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Career Strategy, Coaching, Culture, emotional intelligence, Leadership, Other

Perception is powerful. Have you got it under control?

  • Janine
  • 23/07/2019

Leadership is defined as ‘a process of social influence which maximizes the efforts of others toward the achievement of a greater good’.

Notice the key elements of this definition: Leadership stems from social influence, not authority or power. Gone are the days of leadership being about power and control. Those leaders are thankfully, retiring, or realising the new way and making the shift.

So if leadership is about influence, is the way you influence others working for you or against you?

The challenge of leadership is to know the impact of your influence. This insight comes from perception – how you are perceived. How you are perceived colours the thinking of everyone around you and remember perception is reality and it is their reality not yours.

Fortunately, you have the ability to ensure that how you are perceived, is actually how you want to be perceived. If you know how you want to be perceived, you can make the necessary changes in the way you communicate, and behave, to shift perception in the minds of those around you. If we loosely play with McTighe and Wiggins’ model of Understanding by Design; if you know how you want to be perceived, you can design your leadership model to suit.

But you have to know first how you want to be perceived.

You need to know what sort of a leader you want to be, how you want to relate to others and work with them, the types of relationships you want around you and the communication you want in order to achieve that.

It is from here that it is incredibly helpful to know how are you currently perceived as your starting point. So how do you find out?

Well you could conduct a survey. Pick 10 people that you work with, not all your favourites because that would be too biased. The 10 people are mixed up between people you get along well with, as well as those where things are not so great. Design some questions and try your luck with them telling you honestly how they perceive you.

Or, given that surveys are not everyone’s favourite thing to do and your 10 selected people  are unlikely to give you an honest response, mainly because your survey wasn’t anonymous, you could get smarter and look at psychology; behavioural psychology.

In the world of leadership development, we have tools that allow us to evaluate your style. The tool reports back to us, clearly mapping how you behave, how you communicate and how you are perceived all from a 15 minute questionnaire, and it is incredibly accurate. I haven’t had one person say they have been evaluated inaccurately yet!

Now you know, you can move forward.

So armed with this knowledge, you can now move forward. You have the information you need to look at how you are perceived and you can ask yourself: “Do I like it?” You have the information that reports on how you behave, how you communicate, and again, if it is impacting how you are perceived, you can work on identifying the changes that need to be made, to change the way you operate, and ultimately change how you are perceived in the minds of those around you. It puts you back in control.

It is only once you are here, in the driver’s seat of how you are perceived, that you can move your leadership forward. Perception matters. Don’t think it doesn’t. Leadership comes from good relationships and if you are perceived as not caring about others, this will negatively impact any chance of good working relationships. If you are thinking relationships are not important, then you are back to the old ‘command and control’ style and I mentioned earlier, those days have gone.

Knowing how you behave and communicate and how you are perceived allows you to find your true leadership style. I call this having clarity, being clear about your leadership and who are as a leader. From here, your authentic leadership begins to shine. It is from here that you can progress, not only in your leadership but in your career.

Now you have clarity! From here you can progress in your leadership and in your career.

Module 1: Clear of the Elevating Leadership Program is a full day workshop focused on being clear about who you are, your leadership style and how you behave and communicate. We use the psychometric profile, the DISC which is backed up with research,  is easy to understand, and is incredibly accurate.  At the end of the workshop, you will know how you behave and communicate, and how you are perceived. With this knowledge, you can now identify what you want to work on to improve the way you interact with others to improve relationships, communication and ultimately team functioning.

This program is being held on Wednesday 30 October in Melbourne.

More details can be found here: https://coachingfocus.com.au/event/leadership101-t4/

____________________________________

Janine Stratford, is a Leadership Coach and Career Strategist, working with teachers and leaders in schools across Australia and New Zealand. A former teacher and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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Career Strategy, Coaching, Culture, emotional intelligence, Leadership

So whose problem is it really?

  • Janine
  • 21/07/2019

“Leave it with me. I’ll deal with it.”

And there it is. The fatal mistake. Plus you’ve done it in record time. Well done. The transfer was clean and effortless.

 

You have just taken on someone else’s problem.

 

This is perfect, to escalate, or even just maintain, your hero status. Or perhaps you felt they were already busy and you didn’t want them to be taking on more. Maybe you were unsure of whether that area was in their job description. Or, you thought you would do it quicker, or better, or whatever.

 

The bottom line result is:

  1. You have taken on another matter to deal with, adding more to your load.
  2. You have removed the opportunity for someone else to be challenged, to learn and to grow.

 

Congratulations, but it’s hardly a win-win.

 

As a leader it is so easy to take on someone else’s problem. Any member of your team can come to you with a problem and, because you’re the leader, you feel compelled to be there to solve the problem for them. And so after they explain to you the problem you say ‘Leave it with me. I’ll deal with it’. How often have you said those words? They can sneak out so quickly! And you might be thinking you are being so helpful. Perhaps not.

