James Saliba

If you are a visionary leader, this one strategy will lead to breakthrough innovations in your organization. . Creating and maintaining psychological safety in your organization is crucial. Enabling and encouraging positive friction is the secret to innovation, according to Shukri Eid, who shared invaluable insights in our 90-minute masterclass! Watch the full discussion here: https://lnkd.in/dZsK25uZ

33

1 Comment

Thrilled to dive into the enriching insights shared by Deborah Riegel and her colleagues in this captivating article in Harvard Business Review. Thank you, William Arruda, for sharing this – and many more great insights – during ICF BDS Advanced Live. 1) Defining Coaching: Coaching isn’t about dictating solutions; it's about empowering individuals to navigate their own paths. As the authors put it, "the coach brings the process, but the coaching goes where the client takes it." Bringing the process does not mean advising, consulting, or dictating—the client sets the agenda. Always! 2) Invest in Certification: I’m often asked if certification is required for coaches. While only 1 client has *ever* asked for my credentials, the authors’ advocacy for coaching certification truly resonates. Certification hones our skills, reinforces industry standards, and ultimately enriches our client interactions, making us more effective coaches. 3) Balancing Business and Coaching: Yes, "You will need to put more effort and hours into building your business than into coaching." It’s true. So, develop a clear strategy for building your business, put a solid plan in place, and stay committed to it. This approach ensures your coaching practice thrives. 💡Tip: AI is a great thought partner for how to develop a strategy custom to you and your niche. I just used AI to develop my comms strategy and project plan for the year. It is my hope that sharing this article ignites dialogue and fosters growth within our community. Let's champion client-centric coaching, embrace continuous learning, and shape the future of our profession together! Some who may be particularly interested: Ryan Mayer, MBA, ACC, Mary Ellen Giffels, Valerie Jennings, Cindy Peterson, Pam Asen, Tiffany Dougherty, Adaora Ayoade, ICF-PCC, Kim Cavalcante, BSEE, MBA, CPCC, ACC, Amit Sood, Jean Trujillo, Binay Mahapatra, Mary M., Janice Brathwaite, and so many others that I can't possibly list! #ExecutiveCoach #TeamCoach #Leadership #ProfessionalGrowth #Gratitude

18

6 Comments

Check out our newest blog post: "Beyond the Score: Interpreting and Acting on Leadership Assessment Results." 🌟 Uncover the secrets to maximizing your leadership potential and transforming assessment data into actionable strategies. 🔗 Delve into it here: https://loom.ly/t99QrCw #Leadership #ExecutiveCoach #LeadershipAssessment

3

1 Comment

I've posted about the importance of having a #performance management system that's based on a CLEAR methodology (CLarity, Equity, Access, Relevance). And while that's a cute acronym and all, if you're a #peopleleader you might be wondering about how to implement that in practice. Fear not, Peoplism's got you. Here are our steps for helping you revamp your PM system for a better employee experience! https://lnkd.in/eQ-vedGC

10

𝐰𝐡𝐚𝐭’𝐬 𝐭𝐡𝐞 𝐒𝐂𝐎𝐏𝐄 𝐨𝐟 𝐲𝐨𝐮𝐫 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩? Leaders need to cultivate the ability to self-observe and accept the realities at hand today, uncomfortable as they might be - and they are strangely uncomfortable to many of us. You’re likely accustomed to ‘scoping out’ a project or the agenda for an upcoming meeting. What about ‘scoping out’ your leadership? In my book, 𝑻𝒉𝒆 𝑳𝒆𝒂𝒅𝒆𝒓𝒔𝒉𝒊𝒑 𝑷𝒂𝒖𝒔𝒆, I share about SCOPE - a series of pause signposts to explore how the 𝒕𝒉𝒆 𝒔𝒊𝒎𝒑𝒍𝒆 𝒂𝒄𝒕 𝒐𝒇 𝒑𝒂𝒖𝒔𝒊𝒏𝒈 can support you in your leadership, and help you self-generate the energy and mood you need to grow your leadership presence. Learn more about SCOPE in my upcoming LI posts: space, connection, openness, pace and energy. 𝐓𝐨 𝐲𝐨𝐮: 𝐰𝐡𝐢𝐜𝐡 𝐨𝐟 𝐭𝐡𝐞 𝐚𝐛𝐨𝐯𝐞 𝐞𝐥𝐞𝐦𝐞𝐧𝐭𝐬 𝐨𝐟 𝐚 𝐩𝐚𝐮𝐬𝐞 𝐝𝐨 𝐲𝐨𝐮 𝐧𝐞𝐞𝐝 𝐦𝐨𝐬𝐭? 𝐃𝐫𝐨𝐩 𝐲𝐨𝐮𝐫 𝐚𝐧𝐬𝐰𝐞𝐫 𝐛𝐞𝐥𝐨𝐰. I coach changemakers and leaders with practical tools to pause, feel, and zero in on their old strategies and stories to renew their energy, extend compassion, and create real change. If you want to explore SCOPE in your leadership, I can help. Learn more about the elements of pause - SCOPE - in the 1st comment, then DM me SCOPE to learn more. #resilience  #consciousleadership  #mindset  #leadershipbyexample  #pause #purpose #womenleaders #energy #LeadershipPause #Podcast Rosie Ward, Ph.D., PeopleForward Network, Nikki Lewallen Gregory Renee Moorefield Amy Felix-Reese andy vasily Brian Fippinger iMBA Luann Barndt, EdD PCC Rebecca Johnson Salveo Partners 

