Newsletter for Discovery in Action Alumni and network
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October 2014

Welcome to our October Discovery in Action newsletter!

In this edition of our newsletter, we share
  • a blog by Paul that gives you tips on making those personal changes stick
  • a simple activity to help you to improve your emotional self awareness
  • suggestions for how to build a rich feedback culture where you work, and
  • some information about introversion v extroversion preferences to help you have more effective team meetings
Thanks again for the positive feedback about the newsletter, and for taking the time to read it. If there is a topic you'd like us to feature, please drop us a note. And please feel free to forward this newsletter on to other people in your network...

Paul and Melanie Eyres

DiA Discoveries ... making personal changes stick!

So, you’ve identified some changes you want to make to your leadership practice. Perhaps you’ve been through a process of introspection and reflection; maybe you’ve sought and received some constructive feedback; or possibly you’ve participated in a leadership development program (such as Discovery in Action). You’ve done the hard yards working out what you need to work on and you are enthusiastic and committed to making some changes, for example:

  • More regularly engaging with difficult stakeholders
  • Delegating work more often
  • Having the ‘difficult conversation’ earlier
  • Providing positive feedback to staff on a regular basis, …etc

However you know it won’t be easy to try some new things that are not in your comfort zone. You know it won’t be easy to break some ingrained habits or behaviours. So…

How do I make sure I make the change?

How can I ensure that I can make the changes stick in the hurley burley of daily work?

How do I follow through on my intentions?

So, here are a handful of strategies that you can pursue (if you really are fair dinkum) that will help ‘force’ you to make the change.

Click here to access our blog with strategies to help make personal changes stick!

Do you want more effective meetings? Consider 'introversion' v 'extroversion' preferences!

We all know everyone is different, but there are some times when we still secretly wish people were more like us! (People Like Us : the PLUs!).

Yet diversity is really important, and there is value and learning from people who are different to us. We just need help in allowing that value to be revealed.

In a DiA session recently someone shared this challenge. This post is a snapshot from a previous post on More Effective Meetings, and shares some knowledge from MBTI (Myers Briggs Type Indicator) which can help to have more effective team meetings with the non-PLU’s! Consider which is your preference and think about how you can assist people with the alternate preference…

Click here to access our practical ideas to get more out of all members in a team meeting.

Activity to improve your emotional self awareness

On a scale of 1-7, with 7 being ‘very much like me’ and 1 being ‘doesn’t sound like me’, how would you answer these questions:

  • I know which emotions I feel and why
  • I recognise how my feelings affect me and my work performance
  • I have a deep understanding of who I am, my values and beliefs, my motivators +  my goals
  • I am candid in my communications, and am able to speak openly and with conviction about my emotions or my vision

These questions help you to appreciate how strong your ‘Emotional Self Awareness’ attribute is – one of the competencies within the ‘Self Awareness’ dimension of Emotional Intelligence.

If improving your emotional self awareness is important for you being a more effective leader, click here to access an activity that helps you improve your emotional EI...

How can you build a rich feedback culture?

A feedback rich culture relies heavily on a foundation of trust, strong relationships and a clarity of purpose.

Experts suggest there are four main elements to ensuring that feedback is ongoing within an organisation:

1. Safety and Trust: put real attention into building relationships in order to build trust and work hard to make the feedback environment safe.

2. Balance: be sure to provide feedback about what is working, as well as what we can do better.

3. Normalcy: make feedback part of the way we interact with each other. Ensure feedback is not something that only happens at the annual performance review or when something has gone wrong. It needs to be part of our every day interactions.

4. Personal Accountability: make the goal and expectation about feedback clear. The organisation needs to articulate that improving at giving and receiving feedback is an ongoing goal of ours, and everyone should explicitly ask for it often.

Click here to access more information and practical ideas to implement these concepts.

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