 

So there is one side of your brain saying I’m the hero here I’m going to fix the problem for them. I’m making their life easier. They’re busy I don’t really want to overload them, and after all, I’m the leader, so maybe I should be the one solving the problem, it’s my responsibility.

 

It may be your responsibility in the long run, but that doesn’t mean you are leading well by dealing with it yourself. 

 

But what you’ve done is taken the problem away from them, leaving them without the opportunity to either utilise their skills or learn new skills to solve that problem.

 

Your leadership might have been more focused on the immediate situation and not the long-term plan of developing each member in your team. Yes you might be right, that it’s quicker to do it yourself. But that is short-sighted thinking.

 

Then there is the perspective of your team member to consider, and also what they are telling the rest of the team, as a result of your action. Some may respond to your approach with a viewpoint that, you’re not helping them by taking the problem from them and that you are, in effect, controlling the situation and ensuring that you remain holding the power, not allowing them to have the opportunity to step up and solve the problem and learn and grow in the process. They will feel disempowered, not valued, and definitely feel they are not trusted enough to be left with these problems.  There are others in the team who have strategically come to you with a problem, knowing full well that they could solve it, but also knowing that it’s your style to take the problem on, make it your own, and that you do this to ensure your hero status continues. They are the clever ones here, not you. They have worked you out.

 

We shouldn’t be thinking that any problem is a ‘yours’ or ‘mine’ dichotomy. This is not how a great leader operates. A great leader is consistent. This is key. They have a particular mindset that regards every member of their team as being full of potential and capable and just need the resources necessary for the solution. The great leader’s role then is simply, to help them identify the resources they need and help make those resources more accessible. The problem remains with the team member, but they know they have your support to help find the way forward.

 

This is coaching and it happens through following a framework and asking great questions. It’s not about advice-giving. It’s not about having all the answers. It’s supportive, collaborative and it’s empowering.  According to Deloitte, “organisations with senior leaders who coach effectively improve their business results by 21%.”  Add to this, Google undertook an important piece of research and found that the “single most important managerial competency that separates highly effective managers from average ones was coaching.” Coaching is consistent and it’s was great leaders do every day.

 

The coaching mindset is one where you hold great belief in the individual and their ability and your role is to help them realise that ability and grow. A coaching leader is constantly growing the people around them, not taking things from them from which they could grow, but allowing them to sit with the problems, explore, ruminate, find options, and work through a resulting choice of solution.

 

So whose problem is it really? If your team member comes to you with a problem, it is incumbent on you, as the leader, to help them deal with that problem, but not for you to solve it, not for you to take it on as yours. Instead provide the support, be a partner, a solution-facilitator, and work with them to find a way through this problem and the resulting solution choice. A great leader will make sure they remain accessible if more discussion and support is needed as the team member moves further through the process. They provide the safe space to explore, be the sounding board to unpack thinking, be the provocateur, challenge thinking with great questions that explore the benefits and obstacles of each option.

 

By being the support person, you are helping a solution to be found but you’re not taking it on yourself, you’re not adding to your own workload and in the process de-skilling and disempowering the members of your team. You will be providing them a safe space to stay with a problem and pull it apart. You’re setting them up for a better level of success in the future, because you’re teaching them thinking frameworks to work through decisions and to work through challenges. The time initially might be a bit longer but that time invested is worth it. During this time together not only will it upskill them, not only will it expand their thinking, not only will it empower them to be more in control of the situation, not only will it ensure they are accountable for the result, but you are also ensuring a far stronger, more collaborative, more trusting relationship develops in the process.

Now you have a true win-win!

If I have convinced you that coaching is something you need in order to improve the way you lead, please explore Module 3 of the Elevating Leadership Program. We hold the program once a semester. It’s a 20 hour program that involves 2 workshop days, some professional reading and a written self-reflection,  plus feedback about your coaching style and progress.

 

Janine Stratford, is a Leadership Coach and Career Strategist, working with teachers and leaders in schools across Australia and New Zealand. A former teacher and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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Career Strategy, Coaching, Leadership

Make the decision

  • Janine
  • 07/02/2019

This is my son. He is an outdoor recreation instructor. Rock climbing for most of us, is not easy. It requires concentration, skill, physical strength and agility. Most of all it needs a great deal of determination. There is no point going rock climbing unless your goal is to get to the top; half way doesn’t cut it. At that point you haven’t achieved anything – it’s either all the way or stay on the ground. Climbing a rock face is tough. Every step takes focus. You are constantly problem solving to find the next firm foothold to move yourself one step closer to your goal, the top.

