13Jun/18

Need Creativity? Don’t Fence Me In

Effectiveness Consulting

Need Creativity? Don’t Fence Me In

“Oh, give me land, lots of land under starry skies above, Don't fence me in…”

We can all identify with Bing Crosby’s lament of feeling constrained by our busy lives. Sadly, this comes at the expense of one of our most valuable abilities as human beings and that is being creative.

How does one become more creative?

After acknowledging the value and need for new ideas to drive your career or business, one idea is to be 100% committed to the outcome you desire.

When you have this, then it is time to do a reality check of where you are now and how you got there.

black Allow yourself to think big.

black Be aware of recycling thoughts or ideas - are these wasting energy and are uncreative?

This clears the way to refining your ideas and then developing a stepwise path to something truly creative.

Many of us put up barriers, thinking of obstacles that will stop us in our tracks.  We are in fact, creating our own fences – too little time, too many other things to do. Ask yourself what would you do if you weren’t afraid of failure or pressed for time and then commit to the ideal outcome of your idea. You might be surprised by how uplifting this reality based optimism can be.

Although some of us are more innately geared to be creative – we all have some capacity to think of something brilliant so jump those fences, clear the decks and give yourself a chance to be creative.

More information and guidance can be found with Synergy Global to develop teams that are committed and creative.

If you are interested in expanding you, your team and your organisation’s effectiveness, please contact us at info@synergy-global.com +61(0) 439-066-067. Synergy Global: Delivering Effectiveness Consulting, Change Facilitation and Executive Coaching services to the Private. Public and Not-for-Profit Sectors since 1996.

Reference:

  • Dr Pellerin, C (2009) How NASA Builds Teams, John Wiley and Sons, Inc., New Jersey, USA
05Apr/18

What do Clients get from Executive Coaching?

Executive Coaching

What do Clients get from Executive Coaching?

We define Executive Coaching as: The provision of coaching services to a business leader, or a team of leaders, by a trained and professional coach with credentials. The services are designed to produce positive changes around improving skills, performance or work-related professional and personal development in a specified time frame. (Gray and Hewat 2009-16)

One of the key coaching questions we ask is: What positive changes can you identify – right now – that would increase both your effectiveness and that of your organisation?

As coaching emerges from an industry into a profession, more research is becoming available into its effectiveness. One indicator of the success of a service is whether organisations perceive there is enough value gained to continue using it.

Demand for Executive Coaching is being tracked by the annual Sherpa Coaching Research Survey. To create a snapshot of the coaching industry’s direction, Sherpa developed the Coaching Confidence Index (CCI). The index is calculated taking into account rates charged by executive coaches (now linked to inflation), the number of clients they serve, predictions about the demand for coaching and the amount of time executive coaches spend in marketing their service, among other factors. Between 2011 and 2015, the Coaching Confidence Index (CCI) has increased from 64 to 104.

From our point of view, the words only convey part of the reason why organisations purchase Executive Coaching Services. In Synergy-Global, everything we do is client-centric. It’s really brought to life when we hear feedback from our clients about what they get back from investing their time, energy and resources. Some trends we have noticed are such things as:

black Somehow, I always feel smarter after our coaching sessions. I’m able to address things I have been putting off for months and best of all, it takes hardly any effort!

black [Coaching] has actually saved me considerable time, reduced my stress level, and improved both my working and personal relationships - people have noticed the change and have commented that I seem far more relaxed, authentic – and, more importantly, that I now have my ‘Mojo back’!

black This morning I woke up full of energy and purpose. That board paper I was finding so boring yesterday before we focused our coaching session on it – I rewrote the entire thing before breakfast. The new approach is far more invigorating! Instead of dreading the meeting, I’m now really fired up about it!

There are many more examples – and success stories. Is this something your executive team needs?

If you are interested in expanding you, your team and your organisation’s effectiveness, please contact us at info@synergy-global.com +61(0) 439-066-067

Synergy Global: Delivering Effectiveness Consulting, Change Facilitation and Executive Coaching services to the Private. Public and Not-for-Profit Sectors since 1996.

Reference:
Gray H-J &Hewat D. (CQIed 1996 - 2016) Synergy Global Effective Executive Coaching System™ Melbourne, VIC, AUS
Sherpa Coaching. (Jan 2015) 2015 Executive Coaching Research Survey Public Report. www.SherpaCoaching.com

31May/17

Building Professional and Personal Trust

Effectiveness Consulting

Building Professional and Personal Trust

Trust is essential if you are to have a productive relationship with someone. Trust is one of those black and white issues – you either trust someone – or you don’t. You don’t trust people ‘a bit’. If you’re working in a team or as someone’s boss or subordinate, trust is really important for getting results without having to invest a huge amount of additional time in second-guessing everything they do.

