Source: Unsplash – Hunters Race Becoming an effective ‘D’ coach-leader You’re working towards becoming a coach-leader. You recognise you may need to equipped with coaching skills and schedule practise sessions too. However, you are concerned that your natural disposition or behavioural leaning may pose a challenge to a coaching relationship or a coach-leader role. What

Source: Unsplash – Marvin Meyer “George, what do  you want from me? You keep harassing me with emails on sending out the communique to the 500 staff selected for the programme!” George was taken aback by this sudden outburst by Sandra when he picked up his phone to receive her call. Being the programme manager,

F.U.E.L : A feedback framework “I didn’t sleep a wink last night.” “The faster I get this over with, the better.” “I was a nervous wreck before the meeting him.” “Seriously, they don’t pay me enough to do this job.” Are these familiar thoughts you’ve had or comments you’ve made when needing to give corrective

Trust as a leadership behavioural trait does a few things. It changes the way people respond to a leader. It identifies and validates a leader’s motivation. It assures others if the leader is acting out of self-interest or the interests of the organisation. It convinces coworkers that the wool is not pulled over their eyes

“The very nature of good coaching puts into practice all of the principles of positive psychology, and this ultimately combines to help shape an entirely new culture in the organisation.” ~ Dr. Jack Zenger and Dr. Joe Folkman Coaching is not something that comes naturally to everyone. Nor is it typically thought of as a

No one likes to give negative feedback, but everyone wants to hear it. It’s a paradoxical truth. What employees find helpful to improve their work performance is for their managers to provide corrective feedback – appropriately delivered. Based on data by Zenger Folkman from 899 individuals – 49% from the United States of America (US)

  Most of us would just appreciate just plain ‘ol direct honesty when given feedback. When we use the regular ‘hamburger method’ of giving feedback, the recipient usually starts to brace himself for the thick patty in between the thin buns. Which means that the top bun, the positive feedback, sounds like you’re just softening

  Great leaders make a huge difference when compared to merely good leaders. The more great leaders you develop in your organisation, the more it will become an outstanding organisation. Too good to be true? What if we showed you statistics that implied an incremental improvement of leadership effectiveness of your good leaders will not