I am sure there have been many times when my son has got himself to a point where he doesn’t think he can go any further. There would be countless reasons not to continue, fatigue, injury, the weather, can’t see a way up, are just a few. But he comes back to give it a second go. He has a goal and he steadily works towards it.

The opposite situation I call ‘wheel spinning’. You might be familiar with the term. It’s when you don’t know which way to go and you seem to be going nowhere. A lot of time and energy is lost vacillating; you are not sure what you should do, so you do nothing. Not making a decision to go in any particular direction is in fact a decision and the decision is to do nothing. There is no goal here. There are often possibilities, but which one to follow is the unanswered question.

Where would you put yourself; are you striving forward or spinning your wheels?

It’s still really the start of the year. The school term has only just got under way. You might still be in the euphoria of the school break, slowing working your way out of holiday mode towards your weekly routine. Beyond this, have you worked out your next step? There is time for you to work out where you are heading, to set a goal and to make a plan.

What do you want to do? What’s your next step?

As a Career Strategist and Leadership Coach, I assist people to forge their career path, fill the gaps in their skill set and experience so they can be an attractive candidate for their next application. But you have to make the decision that you want to take the next step?

Gavin Freeman, Senior Psychologist at the Australian Institute of Sport, believes that we fall into one of two categories: those motivated to succeed and those motivated to avoid failure. Which type we are has a profound effect on our approach to challenges and our chances of success. The individual whose motivated to succeed will see any setback as a stepping stone to success.  By contrast, those motivated to avoid failure, either won’t try hard, and they’ll have a built-in excuse, or they’ll put themselves in non-challenging situations where they are guaranteed success, happy to achieve mediocrity but not their full potential. Fear of failure can drive us to success, but it won’t sustain us in the long term. Fear is not a sustainable motivation.

If you are not sure what that next step for you is, that’s okay. You might have options, possibilities, choices. The important thing is to make the decision that there is a next step for you and get started on searching for it? Without that decision, you are back at wheel spinning. Once you made the decision that there is a next step, you can kick yourself out of wheel spinning and set yourself into ‘drive’ mode and start making a plan to move yourself closer to your goal.

My son, the rock climber, is determined to be a world class rock climber. That’s his goal. He works at that goal every week, taking one small step closer to his target. He knows what he wants and has a clear focus of the end goal.

Nothing worth doing is easy. I’m sure you have heard that before. We all want the quick fix, we are a society spoilt by instant gratification. However, careers aren’t based on a quick fix. Careers are built, over time and through following a strategic path. Careers don’t come by being ‘tapped on the shoulder’. They come from being strategic; making a plan and working steadily towards the end goal. You need to be in it for the long haul, constantly taking steps towards your goal, every month, every week, sometimes even daily.

The important thing is to make the decision that there is a next step and then get on with it. Set your wheels in motion and get moving forward. Just make the decision that there is a next step, whatever that step may be.  Is there a next step for you?

Nothing worth doing is easy.  Just make the decision and get on with it.

I’m here to help, when you’re ready.

 

Janine Stratford, is a Leadership Coach and Career Strategist, working with teachers and leaders in schools across Australia and New Zealand. A former teacher and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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Culture, Leadership

Start how you intend to continue

After returning from the break, however long or short it was for you, it’s amazing how your head space seems to be clearer and your outlook on the world seems so much better.

It’s after a return to work that you feel more positive about others and what they can do and this makes it a perfect time to work on improving relationships at work. With a more positive approach towards others and with a more open and relaxed mindset the action of considering your colleagues and the relationships you have with them will be so much easier.

Relationships with your team are not just nice to have. Let’s be realistic here. Success in your role is defined by the quality of your relationships with your team, your leadership peers and your colleagues. Too many of us think that these relationships just magically happen because we walk the same corridors or share the same tea or coffee station.

You know that with your friendships, they take time and they take effort and they require knowing each other. Relationships at work also need time and effort and they rely on having a better understanding of each other.

Success in your role is defined by the quality of your relationships with your team, your leadership peers and you’re your colleagues.

The beginning of a year is a good time to give some thought to the people you work with and which of these relationships need a lift. It is from the foundation of a relationship that trust is developed and leaders need to be developing trust across their teams. We know trust is needed to allow the psychological safety for people to feel comfortable to try new things, to be creative, to be innovative. If you have not created trust between you and them, they will not be in the safe space to come to you with their ideas, to admit to not knowing something and seek help, or be confident that when they need to tell you about your own behaviour or something that is not working well, they will fear criticism, reprimand or concerned that the relationship between the two of you will take a dive.

As the leader, start the year the way you intend to continue. With the realisation that relationships are key to your success as the leader of your team, investing time in those relationships is vital and needs to happen NOW.

Start the year the way you intend to continue.

