Leadership strategies often recommend creating high-performing teams for organisational success. The organisation benefits from better results and a stronger reputation, while team members can gain greater confidence, visibility and career opportunities. But achieving that kind of team is not easy. A high-performing team is not simply a group of capable people working alongside one another. […]
Recently, spending quality time on the beach with a toddler brought an insane level of questions and curiosity. The sort of curiosity we seek in executive coaching... a thousand questions a minute. - Why does a shell look like that? - How do jellyfish swim? - Where does the water go?
Sometimes it is tempting to use our authority or experience to affirm what we believe we ‘know’ when taking a position in a meeting. Agendas are busy, we want to get business done. But what do we really ‘know’?
It can be tough at times to meet all the challenges and still feel enthusiasm. It’s not surprising that amid the sheer volume of activity, a leader’s zest can be affected and their energy levels drop. Adaptive leadership can help.
Many people don't recognise imposter syndrome in themselves. It settles in when they aren't looking. Certain situations are more likely to bring it to the forefront. Stress is its best friend.
I am as risk-averse as many others – I want my projects to succeed, and I want the eventual longed-for holiday to be well-planned. But, I want to change and grow as a person at the same time and learn from my mistakes.
