How do you cultivate a way of being individually and collectively to skilfully navigate change? How do you step into what the world may be asking for, even if the world doesn’t know it yet?
Our complex, evolving, messy environment invites us to operate differently. It asks us to pay attention to who we are being as well as what we are doing. In her recently published book, ‘Embodying Authenticity’, Eunice shares how leaders and practitioners have navigated the terrain of transformative change. What emerged from their stories were five leadership practices that enabled them to courageously, authentically and skilfully respond to the challenges they faced.
This case study walks through the journey at McCain Foods Ltd to move from a traditional manufacturing 'command and control' approach, to a coaching culture, by changing the nature of managers’ conversations.
A ‘real-world’ session, describing what a coaching culture looks like in practice, with hints and tips on: implementation; repositioning thinking on what coaching is and can deliver for a business; the influential roles; the key success factors; what actually happened and what made the biggest difference.
There’s often a tension for coaches between the need to develop a sustainably profitable business and the desire to enjoy the coaching work. How do you get the balance right?
Your choice of business model is part of this balancing act. Consciously choosing whether to build a business based on direct clients or associate work, or a combination of both, will allow you to be more conscious in your business development choices and give you a far greater chance of business success.
In this lively and thought provoking discussion panel, we have brought together coaches operating different coaching business models for you to analyse. We have a sole trader, a keynote speaker and thought leader, an independent coach and a director of a larger coaching company. Chaired by Ginny Baillie, they’re going to answer the questions you want to ask, warts and all, about what’s been successful and what, frankly, hasn’t. What are other people doing, how much money are they making, what are the different ideas out there and what relevance do they have for you?
Whether you are at the start of your coaching career or already well-established, we’re all curious about how to continually improve the viability of our coaching businesses. The intention is you come away with ideas, inspiration and disrupted thinking that will help your business success.
This session will explore the purpose, potency and potential of coaching in organisations. Sam and Karen’s intention is to agitate participants’ thinking on this topic. It is aimed at those who are the custodians of coaching who are about to, or have just started, to build their coaching infrastructure. It is also relevant for those who want to compound the effect even further.
Increasingly, the term ‘genuine and authentic’ is in common usage by employers and the coaching community. Some employers now, even go so far as inviting employees to bring their ‘true self’ to work. But what does all this mean?
This session is designed to address several questions around this topic, including:
The central theme is what happens when corporate culture and personal values and beliefs collide and how employees can negotiate this for maximum performance.
How does culture create a sense of belonging or not belonging in organisational life? How can organisations better leverage the spectrum of different cultures in public life to better reflect the visible and non-visible cultures and experiences of organisational life? How can coaches learn from professions beyond the coaching world to help clients move beyond the comfort zone when it comes to the Diversity and Inclusion agenda? What needs to shift in our inner and outer perspectives so we can genuinely make a difference? This is an interactive keynote for thinking minds.
2:40 Workshop/Research 3B: The Cross-Cultural Kaleidoscope™(Jenny Plaister-Ten)
Deeply entrenched cultural norms, values and beliefs contribute towards biases stereotyping and differing working practices. Yet, global organisations are demanding more effective methods to accommodate and benefit from difference.
Jenny has designed solutions for executive and team coaching based on ‘The Cross-Cultural Kaleidoscopeä’ model. This is a systems approach to coaching that increases awareness of the cultural influences upon coaches and their clients. Now, having developed her knowledge of systemic constellations, she has integrated this approach into her practice. The result is a toolkit, comprising desktop and floor models for both one-one and team coaching. Come along and have fun experiencing a novel approach.
To be engaged employees need to be motivated, which drives performance. Highly engaged employees are 50% more likely to exceed their performance targets, while the best companies at engaging people achieve 4.5 times the revenue growth — understanding motivation is the ultimate key to improved leadership, productivity and profitability.
During this session Carole Gaskell, coach and founder of Full Potential Group (specialist in coaching and leadership development) and a client will explain how motivational maps were used as a golden thread to measure and map leadership and change.
Sharing examples and leading edge thinking, you will learn:
This has far-reaching implications for energising ourselves as well as step-changing the impact a leader can have when they understand the motivational hot buttons of their people.
The 6th Ridler Report forecasts that 76% of organisations expect to increase their use of team coaching over the next two years. Teams are all about relationships; between team members, between the team and organisational stakeholders, between the team and other teams, and between the team and other organisations such as partners, customers, the community.
Georgina's aim in this presentation is to inspire coaches around relational team coaching, a radically different way of thinking about coaching teams. Relational team coaching offers an expanded view of coaching to encompass relational dynamics as a source of both data and experimentation in the service of team development and performance. Relational team coaching invites us to recognise and proactively engage with the interplay between relationships.
When we put relationship at the heart of coaching, we are dancing on the edge - the edge where meaning is made, the edge of uncertainty and unpredictability, the edge of connectedness and potential. This requires courage as it is both exciting and unsettling.
Feedback is expected and essential for improving performance in organisations. Despite the availability of robust performance management systems supported by tools and techniques some continue to feel anxious and say it takes courage to both offer and receive feedback. A typical scenario is encouraging upward feedback for those who are likely to influence career opportunities. Who will say what they really think about their manager if they believe salary or promotion aspirations are threatened?
Comments perceived as ‘criticism’ are likely to be avoided in favour of emphasising positive observations only. Diluting feedback in this way leads to doubt about the authenticity of conversations that appear superficial and lacking empathy.
We may believe we have the capacity to accept what others think of us and can also give honest feedback. However, how true is this realistically and within different cultures? Introducing the concept of feedback into general conversation can often elicit stories of ‘assaulted’ emotions and ‘bruised’ egos.
Supporting the growing emphasis on relationship in coaching / mentoring text attending this session introduces you to the PPR Coaching/Mentoring Framework© created from Lise Lewis’s doctoral study as offering a ‘way of being’ for anyone wanting to improve the activity of feedback. The framework centres on a set of themes for encouraging receptivity to feedback exchange.
The session focuses on Compassion as one of these themes and the opportunity for you to participate in experiential practice.