Recently I was reading a Harvard Business Review article by Gary Pisano. The Hard Truth About Innovative Cultures. Thank you to Allan Shaw, Principal of The Knox School, Victoria, for sharing it on LinkedIn. (you can access the article here). It reinforced in my mind that the leader must demonstrate the behaviours that he or she wants to see in their team.

The article gave an account of a medical research group conducting research on novel minimally invasive surgical technology for cardiac teams and found that those teams who felt safe speaking up about problems mastered the new technology faster. They felt safe to ask questions, admit they didn’t understand something and seek help and felt comfortable to voice their concerns and provide critical feedback about the working of the technology. Pisano states that if people are afraid to criticise, openly challenge superior’s views, debate the ideas of others and raise counter-perspectives, innovation can be crushed.

This comes back to culture and while in your role you may not be able to change the culture across your entire organisation, you can change it with your team. It is up to you and how you live out the behaviours you want to see in others. It’s all about role modelling what you want for your team. Be the role model your team needs.

Two quotes resonating strongly here:

Treat people like they make a difference and they will.   Jim Goodnight

People will forget what you did, but people will never forget how you made them feel.   Maya Angelou

 

Allan Shaw, Principal, The Knox School, is speaking about innovative cultures at The Leadership Exchange, Wed 6 March, Brighton, Victoria.

 

Janine Stratford, is a leadership coach, working with teachers and leaders in schools across Australia and New Zealand. A former teacher, (Chemistry and H&HD actually) and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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Coaching, Leadership

Half Way There! Where is ‘there’?

Half way there! Where is ‘there’?

The holidays are over, Semester 2 has started and that means we are now half way through the year. I so often hear the question in general conversation, “How’s it going?  A common reply is “I’m nearly there”, or “I’m getting there”. Growing up, I often wondered, where is this place called ‘there’? It must be magical because so many people are working hard getting to it.  I used to think that there must be thousands, if not millions, of people who are already ‘there’, as surely some have made it. Of course I also wondered ..what’s it like ‘there’?  I never saw any bus signs to ‘There’ or instructions with how to get to ‘There’. Have you ever pondered this idea, like I did growing up? Then I was told ‘there’ is a ‘figure of speech’ but how could a ‘figure’ be ‘speech’. That didn’t make sense either. But let’s move forward. ‘There’ is where we are going with our life, our goals, our desired results, not a place at all. You knew that all along, right?! Realistically, everyone’s ‘there’ is different. Some people have a clear idea of their ‘there’. Others have no idea of their ‘there’, let alone how to get ‘there’. I thought I would spend some time thinking about your ‘there’ now, given we are half way through the year with Semester 2 in front of us.

I’m assuming, and hoping, that you gave yourself some time away from work, even a little bit of time. We are now hearing more often in the media, something that many have known for a long time, that taking time away from your regular work is so important, to recharge your batteries, slow the cogs of our thinking and to allow some time to get a bit of perspective on what we have been doing and how we have been living out our recent days. I find whenever I take a break, I return to work, with fresh eyes, new ideas and a deeper level of insight into my passion for developing leaders.

So let’s reflect. In the spirit of coaching, let me put to you some coaching questions to help you get some perspective on the year so far and make some plans for the rest of the year moving forward. As a leadership coach, I am all about setting goals and working towards the achievement of those goals. It goes without saying that without goals you are merely drifting along and being moved in the direction of the forces upon you. I want you to be in control of where you are going, your ‘there’ and to be awake to the forces that might have been causing you to drift off course, if they have. Give yourself 10 minutes to work through these questions and make some written notes as you go along.

By the end of this year, what in your life, leadership or career do you want to be different? This is your goal. This is your ‘there’. This is where you are headed. I’m hoping that ‘different’ in your mind means ‘better’, because that’s what I’m thinking.

For what purpose do you want it to be different?  This will help uncover your motivation; why you want this to be different.

If it is different, what will that mean for you or what will that give you? This will help explore the benefits that you will get from making the step forward.

If it is different, what problem or concern or situation will no longer be present for you? This is helping you to understand what pain-point will disappear, or be less of an issue for you.

What have you done so far this year to help you move your life, leadership or career towards your goal? This question will help you to consider actions that you have taken and how beneficial they have or have not been.

How successful has that been on a scale from 1 to 10? ( 1 is fairly dismal, 10 is awesome). Measuring the impact is helpful to reflect upon now so you can compare it to after you complete your next step. After all, what you can measure you can improve.

What one thing can you do, from now, to move you one step closer to your goal?   Now you are planning your next action. Explore the possibilities of all that you can do to make your life, leadership or career different. Then pick one action only. Too many actions will put you into a state of overwhelm. Progress is made one step at a time. It is so much better to achieve one step forward each time than to put pressure on yourself to achieve many, only to be disappointed that you have achieved none due to feeling overwhelmed.

