3 Top Lessons I learnt...

I was fortunate to get another chance to learn from a community of coaches. This appeared at our Monthly ICF Charter Chapter of Malaysia meet last weekend. A total of 18 coaches gathered together to experience, engage and exchange coaching sessions in triads of coach + client + observer.

How to Dance to your PCC Coach Credentials?

That was the goal I set for myself two months ago. I carved out a plan of action according to the requirements of the ICF (International Coach Federation) and I started ticking the boxes as I completed each task.

‘Being’ Visible

In this journey, I have grown with so many distinctive types of experiences, I have gained new and interesting moments of knowledge, I have been confronted with a myriad of challenging issues from my clients and I have gained an enormous level of insights from my coaching initiatives. I feel a need to express some of “ME” with all of you! How would I do that?

How to bring out the ‘awesomeness’ in a leader?

Managing a business is an arduous task for a leader. Some of the duties include ensuring the direction of the business is on track and certifying that business growth matches the expectations of our key stakeholders. How do we do these critical tasks as well as bring out greatness or “awesomeness” as leaders?

Bringing out the ‘awesomeness’ in my team

Leaders who are able to bring out the “awesomeness” in their teams experience a myriad of advantages. Some of these include the organizations attaining higher levels of resourcefullness, teams maximising their potential and becoming engaged, energetic and innovative.

Bringing out more ‘awesomeness’ in my team while overcoming challenges

From my previous article, I shared two steps that were extracted from the 2009 McKinsey’s Global Survey invoking how organisations created awesome teams. Additionally research showed that the Gen Y workforce could feel their “awesomeness” when the following occured.

Core Values - Powerful Motivator for Leaders and Teams

Leaders in organizations have to continuously strive to motivate themselves as well as their teams. There are multiple ways or models that leaders can use. Some of them have been shared in my previous articles. The focus of this article will be on using our core values as our powerful motivators.

Creating a Culture of Trust for a Productive Work Environment

In my previous article, I shared how leaders in organizations can undertake specific action steps to ensure that their teams experience higher level of engagement and innovations. The article showcased Daniel Pink’s First element – AUTONOMY with one specific case study.

Creating Teams with a higher level of Engagement and Innovativeness

When leaders have teams who are highly engaged and innovative, the whole organisation benefits. One of the prominent gains is the leaders save time.

Building Creative, Resourceful And Whole Leaders

In coaching, one of the fundamental beliefs we hold about our clients who are leaders in organisations, is that, these leaders are naturally creative, resourceful and whole. This means that our clients have the wisdom and ability to create anything they want in their life, notably in the light of obstacles that comes in their way of getting their goal or desired outcome

3 Effective Tools on Building Collaborative Strategic Partnerships

Today’s businesses are experiencing a metamorphosis where flexible collaborative networks are becoming critical for their success. One panacea for creating these collaborative networks are via Strategic Partnerships.

3 Powerful Tools For Crafting Highly Productive Meetings

Leaders of today have many resources given to them with the key purpose of utilising these resources to produce breakthrough organisational outcomes. One resource that is shrinking from the leaders and their teams is the resource of time.

Feedback is a Gift

Leaders in organisations apire their teams to be high performing ones. This happens when the team members trust one other, engage in conflict around ideas that are generated, are committed to take decisions to move forward and hold one another accountable. Finally, all of these habits and behaviours will enable them to stay focussed and achieve collective results.

Cultivating a Creative and Healthy Work Space

Leaders in organisations are bombarded with concerns and issues of a sophisticated nature. Besides making speedier decisions in a VUCA environment, these leaders also need to nurture a creative culture such that their direct reports feel empowered to think and craft creative strategies to respond to immediate problems.

Trust & Leadership

One of the traits of successful Leaders is that they embody the value of trust. When the leader exemplifies this value to his organization, inevitably, this helps to create a workplace that endorses a high level of trust. Some of the outcome that are visible when this scenario happens include; things get done at a faster speed and at a lower cost, there is higher retention levels, deeper loyalty, stronger relationships, greater levels of creativity, innovation and finally, richer bottom-lines.

Becoming an Effective Team Leader - The Coaching Constellation Tool

Many managers in organisations get promoted because of their excellent work ethics as well as brilliant output. Organisations see them as talent and want to retain them. one of the ways to retain them is to make them lead a team. However, being a star employee does not necessarily make them awesome leaders. Some of them need hand-holding during this transition phase to enable them to pick up the ropes of being a leader. 

Being the 'Authentic' Leader

Can this statement be true? Being an exemplary leader in an organisation can prove to be undesirable from certain perspectives. Some of the leaders that I have coached have shared this phenomenon. These are the leaders who feel that because they excel in many tasks, they have been targeted by their superiors to take on more and more assignments. How do these leaders feel about this?

Learning from 'Kintsukuroi' for Leaders of Errant Team

Leaders today expend a lot of effort in handpicking the right talent to build their team. This is normally done via a rigourous selection process. Once onboard, the teams have targets to fulfil and periodic alignment activities leading to excellent results. If all of the above processes fall into place, then the team is called a “High Performing Team”. Unfortunately, there are teams who, despite being handpicked, fail to match or exceed the expectations of the leader. So how do leaders manage these team members?

Moving away from Fixed Mindset to 'Growth' Mindset

Leaders today have to continuously evaluate themselves to see if their current method of management is enabling their organisation (team, peers, bosses) or not. They need to know if there are areas withing themselves that need to be sharpened or do they need to be substituted with new ones, so that they can fulfil their roles with greater incisiveness. How does a leader make the decision – to let go or to enhance, as well as which ones to focus their time and energy?

Re-framing Leaders' Mindset from 'Victim Child' to 'Resourceful Adult'

There are many leaders whose level of competencies and capabilities are astounding. These leaders are able to stay focused and aligned to their target. They ensured their teams achieved the outcome set by the organisation. However, there are times when these same leaders sound and appear as if they do not know what to do. They become silent and allow another person to dominate the work-space. 

Shifting from 'Difficult' Team to 'Possible' Team

Many of the leaders that I coach have teams reporting to them. Most of these leaders are enthusisatic about their role and aspire great outcomes with their teams. Some areas of concerns for these leaders include:-

-Getting the team to gel with each other
-Getting the team to collaborate on tasks with each other


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