul was similarly vague and unhelpful.

Sadly this “absentee” behaviour was not a one off. Yet people around Paul continued to accommodate him or modify their own behaviour to make up his level of disconnection. Why? Because Paul was the Executive General Manager.

As change consultants, we encounter a number of leadership styles, including leaders like Paul: leaders who are either unaware of the damaging impact of their indifference, or choose not to care. They have the title (and rewards) of a leader, but for one reason or another, don’t exhibit the qualities of a good leader.

Continue reading