What resources and support do you need to help you? These might be people, knowledge, equipment, access. You might look around for a mentor or a coach.

What could get in your way and how can you prepare yourself to get around it? The best laid plans come unstuck when we hit a snag or a hurdle. But if we look ahead at what they might be, we can more often see them coming and take action as they approach.

When are you going to start?  In order to get ‘there’, you need to start, and setting a date helps you to be accountable to yourself.  You are the one in charge here, so set a date that is realistic and achievable and gets you excited about the change ahead.

When do you want to have completed that ‘one thing’ so you can get going on the next ‘one thing’?  This is the other part to accountability- a completion date. This is the end game date. This is the date you put in your diary with a celebration experience noted, so you acknowledge yourself for completing the action.

And then, you start the process over again, to move you one more step closer to your bigger goal in making your life, leadership or career different.

So you are all set, you have a goal, planned an action and set dates for the start and completion. Well done. I bet you feel better already about the semester ahead because now you have a plan.

See you again in a fortnight. Please write to me and tell me how you are going. Bring me along on your journey to get to your ‘there’. And, of course, if you want some personal coaching, contact me at any time.

Written by Janine Stratford, 17 July 2018

Janine Stratford, is a Leadership Development Coach and Career Strategist, working with teachers and leaders in schools across Australia and New Zealand. A former teacher and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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emotional intelligence, Leadership

What is the most important thing to hold on to at this time of year?

We are now half way through the year, congratulations, and the term break feels like it’s only minutes away. This is a busy time of year in schools with mid-year assessments, reports, marks and setting up the LMS for the next semester. There are also the strategic decisions such as staffing changes, possibly interviews internally as well as those you might be applying for, and financial reporting. This all means stress and being very busy.

During periods of stress and busyness, we often forget how to behave and what we should and shouldn’t say to others. We can lose control of our thoughts and let our judgements run wild. We get tired, become short tempered and intolerant.  Imagine a whole group of people like this working together and I hear you saying, ‘welcome to my staff room’.  Yes, the end of Term 2 can turn the best of us into short-sentenced, judgemental, impatient, sleep-deprived zombies. I often think the end of Term 2 morphs a whole group of normally level-headed, wise individuals to ‘tightly wound-up springs’, and it then doesn’t take much for anyone to ‘unravel’.

Our emotional intelligence has effectively gone ‘out the window’.

Emotional intelligence – the capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well, in ourselves and in our relationships.  (Daniel Goleman, 1997)

It actually does not take very much for a person to slip into a lower state of emotional intelligence brought on by things like reduced sleep, pressure, time challenges, or relationship changes (both positive and negative). Emotional intelligence is in fact a skill, a learnable skill, that needs to be continually built upon and practised in order to be strengthened. The best leaders have high emotional intelligence and it is the skills necessary to identify the mood state we, and others, are in and regulate for it that are the most sought after in leaders of today. The World Economic Forum lists emotional intelligence in the top 10 skills needed for the future of work. Emotional intelligence is the most important thing to hold on to at this time of year because it can so easily be forgotten.

Developing higher levels of emotional intelligence have been shown to positively impact:

  • Stress
  • Absenteeism
  • Quality of relationships
  • Work performance
  • Teamwork effectiveness
  • Trust among colleagues
  • Organisational commitment
  • Job satisfaction
  • Innovation and creativity
So what actions can you take to get it back?

Daniel Goleman notes that people best able to handle stress have developed a stress management repertoire that they draw upon as needed. These techniques might include mindfulness practices, exercise such as walking or swimming, a long bath or other relaxation favourite. Having these techniques incorporated into our daily way of operating doesn’t mean that you won’t feel the impact of stress from time to time, but the regular daily practice seems to reset the trigger point for the amygdala (the part in the brain responsible for the flight-fight response), making it less easily provoked. This neural resetting gives us the ability to recover more quickly from stressful situations while also making you less prone to them at the outset.

Teachers who have more developed skills in emotional intelligence

  • have more positive feelings about teaching
  • greater feelings of satisfaction about their work
  • are better able to manage stress associated with teaching
  • are less likely to suffer from burnout
  • have higher degrees of warmth and connectedness between teachers and students
  • show more autonomy and leadership
  • have teachers who focus more on students interests and motivations

                      (Rivers, Brackett, Reyes, Elbertson, Salovey, 2012, Yale University)

Your mood will influence those around you. The phenomenon called ‘emotional contagion’ tells us that your mood can be felt by those around you and your mood will change their mood. If you are in a positive mood, your influence on others will be positive. The opposite is also true.

Remember too, that as the leader of a group, you are setting the tone that you want the team to adopt.

The leader’s mood is the reference point for the rest of the organisation. 50-70% of how employees perceive their organisation’s climate can be traced to the moods and actions of one person… the leader.

