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Episode 1 - An introduction to this new Leadership series with Suria and Mel

I’ve been contemplating this. Back when I was in corporate, executive coaching was reserved for, well, executives, or coaching adopted to help navigate difficult situations/behaviours. So what could have been different for me? I would have spent more time self-reflecting which is the most critical muscle a leader can have. And perhaps I would have sharpened my awareness of my behaviour and actions, as well as that of others, to add more insight to my thinking? I would have been challenged to expand my perspective, to see it from another’s. Perhaps I would have been more empathetic and sharpened my people skills resulting in better relationships at work? I would have actioned monthly changes to my leadership style, and perhaps those small steps would have amounted to significant and positive change over the long haul? I would have bounced my thoughts and ideas around with someone else, and perhaps that could have led to more effective workplace decisions? I would have had someone help me navigate and manage my stress, and perhaps that could have improved my health and wellbeing? I would have found someone I could trust my deepest inner thoughts to, who would have seen what I couldn’t, and maybe their reflections could have resulted in bringing light to the beliefs that were holding me back? I would have had regular opportunity to release myself from the everyday doing, and perhaps this would have reignited my creativity and resulted in ideas with better execution? I would have checked that feeling in my gut, rather than sit with the circulating thoughts of doubt, questioning myself to the point of spiralling and feeling like all hope was lost, and maybe I would have found the courage to use my voice? I would have improved my memory of events, made more effective choices, become intimate with my values and beliefs and perhaps this would have built confidence and trust in me? I would have grown, taken more risks, used my voice more, and felt better about my achievements, and therefore happier and maybe this happiness would have spilled into my family and personal life. Melina Lipkiewicz is a certified IECL Executive coach and ICF member. To find out more about our coaching programs, visit our page here, or contact us for a confidential discussion. 0498 800 008.

But culture requires continuous effort to uplift, and a company’s guiding values, purpose, structure A UNSW study in 2011 that looked at low performing workplaces (LPWs) versus high performing workplaces I use the words high performance and thriving interchangeably. Whilst high performing teams are good for business, thriving workplaces are good for business, good for There’s decades of research on high performing teams, thriving includes all this + the idea of feeling

Why psychological safety matters to high performance. team effectiveness and that high psychological safety in the workplace accelerates and supports high performance that if employees felt their opinions were solicited and mattered, organisations would experience an uplift Cultivating psychological safety is foundational to a high performing and thriving workplace culture. well as deliver half day Psychological Safety workshops with Leaders and Teams to support their high performance

Then there are all the workplace performance and culture studies trying to decipher what inhibits or TRUST is the foundation for optimizing performance, for collaboration and communication, for safety. High performance is subtly shifting to thriving workplace. Leaders are expected to manage performance with strengths, which influences how they are having performance McKinsey found in a 2017 survey of high performing teams that investors felt a high performing management

executive coaching enables Leaders to transform behaviour resulting in improved workplace outcomes and performance executive coaching stimulates heightened self-awareness, one of the most critical skills leaders need to perform studies, a distinct correlation between executive coaching and greater change in leadership skills and performance development as it promotes reflective practices that ultimately aid wellbeing, decision making and leadership performance

And McKinsey found in their high-performance team’s research in 2017 that 90% of investors think the And so, the shift from high performance to thriving is shaking up how we lead! peopleq.com.au An interesting read; https://www.mckinsey.com/capabilities/people-and-organizational-performance /our-insights/high-performing-teams-a-timeless-leadership-topic

And performance continues to be mediocre. And we all know high engagement correlates with performance uplift. Strong correlations exist between EQ and performance, engagement and culture. As well competencies like Optimism and Intrinsic Motivation being key driver's for sales performance. I've been honoured to witness first-hand the impact lifting EQ can have on leader and team performance

are role-models, opportunities to be challenged and stretched, constructive and regular feedback on performance Recognize and Reward Performance: Recognizing and rewarding employee performance is essential for fostering

coaching places a strong emphasis on self-awareness and emotional intelligence, foundational to high performing Targeted Skill Development and Performance Improvement Executive coaching targets specific skill development and performance improvement. higher employee engagement, improved productivity, increased retention rates, and enhanced overall performance

There’s a lot of noise surrounding psychological safety in teams, particularly high performing teams. this may be the basis for today's intense focus on psychological safety and its relationship to high performing Regardless of how we arrived, we now know a high performance workplace requires team safety. Psychological safety alone does not translate into a high performance culture. A high performance culture requires more.

As leaders, the ability to inspire trust among team members is paramount to a thriving and high-performing and success, and leaders who prioritize trust-building are rewarded with a loyal, motivated, and high-performing