Think of someone you have a relationship with - a business partner, colleague, employer, a client or someone in your personal life. Focus on that relationship. For each statement below score your relationship from 1 (strongly disagree) to 5 (strongly agree).

1) I am a trusting person

2) I trust myself to get the job done if that's what I've promised to do

3) I feel my trust level right now with [name of person] is very strong

4) I’m less concerned about past dealings with [name], than about what we will do from now

5) I feel confident demanding accountability from [name of person]

After you've responded add up your ratings. This number will be in the range 5-25.

Interpretation: Each statement addresses a different aspect of trust or partnering.

1) I am a trusting person is about general trust and how you approach the world, new people/situations/opportunities.

2) I trust myself to get the job done if that's what I've promised to do is about self-confidence.

Do you trust yourself to follow through/keep your word? (Also determines your trustworthiness in other people's eyes)

3) I feel that my trust level right now with [name] is very strong is about trusting another. If your trust level is low, discuss your concerns with him or her. Does your lack of trust involve something he or she did/did not do? Focus on specific behaviour, not what motivated the behaviour. Avoid judgments about honesty, integrity, or ethics.

4) I’m less concerned about my past dealings with [name] than about what we will do from now is about your past/future orientation. Relying on past history for decision-making removes the possibility for change and destroys trust. When we rely on mutual vision and strategic planning for decision-making, trust increases.

5) I feel confident demanding accountability from [name] is about your willingness to confront the person. Can you be open, honest and direct with him or her? The more straightforward you are, the more trust you will build.

Ask yourself:

black What am I currently doing to build or destroy trust in my relationship with [name]?

black What did [name] do recently to build or destroy trust between us?

black Did I have to hide something from [name] today?

black Did I communicate trust to [name]?

black Prepare what you would like [name] to do?” (Be as behaviourally specific as possible)

Next Steps: Communication is the key. “Seek first to understand” (Covey 1989)

black Consider how they feel – where they are at/coming from

black Ask “What can I do, specifically, to increase the level of trust in our relationship?

black Ask “What can you, [name] do to specifically, to increase the level of trust in our relationship?”

black How you are both going to take stock? Agree how you will both give behavioural feedback

Action Plan: Once you have talked this through agree to try out some new behaviours…

black Consider the specific situation, such as historic baggage; current pressures; the environment; or timing issues

black Be realistic about the about of change that is possible. and be supportive…behavioural change can be tough!

Create a three-point action plan listing what each of you will do to improve your trust relationship and commit to following through. Don’t forget to book a time, date and place to discuss how things are going and give and get sensitive feedback.

Relationships will get stronger when you actively build trust.

References adapted from :

Dent SM. (2004) Partnering Intelligence: Creating Value for Your Business by Building Strong Alliances Nicholas Brealey. Boston MA USA 7
Stephen Covey (1995) The 7 Habits of Highly Effective People: Restoring the Character Ethic. Free Press, New York NY USA.

____________________________________________________________
If you are interested in expanding you, your team and your organisation’s effectiveness, please contact us at info@synergy-global.com +61(0) 439-066-067. Synergy Global: Delivering Effectiveness Consulting, Change Facilitation and Executive Coaching services to the Private. Public and Not-for-Profit Sectors since 1996.

26Apr/17

Organizational Effectiveness

Effectiveness Consulting

How does Executive Coaching support Organisational Effectiveness?

 

In your experience, what are the three most common conditions which erode your effectiveness?

As Executive Coaches, the most erosive conditions we encounter usually fall into three categories: Fear, Uncertainty and Doubt (FUD).

black When you communicate with the people you lead, how often do you communicate what you don’t want? (Fear?)

black Where does this leave them? (Uncertainty?)

black How motivated are staff to deliver quality outcomes? (Doubt?)

How can you improve your approach? Now you’ve thought about this do you notice any difference in your attitude?

It’s noticeable when coaches focus on what they don’t want. They say things like:

“At this rate, we’re never going to make our numbers”
“They aren’t taking the initiative; they’re waiting to be told what to do”
“I’m spending way too much time chasing people to deliver. It’s exhausting! I’m not sure how we can deliver quality to our clients like this.”

Executive Coaches look for underlying drivers for what is being said. We look beyond what is perceived by the five sense.  For people to get results, we look for people’s strengths, values, beliefs and assumptions.

So, ‘what is ASC?’ I hear you ask. (Yeah, terrible pun!) Achievement, Sustainability and Courage.