Ensuring your emotional intelligence stays high means finding ways to self-regulate. By this I mean, finding ways that can return your mood and your thoughts to their usual state of calm, rational and well-paced. Self- regulation is done actively. You make it happen.

Between now and the end of the term, I encourage you to find something that will take your focus away from the day to day tasks for a short time each day. It can be a simple thing. A favourite of mine is to solve the daily challenge quiz in the newspaper and this can be done with others, and the laughter is a bonus. Other times a short walk does it.

I also encourage you to take yourself to bed at a reasonable hour and to get at least 7 hours sleep. You want to start your break healthy rather than exhausted.

The most important thing to hold on to at this time of year is your emotional intelligence. Having high emotional intelligence requires you to self-regulate. This requires taking some action and doing this regularly; and be kind to yourself. Yes, you are tired. Admit it and accept it. Now regulate yourself for it. Realise that you are likely to think and respond differently at this time. Pause before speaking and make sure you are thinking of others with compassion and positive belief in their ability. If your patience is tested, count to 10 before you speak. This allows the emotional reaction to pass and logical thought to begin to form.

Enjoy your holidays ahead. See you in Term 3.

Janine Stratford, is a Leadership Development Coach and Career Strategist, working with teachers and leaders in schools across Australia and New Zealand. A former teacher and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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Coaching, Leadership

Be Bold and Back Yourself

I was thinking, how could I give you some inspiration right now. It’s week 8 of a long 11-week term and you could be in the thick of reports, exams, marking, possibly submitting curriculum documentation, and because interview season is fast approaching, you might also be applying for your next job on top of all that.

I wanted to encourage you forward in whatever you were tackling right now and help you to see the ‘light at the end of the tunnel’ in a few weeks. Things get hard about now, it’s often difficult to keep one foot ahead of the other, keep your planning up, people around could have the sniffles, plus its cold.

Last night I was clearing out a few things and I found some notes I made from the very beginnings of my business, back in 2006.  I found some notes that I had written from a coaching session. It resonated with me because the session was all about keeping momentum, keeping moving forward even if it was only small steps each day or each week. Just so long as there was forward progress.

The notes could apply to so many people right now. You are all very busy, so dedicated to your work and so passionate about the success of your students and your school.

The situation back then was about a middle leader, relatively new to his role, and required to make his first presentation to the leadership team. It was about this time of year, the presentation was about a new curriculum initiative he wanted to propose and he was nervous, lacking in confidence, and had never done anything like this before.

He had spent hours preparing his presentation and knew his material. That wasn’t the problem. The problem was he feared the response. What would they say? How would he respond to their queries? How would he respond to their objections? Would there be any objections? What had he not covered? What had he not thought about? This fear is so common to all of us. It’s the unknown. The uncertain.

The ultimate truth, however, is you can never control other people. You can only control yourself; your thinking, language, demeanour and response. If you know what you want and why you want it, then you can hold your focus and response.

What he needed was to believe: believe in what he wanted, believe in its worth and the impact it could create. He need to be bold and back himself.  And so do you!

In coaching, the coach’s mindset is based on the thought that people are doing the best they can with the resources available to them. I wanted him to appreciate the pivotal position he was in, the power to positively influence and the strength in his proposal to affect the learning of the students. So I took him through some mindset exercises based in neurolinguistic programming (NLP).  

I also encouraged him to view a TED Talk by Amy Cuddy, who talks about the power of body language. Here’s the link so you can view it too. https://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are?language=en

Here are the mindset exercises in summary.  Remember, whatever you are facing:

  • What you focus is what you get – keep in your mind you want this
  • Physiology creates psychology – dress the part, relax into the experience, walk tall, breath deep, keep your shoulders square
  • Trust yourself – you are a dynamo
  • Do the Amy Cuddy thing beforehand to help you feel truly strong and capable
  • Focus on clear communication – speak succinctly, listen, clarify, respond and be flexible in your approach
  • Questions often come from not knowing, so explain it, again and differently if needed
  • Requests for more information are good, it means they are willing to explore
  • If they raise something you haven’t YET thought of, thank them for the insight, and positively respond that you will look into it and get back to them
  • Keep breathing. Stay focused. You want this and it’s a good thing
  • Share the result it can bring, share the positive impact
  • Be bold and back yourself

I hope this gives you some inspiration. I’m a sailor from my teenage years so a favourite quote of mine has always been “we cannot direct the wind, but we can adjust the sails”. So stay on course, finish the race, its only 3 weeks away, just ‘tack’ a little differently to get there and regardless of the size of the step, a step forward is a great step and that’s all it takes to maintain momentum.

