Leaders’ words shape their identity

“We lift our gaze to not what stands between us, but what stands before us” – Amanda Gorman, American Laureate. The capacity to spot and emphasise what is good among disappointments and failures is one of leaders’ great assets. Criticising comes easily when you are on the receiving end of poor service or poor leadership.

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

Don’t get off a train moving 100km an hour

“Life doesn’t get easier or more forgiving, we get stronger and more resilient” – Dr. Steve Maraboli. What a year it has been. In these last few months, many of my clients are making significant changes to how they do business. Pandemic responses have been normalised and volatility, turbulence, disruption, disasters, political and social unrest still permeate everyday interactions. It is easy to see that leaders would be challenged to function well, along with everyone else. How have you fared?

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

Why losing out doesn’t always equal rejection

“Every time I thought I was being rejected from something good, I was actually being redirected to something better” – Dr. Steve Maraboli. This past month, both in Aotearoa and internationally, has seen high stakes rugby matches, elections, and high level appointments made. One of the downsides of high level sport, job interviews and political election is that there is only one winner. 

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

The Power Of Exquisite Moments

Amidst the relentless tough news of the past months, COVID restrictions, uncertain futures, worrying headlines, and political nitpicking, I met with a group of my professional peers last week. This meeting was our first face-to-face meeting after a year of Zoom meetings. The group atmosphere was warm and appreciative of simple human connections recognising years of working together, yet arriving in this new and fresh moment. We had broadened our lens on what was happening in the world and focused...

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

Know Where You Stand – Emotional Pain and Leadership

Discovering you were closer to someone in your team than they were with you can hurt deeply. This hurts even more when you realise that others knew this before you did. When information within informal networks of interpersonal relationships overrides formal structures, trust is broken. Emotions run high as the true structure of relationships are revealed. You know where you stand, and how close or distant others are in relation to you. Remember Carlos Ghosen, Chair of Nissan, Japan and...

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

The Language of Leadership – I, We, You

Three little words you, we, and I.   What’s in a word? Remember research from Dr Albert Mehrabian from UCLA in the  1960’s? Mehrablan identified that the power and effect of any communication came from:   Words 7% Body language 55% Emotional tone 38%       Accurate or not, Mehrablan’s research provides food for thought. One implication is while words are 7% of any communication, each of those words is likely to be important. the emotional tone you communicate...

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

The Executive Presence Triangle

Have you ever felt completely swept up by what is going on in your organisation, and can’t think straight, let alone lead? Have you ever felt so vested in an outcome, you want to control how things happen? Or have you found yourself isolated and removed, and relating to those around you is entirely secondary. Executive Presence is the capacity to relate to those around you and lead in the current situation.   This Executive Presence triangle is an effective...

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

Executive Presence: Increase Your Influence

How well do you speak the language of results? Do you want to be more influential? Do you want to inspire others to success? The SSC 2016 Leadership Insights survey revealed 44% of leaders were not strong in influencing, inspiring or motivating others. What are the secrets the 56% who are strong in this area? There are the secrets you need to know: Leaders who influence and inspire others have a particular secret. They talk results. They talk about their...

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It

Who Are The Real Leaders?

Group theory has two main sources of direction in groups. One is leader-led, where the leader provides context and gives direction then the group works on how to implement that. The second source of direction is group-centred, where the group warm-up comes out and significantly shapes the direction. When the two warmups clash and one or other side becomes intractable, mutiny or rebellion as in industrial action or leader-staff divisions result. When leaders accept the emerging direction of the group,...

Continue Reading > Share to FaceBook Share to LinkedIn Tweet It