What happens to you, as a leader, when you come from the FUD mindset? Typically, what our clients tell us is around work being a grind and they feel frustrated and exhausted. They’re also usually very clear that when they come from the ASC mindset, work not only becomes more enjoyable, it also is energising and far more satisfying.

Think about this:

What difference would make to your effectiveness (and that of your team and your organisation) if everyone came from ASC rather than FUD?

____________________________________________________________

If you are interested in how to go about leveraging your unique blend of values, skills and innate strengths to quickly turn FUD to ASC, we would be delighted to hear from you, please contact us at info@synergy-global.com +61(0) 439-066-067

21Dec/16

Change to prevent Loss

Change Facilitation

Understanding Change - The Aversion To Loss

“…’Cause people often talk about being scared of change,
But for me I'm more afraid of things staying the same,
'Cause the game is never won by standing in any one place for too long”

Nick Cave & The Bad Seeds – Jesus of The Moon

Whether it is in business, clubs, sports, the arts or any walk of life, there is a constant need to pay attention to the thousands of changes that are happening around us at any one time – and then adapt.   It was Charles Darwin who said “In the long history of humankind those who learned to collaborate and improvise most effectively have prevailed.”

In the professional sporting arena, the capacity to change and improvise is revealed. A top team aiming to replicate last year’s performance by following the same formula for success is bound to fail. The circumstances and parameters will have changed and the competition will already have observed what created success and already be building a bigger and better strategy.  In business the same rules apply, although actions may be less in the public eye, there is still an audience of focused onlookers accompanied by a live scoreboard.

The biggest challenge is to change our human inclination to protect the status quo, even if it doesn’t make much sense.  It is well researched that people are not so much resistant to change, but to the perceived loss from change.  Loss aversion, whether from status, power or privileges is a stronger human motivator than the opportunity to gain – even if the opportunities clearly outweigh the losses.  In other words people are motivated more strongly by ‘pain’ than ‘gain’.

With this in mind, leaders must not only identify the need for change and promote the benefits of change, but also invest considerable time developing strategies to engage people on the journey of change and address the human condition of loss aversion that will exist in their minds.  Awareness of this human condition will help the leader to succeed in making the essential changes that will move the organisation towards success.

More information and guidance can be found with Synergy Global to develop teams that are committed and creative.

If you are interested in expanding you, your team and your organisation’s effectiveness, please contact us at info@synergy-global.com +61(0) 439-066-067. Synergy Global: Delivering Effectiveness Consulting, Change Facilitation and Executive Coaching services to the Private. Public and Not-for-Profit Sectors since 1996.

30Nov/16

All Work and No Play

Change Facilitation

All Work And No Play

Have you ever had that feeling of guilt because your four-da holiday could have been spent getting up to date on that paper your boss needs or leaving on time to meet an old friend who’s in town when you could have been finishing a project off?

Of course, work duties are important, but maybe your leisure time should get the same level of consideration. If you’re feeling tired, burned out and uninspired it’s time to chill out and re-energize. Pay attention to those feelings – it’s your body telling you it’s time to take a break.

Ask yourself:

What is going to help me achieve my goals?

What is going to help me stay motivated?

Am I functioning at my best – and, if not, why not?

The odds are that a holiday will ground you, fulfil you and give your brain a break allowing your natural creativity to recharge. You’ll come back to work with more pizazz than ever! Even that couple of hours catching up with a friend over a coffee or a nice glass of wine is a way of letting your ‘work brain’ get some rest.

It may not be possible to take a holiday or convenient to go out and meet a friend, but you do need some strategies for allowing your brain to recharge.

black Take a short walk to stretch your legs in your lunch break, even if it’s just around the block

black Eat a strawberry or an apple and pause to enjoy the taste and texture

black Get up from your desk and catch up with a colleague or make a coffee.

black Even a little gentle filing can use a different part of your brain and you’ll find your creativity will suddenly spring back into action!

It’s all about taking a holistic approach to work. Work/life balance is important, but it’s hard to keep these two in balance if the culture of your workplace isn’t conducive to paying attention to each individual’s needs. It’s up to you to work out how to keep yourself operating at your best.

Attention to health and wellbeing is the best way to achieve business goals and high performance. Sometimes it’s important to change organisational culture for sustainable success.

If you are interested in expanding you, your team and your organisation’s effectiveness, please contact us at info@synergy-global.com +61(0) 439-066-067

Synergy Global: Delivering Effectiveness Consulting, Change Facilitation and Executive Coaching services to the Private. Public and Not-for-Profit Sectors since 1996.