The Melbourne Business School has this year launched the Centre for Coaching in Organisations (CCO) - providing a comprehensive set of solutions to client issues in a wide range of private sector, state sector and NFP organizations. The Centre for Coaching in Organisations brings together one of the world's leading business schools with a highly successful Australian executive coaching practice. The Director, Ann Whyte has selected Coaches from NZCMC as the NZ based providers of executive and team coaching solutions for the CCO.
CEOs want their senior team to 'be strategic'. Managers aren't being promoted until they 'become more strategic'.
Everyone would agree that leadership and strategy are desirable, but what does being strategic really mean? These buzzwords are mentioned daily at work but often misunderstood. Good leaders are offered little guidance on how to become more strategic and how this translates to day-to-day work.
Taking on a leadership role in a new organisation is a huge transition and leaders often place unrealistic expectations on themselves.
Make a good impression! Understand everything! Make decisions fast!
Take care with these expectations - they can trip you up;.
One of the worst blocks to achieving big brilliant goals are when leadership groups fail to function as a team.
- Executives compete for airtime in leadership meetings.
- Innuendos and sarcasm bubble to the surface.
- One strong voice holds the floor, silencing the others.
- Small clusters take their gripes to each other after the meeting.
- Heads nod in agreement but everyone resists actioning the decision.
These descriptions will be familiar territory for most managers across the globe.
"We just keep going around in circles?" - a common complaint leaders make about their teams.
Top teams are full of bright, successful people but still they feel stuck. Recent research finds that CEO's frequently challenge individuals but don't challenge the team as a whole. Too much is asked of senior managers for divisional results and little or no expectations are placed on leadership team performance. Here are common traps leaders fall into at the executive table:
It's hard to make time to review at the end of the year - we all get overrun finishing projects and tidying up the goals we set for 2011. The holidays have been and gone and hopefully you have been able to relax 100% and let work go.
Now is the best time to refocus and ensure 2012 is a forceful and enjoyable year.
Here are three questions to add some sparks to February. You really should be able to answer yes to all three:
1) Do I have a crystal clear understanding of my core values for my life and for my leadership?
As part of fulfilling our responsibilities as global citizens, every year NZCMC likes to do a piece of work in a developing country.
Last year, we were invited to deliver our Professional Mentoring & Workplace Coaching Skills course to a group of 12 managers and leaders of conservation NGOs (non governmental organisations) in Pohnpei.
There are core differences between managing conversations and coaching conversations, and it is often hard for a manager to switch roles and truly function as a coach with their own staff.
The 3 most common pitfalls that managers tell us they fall in to when coaching are advising, reassuring and losing objectivity and/or neutrality. Have a look at these and see if you recognise them.
CCS Disability Action are launching a mentoring programme for their members in the disability community.
This programme will be a first in Aotearoa / New Zealand - where disabled people have training in mentoring to support and mentor other disabled people.
The mentoring programme has been sponsored by CCS Disability Action and championed by an enthusiastic Ruth Jones with assistance and co-facilitation from the NZ Coaching & Mentoring Centre who are delighted to be part of this ‘leading the way' initiative.
Guest article by Professor Peter Hawkins: Professor of Leadership, Henley Business School
The myth of the perfect CEO or perfect leader is prevalent in many organisations, sports teams and indeed even in the politics of nations. We expect more and more from our leaders. We invest such hope in their miraculous powers to turn things round, but then are quick to criticise when they do not live up to our unrealistic expectations.