 

Janine Stratford, is a leadership coach, working with teachers and leaders in schools across Australia and New Zealand. A former teacher (Chemistry and H&HD actually) and school leader, she is passionate about developing great leaders as role models for their schools and their students. You can find out more about Janine at www.coachingfocus.com.au

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Leadership

Are you really delegating or merely off-loading tasks?

It’s the end of Term 1. I hear a sigh of relief. Bring on the chocolate. How do you feel? Has the term gone smoothly? 

I want to discuss delegation. Are you cringing already?. If you are a leader this is something you must do and get comfortable with doing.

It is too easy to think that the only person to get something done and done well is to do it yourself. Sure the task will get done but at the expense of what? If you are travelling a lone journey towards your team’s vision, it is not your team’s vision at all. It is just yours.  You cannot share the success with anyone. You have not united your team and built strong collegiate relationships. Nor have you developed and empowered your team members to take on new challenges and learn new skills. Oh and what’s more there has definitely been no delegation! But there has been lots of control. So that’s a good thing, right? Wrong! Time to re-group.

Delegating tasks is distributing the challenges across the team. Look around at your team members. What are they good at? What are their strengths? What areas could be best developed further? What are their aspirations and how can you help their learning? Delegating is not merely off-loading tasks. If you know what your team members are wanting, and you know what you want for them, delegating becomes a matching process. You match the skills in the task to the strengths evident or to the development needs of your team members.  The important thing after that is that you STEP AWAY and let them get on with it. You can hover, but please not too close or frequently. Allow your staff to come back to you at either an agreed date/time or have a check-in open-door type relationship. Importantly, allow them to come to you.  If things get left too long for your level of comfort and you want to have an update, let them know and set a time to meet. No-one likes the leader that rolls up and demands the update on the spot.

Through delegating tasks, you develop skills and leadership in others. Through sharing your vision and helping your team to see the benefits of the direction you are taking, they will be more likely and be more willing to join you on the journey. Giving them tasks to get involved and through encouraging them to come up with suggestions and ideas to help achieve the vision, and allowing them to carry out these actions, empowers them to be a part of the direction and to take ownership of the results. Now there is excitement across the group and together you can share in the challenges, difficulties and successes that you make together. Sure you have less direct control but in the long term, you are developing a stronger, more capable team that is moving forward together. The time you gain through delegating to others you can use to encourage your team, recognize their successes, even meet with your colleagues in other areas of the organization to learn what they are doing and to plan the next steps towards achieving your vision.  You are not an island! Remember to bring your team along with you on the journey and enjoy it together.

Written by Janine Stratford, Executive Coach and Founder of Coaching Focus.

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Leadership

Building Your Team. Step 1- Developing Trust

  • admin
  • 06/03/2018

In any organisation, the most important asset is its staff. For you as a leader, your asset therefore is your team. They need you to nurture, empower, support, recognize and acknowledge them. Patrick Lencioni’s model for effective teams is shown below in a pyramid. He explains that the foundation for an effective team is trust.

Effective teams are
• More effective and efficient
• Make better, faster decisions
• Tap into the skills and opinions
of all members
• Avoid wasting time and energy on politics, confusion and destructive conflict
• Work together with greater levels of respect
• Create a competitive advantage
• Have more fun while being more productive

How as a new leader do you build a high-trust team? This trust needs to be not only in your leadership but also between each team member. If you role model how to build trust in your relationship with each team member, it will ripple out across the team.

Below are five key ways you can start to develop the trust of your team in your leadership.

1. Involve the team in decision-making – if you seek out their opinions and involve them in decisions, they will have greater ownership of the decision and direction. The team will work better together with a stronger sense of unity.

2. Allow people to do their job. Give your staff the autonomy to carry out their job well. It is important to delegate to them to build their skill level and make sure you do not micro-manage.

3. If you make a mistake, admit it. If your staff make a mistake, thank them for their honesty in sharing the error with you and together explore the learning from the experience. Exploring new things and being innovative are going to come with some mistakes. This is how we learn and grow.

4. When one of your team come to you for advice, allow them to explore the problem with you before giving any advice. Use the coaching style of questioning to help them explore the options available to them. You will be building their resilience, keeping them accountable for the solution and building their capacity at the same time.

5. Know your team members – learn about your team members. Are they quiet, or talkers? Are they deep-thinkers or designers? Knowing their styles will help you to manage your team when they are all together and assist you to know how you need to be with each one. Be interested in your team members in terms of their challenges, their strengths, their passions and their ideal futures. Get to know their stories and their home settings.

Trust is fundamental to an effective team. It takes time to develop and a consistent approach. As the pyramid model shows all other aspects rely on trust being present. If trust disappears the pyramid collapses. (Model reference: Patrick Lencioni, Five Dysfunctions of a Team.)

Written by Janine Stratford, Executive Coach and Founder of Coaching Focus.

