Leadership Tips for Discovery in Action Alumni + network
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September 2016

Welcome to our September edition of our Discovery in Action - Monthly leadership tips,  your 'once a month'  'bite-sized' chunks of practical leadership wisdom!

In this edition of our newsletter we share :
We post the blogs in this monthly leadership tips publication on Linked In. Please feel free to forward this email to people in your network who you think may find it helpful...

We also use the content we share each month, in the work we do in our consulting practice. Feel free to get in touch to find out more about anything in this newsletter or other blogs on our website.  Enjoy!

Paul and Melanie Eyres

Daily Questions – a template for personal change

One of the key challenges that leaders (or anyone for that matter) face is trying to make new actions or changes to their day-to-day behaviours and practices ‘stick’.  We’ve previously written a blog post about this challenging issue: DiA Discoveries – making those personal changes stick.  Since we wrote that post we’ve come across a fantastic and simple concept that has been popularised in Marshall Goldsmith’s latest book Triggers.  In that book and other blog posts by Marshall he talks about the power of asking yourself a series of active questions each day around the specific behaviours, actions, attitudes or mindset that you are wanting to improve.  It has its basis in taking personal responsibility – if it’s to be it up to me – for the things you would like to be better at.  Most importantly these questions are focussed on your effort (rather than results) with each question commencing with the phrase:

Did I do my best to…

These questions could be anything something work related – to listen more attentively, to find more opportunities to give positive feedback, to empower your staff more.  They could also be something a lot more personal – to exercise more, to drink less, to be more affectionate with your family.  Marshall himself has six core questions that he uses and then adds some additional questions for other matters he is specifically working on – his core questions are:

  1. Did I do my best to be happy?
  2. Did I do my best to find meaning?
  3. Did I do my best to be engaged?
  4. Did I do my best to build positive relationships?
  5. Did I do my best to set clear goals?
  6. Did I do my best to make progress towards my goals?

Once you have identified your own set of things you really want to work on and converted these into a series of Did I do my best to… questions, then the task is to rate yourself each day on a simple 1 – 10 scale.  Over the course of a few weeks you may find yourself giving low ratings for the first few days, but over time as you become more conscious of it (or perhaps more guilty about it) you may start to see a gradual or even sudden upwards shift – you really start to make progress and feel good about it as a new habit is being formed.  Of course, if you just find yourself continuing to rate yourself lowly on some questions, it provides you with some really useful data – you can ask yourself what is going on for you, why is it not shifting, is it really important to me?

Click here to see the full post, and a link to a template you can download to take advantage of this great approach.

A chart to make you rethink parenting - and leading!

In this punchy video post from Dan Pink, he shares a 2×2 matrix created by Angela Duckworth – the author of ‘Grit: The Power of Passion and Perseverance’ and shares how this thinking can be just as relevant to leading as to it is to parenting – the original context for the content.

What type of leader are you?

  • a leader who is supportive but not demanding – a permissive leader?
  • a leader who is unsupportive and undemanding – a neglectful leader?
  • a leader who is demanding and unsupportive – an authoritarian leader?
  • or a leader who is demanding and supportive – a wise choice?

Click here to be taken to the link for the original short but powerful video!

Finding the 'Coachable moment'

One of the challenges for a leader is to know when ‘coaching’ is the tool to pull out of the kit bag. How do you recognise the ‘coachable moment’?

goal coach
We know coaching is a package of 4 things – skills (effective questions, active listening, diagnosis and providing effective feedback), mindset (about what the coachee has potential to achieve), relationship (trust + rapport) and process (we like to use GROW).

As we wrote about in our blog ‘Coaching is not helpful!’, there is a general acceptance that it is a ‘good thing’ for managers to do more coaching of their staff, however that doesn’t mean that managers don’t approach it with some trepidation, discomfort or lack of confidence.  Some of this stems from their pre-conceptions of what coaching is and whether it is right for them. Some also stems from knowing when is the ‘right’ time to coach.

This blog explores times when there might be a coachable moment, and questions you should consider when you find it.

Click here  to access this blog post, along with links to other blogs on GROW with 5 questions, plus a really quick, simple version of coaching.
Want to improve your coaching skills? Click here to find out about our Coaching skills program - along with details of the other development workshops we run. 

Developing your people – ideas using 70:20:10

When we sit down to have the annual performance and development discussion, when it comes to thinking about development options for the next 12 months, we often fall into the trap of thinking about courses to go on.

Much has been written in recent years about the emerging trends in modern day ‘development’. Most of this has challenged the traditional idea of education being the primary way to facilitate growth, with current thinking suggesting a much broader mindset is needed for learning and development options.

This is where the 70:20:10 concept comes in. Experts suggest that:

  • 70% of learning and development should come from experience (through day-to-day interactions, tasks and activities – ie learning on the job.)
  • 20% should come from exposure – (exposure to other people, such as colleagues, peers, leaders, coaches and / or mentors – and through opportunities to work and learn collaboratively with and from others), and
  • that only 10% of learning and development should come through education – through formal or structured courses or training programs
Great idea - but how can I make that happen? Click here to see some practical examples of 70:20:10 thinking for you to consider for yourself, or your team members.

Some recent assignments

  • Ran a number of skill development workshops - including Enhancing your Resilience
  • Facilitated the creation of a Strategic plan for an arts organisation
  • Ran a Change management planning workshop
Click here to access the Eyres & Associates website to find out what else we do!

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