Do you want to be a more effective leader?

I can help.

Leaders are made, not born. Everyone has traits and personalities that may predispose them to leadership, but developing as a leader requires skill in a number of competencies and is multidimensional. Leadership skills can be developed through training, mentoring, and coaching.

I understand the range of cultural and business challenges, and work individually with executives on:

  • Leadership development and building high performing teams
  • Achieving organisational outcomes and operational effectiveness
  • Business transformation and high velocity change

Leadership Coaching is a highly sophisticated, tailored and multidimensional process that focuses on your leadership needs within your unique organisational context. It can be an extremely effective development tool. I provide a confidential and safe space to explore and integrate your new leadership capabilities.

Research shows that 30-50% of senior leaders fail or have left within 18 months of a new appointment. Those making the transition from operational management to leadership roles have to grapple with the shift from known, defined parameters, to the unknown. Leadership Coaching can make a significant difference in overcoming challenges, including:

  • Changing or unfamiliar business cultures, policies, practices and processes
  • Shifting employment positions, roles and processes
  • Conflicting business philosophies, perspectives and options
  • Information overload
  • Problem-solving fatigue and inertia

Leadership Coaching is a sophisticated approach to preparing leaders for the high demands placed on them. Many leaders with established track records attribute their success largely to their early and continued investment in a Leadership Coach, reaping many benefits, including:

  • Leadership Capabilities – Improved characteristics, skills & behaviours
  • Self-Awareness – Ability to leverage own strengths, values & drivers, and mitigate behavioural derailers
  • Self-Management – Adaptability, positive outlook, emotional self-control and mental strength
  • Social Awareness – Empathy, improved listening skills, open communication skills, organisational awareness
  • Relationship Management & Relating – Influence, coach & mentor, conflict management skills, team building skills, inspirational leadership
  • Sense-Making – Understands and helps others understand complexity, works collaboratively, has achievement orientation and strategic thinking
  • Visioning – Demonstrates values, sense of urgency, hope, community and confidence, and superior decision-making skills
  • Inventing – Illustrates clear priorities, creates new structures, gives permission to fail, enables others to be innovative and creative
  • Leadership Effectiveness The integration of leadership capabilities results in leadership effectiveness (positive individual, team and organisational outcomes)

As your coach, I’ll help you balance and optimise tensions to improve your leadership effectiveness. I help you to hold and bear the tension between the forces pulling in different directions, providing a sounding board and a safe space in which you can reflect, learn and grow.

I design tailored programs that are holistic and multifaceted, that are drawn from current leadership theory and practices, and underpinned by evidence-based models in psychology and organisational behaviour.

I use two primary frameworks focused on building strengths and leadership capacity: Zenger & Folkman’s Extraordinary Leader Model and Cavanagh’s Four-Factor Model of Leadership. Both of these evidence-based models identify specific coachable behaviours.


Zenger & Folkman’s Extraordinary Leader Model

Drs Zenger and Folkman’s Model of Strengths-based Leadership Development is derived from data drawn from over 850,000 360-degree assessments. Their work resulted in 20 key insights, one of which is that great leadership consists of complementary capabilities building blocks which form a “Leadership Tent,” each of which breaks down into 16 capabilities:

Character
1. Displays High Integrity and Honesty

Personal Capability
2. Technical/Professional Expertise
3. Solves Problems and Analyzes Issues
4. Innovates
5. Practices Self-Development

Focus on Results
6. Drives for Results
7. Establishes Stretch Goals
8. Takes Initiative

Interpersonal Skills
9. Communicates Powerfully and Prolifically
10. Inspires and Motivates Others to High Performance
11. Builds Relationships
12. Develops Others
13. Collaboration and Teamwork

Leading Change
14. Develops Strategic Perspective
15. Champions Change
16. Connects the Group to the Outside World

Each of these capabilities can be developed through coaching, and can be included your individual leadership development coaching plan, depending on your existing strengths.

Reference: Zenger, J., & Folkman, J. (2002). The Extraordinary Leader. McGraw-Hill Education. 


Cavanagh’s Four Factor Model of Leadership

Dr Michael Cavanagh is a clinical psychologist, coach, and the deputy director of the Coaching Psychology Unit at the University of Sydney. He researches and studies leadership in complex organizations, using systems theory. His Four-Factor Model of Leadership breaks down into four components: Perspective Taking Capacity, Mindfulness, Positivity and Purpose.

  • Perspective Taking Capacity – the ability to “understand, critically consider and integrate multiple competing perspectives into a more comprehensive perspective that enables adaptive action” (Cavanagh, 2013), including the ability to develop an accurate perspective of a complex environment, across system boundaries (team, organization, market, etc) and a broad time horizon. The degree, or level, of perspective may range from broad to granular.
  • Mindfulness – belies your ability to control your awareness and attention. The more aware you are in the present moment, the more you can be aware of what is happening internally and externally, which enables you to be both more aware and less reactive to your own emotions, and more engaged with what is happening in your external environment (such as when paying attention to what someone in a meeting is saying). Similarly, mindful attentiveness enables you to shift attention away from inputs, thoughts, and triggers that are unproductive and focus on those that are productive.
  • Positivity – research shows that positive emotions not only open our minds to new ideas and possibilities, but also build personal resources, and develop resilience (refer to Frederickson’s Broaden and Build Theory of Positive Emotion). Negative emotions, however, narrow our focus and tie more directly to actions (such as the fight-or-flight reflex). Leaders who communicate positively and positively creates more innovative, competitive, learning, and open organizations.
  • Purpose – a shared organisational purpose provides a foundation for collaborative problem-solving, interdependent cooperation, and appropriate organizational action. Leaders develop, articulate and reinforce this shared purpose to ensure organizational alignment and effectiveness.

References: Cavanagh, M. (2013). The Coaching Engagment in the 21st Century: New paradigms for complex times. In S. David, D. Clutterbuck, & D. Megginson (Eds.), Beyond Goals: Effective Strategies for Coaching and Mentoring. Farnham: Ashgate Publishing Ltd. 

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