The program, Leveraging Your Leadership Style, running on Wednesday 14 March, explores behavioural preferences in depth. Apart from finding out your own behavioural style, you will start to understand the characteristics of the other behavioural preferences and how they can show up in conversation, through the structure of their email, even by observing a colleague’s desk or office or how they dress. It’s fascinating! Once you know what to look for, you can then identify a person’s style quite quickly and the process of getting to know them and developing a working relationship is so much easier.
To learn more about the program, Leveraging Your Leadership Style, the brochure can be found here.

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Leadership

We can do it with our students. Why not with our colleagues?

We can do it with our students, so why can’t we do it with our colleagues? I’m referring to being able to lead with confidence. We can take charge in our classrooms, even exert our authority. We can create great rapport with our students because we make a point of getting to know them, their needs, their challenges, so we can teach them better. In our classrooms, we feel confident, in control and we know where we are taking our students; we have a clear vision and a plan, but more importantly, we’ve developed solid relationships with our students. We’ve worked hard to create a safe place for them and for us, so we can be ourselves and so can they.

Somehow the picture is a little different when we are charged with leading colleagues. Why is it that we are not as confident in the way we communicate? Our vision is less clear and our plans are a little foggy, or at least, they come out that way when we are trying to explain them to others with whom we feel less comfortable. Aren’t our colleagues just upsized students? Don’t we all, as educators, have the same ultimate goal; to help our students achieve their best? So why are we less confident with our colleagues? This plays out in many ways. We are less willing to have colleagues visit our classrooms or observe part of our classes. We are reluctant to lead a professional learning workshop, even if it is only to lead a small 10-minute group discussion. We are hesitant to ‘tweet’ about insights from our teaching or successes in our classrooms and definitely less comfortable to tackle a challenging conversation or deal with conflict. Why is this? It’s because the relationship focus is different. With the students, the focus is on ‘them’ and their progress. As teachers we lose ourselves in meeting ‘their’ needs. With our colleagues, the focus shifts to ‘us’. How are ‘we’ together. How am I being perceived by you? Do I provide value to you? Can you see what I bring to my work and to this team?  Do you know what I want and need? Have we got a healthy working relationship where we can work things out together?

So what’s missing here?

We haven’t worked enough at the relationship and creating that safe place, so we can be all be ourselves.

Fundamentally, we haven’t made enough of a point of getting to know each other, our respective needs and challenges, and we haven’t worked out how we need to behave with each other and communicate to each other, to work better together.

Did you know? 45% of people don’t like dealing with conflict. 8% of people would prefer not to deal with other people at all. 29% of people need to know that you like them and need to be given some indication of this in every interaction and 18% of people have no regard for how you are going to get something done, only that you have got it done or will have done it by the set deadline.

These figures are based on research into behavioural styles, how people behave and communicate. Wouldn’t it be helpful to know who falls into what category? This insight would be helpful, for example, if you know there is a challenging conversation ahead with a colleague who is in the group that doesn’t like conflict. Your conversation would be slower, more sensitively worded, and taking into consideration the feelings about conflict of each person. Compare this to the challenging conversation with the colleague that just wants to get the job done. First the conversation will need to be much shorter, but in this conversation, there is not as much need to focus on letting the person know they are valued and ‘liked’ because, in fact, they won’t be caring as much about that as getting the job or the issue of the conversation completed. But what if you are the type that fundamentally needs to know you are ‘liked and valued’ and you are working with a colleague, or several, who don’t feel the same need. They don’t give feedback often, or compliment or acknowledge the work you do. They think you already know that they feel you are doing a good job. They told you last year, remember. Whose wrong and whose right? Doesn’t everyone want to be told they are liked, valued and doing a good job often. Actually, No!

Getting to know your colleagues from this perspective is fundamental to understanding how they think, how they behave, what are their priorities and how you need to behave and communicate with them. I challenge you to spend some time observing your colleagues. Are they task-focused or people-focused? How do they spend their time? Are they quiet or more talkative? Do they communicate mainly in person or through email? Do they comfortably make eye-contact with you and exchange a greeting when you pass in the corridor?

The program, Leveraging Your Leadership Style, running on Wednesday 14 March, explores behavioural preferences in depth. Apart from finding out your own behavioural style, you will start to understand the characteristics of the other behavioural preferences and how they can show up in conversation, through the structure of their email, even by observing a colleague’s desk or office or how they dress. It’s fascinating! Once you know what to look for, you can then identify a person’s style quite quickly and the process of getting to know them and developing a working relationship is so much easier.

You need to know your colleagues if you are going to have a healthy working relationship. Once you know each other better, you can more easily be yourself. Then watch your confidence soar.

Written by Janine Stratford, Executive Coach, former Deputy Principal, Founder of Coaching Focus.

To learn more about the program, Leveraging Your Leadership Style, the brochure can be found here.

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