9

4 Comments

I recently attended a webinar held by Matt Dicks, who at one point said, “I wish I could be a fly on the wall with an author and watch them do their work.” In case you didn’t know, Matthew Dicks is a best-selling author himself, so this statement struck me. I've often felt the same way about being a silent observer in the presence of great speakers and leaders. It sure would make the journey much easier to navigate if we could watch someone who's already nailing it. Yet being a fly on a wall and witnessing other leaders model the leadership skills that tomorrow’s workplaces really need is a rarity. In today’s ever-changing landscape, human skills like empathy, emotional awareness, and trust-building are beginning to take center stage. And without such guidance, we can wonder what that’s really supposed to look like. But you know what? There's no need to be a fly on the wall because we're the ones leading the charge! We're in this together, learning and growing every step of the way. It's time to consciously cultivate these skills and support each other in the process. We're all on a journey of growth, and we can redefine what it means to be a great leader. If you could be a fly on the wall to someone, anyone, throughout their day, who would it be? Tag them below! — Hi, I'm thrilled to connect with you here! If we haven't met, I'm DeDe, a former military officer with over 25 years experience in the U.S. Air Force leading diverse teams and advising our nation's top military officials. In today's fast-paced world, where change is constant, I can tell you with absolute certainty -- leaders who deeply understand our human essence will hold the greatest advantage going forward. Recognizing and leveraging the human side of leadership isn't just beneficial—it's absolutely essential. My mission is to guide you through this landscape, making leadership not just effective but easier and more impactful. 🔔 Curious to learn more? Hit the bell in my profile. ✅ Follow for insights on leading with humanity at the forefront. #moveforward #achieve #transformative #peoplemanagement #businessblog

13

Struggling to keep your clients accountable? You're not alone. In our latest article, "12 Ways to Hold Your Clients (Leaders) Accountable," we dive into effective strategies to ensure leaders follow through on their action plans. From reinforcing their purpose to leveraging project management tools, we've got you covered! Ever wondered how to maintain comprehensive records or foster self-driven motivation? Look no further. Encourage and maintain accountability with these game-changing tips. Plus, discover how GCG’s coaching tools can elevate your coaching process to new heights. 🔗 Dive into the article now: https://lnkd.in/g4qbZg5N #Coaching #LeadershipDevelopment #Accountability #GCGCoachingTools

10

If you want to speak and communicate with even more impact, listen to this interview with Cindra Kamphoff, Ph.D., CSP, CMPC. Cindra is the host of the High Performance Mindset podcast, and she's an expert at helping people overcome their limiting beliefs. https://lnkd.in/gXSP64ab #mindset #speakingtips #publicspeaking #positivemindset

13

The 4 Dimensions of Culture with Greg Cagle Check out John Maxwell's latest podcast!

1

Ｌｅａｄｅｒ　Ｉｎｓｉｇｈｔｓ 𝗧𝗲𝗮𝗺 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 In my coaching conversations with leaders, some common 𝗯𝗮𝗿𝗿𝗶𝗲𝗿𝘀 are often revealed in fostering team member accountability. ▶ Fear of Conflict: Leaders may avoid holding team members accountable to prevent potential conflicts or uncomfortable situations. Confronting someone about their performance can lead to defensiveness or tension within the team. ▶ Lack of Clear Expectations: If expectations, roles, and responsibilities are not clearly defined, team members may not understand what they are accountable for, making it difficult for leaders to enforce accountability. ▶ Inconsistent Enforcement: Inconsistency in enforcing accountability can lead to perceptions of favoritism or unfairness. Leaders must consistently apply standards and consequences to all team members to maintain trust and fairness. ▶ Insufficient Feedback Mechanisms: Without regular, constructive feedback, team members may be unaware of their shortcomings or areas for improvement. This makes it challenging for leaders to hold them accountable for performance. ▶ Resistance to Change: Team members might resist new accountability measures, especially if they are accustomed to a different management style. Resistance can stem from a lack of understanding or fear of increased scrutiny. ▶ Limited Authority or Support: Leaders may struggle to hold team members accountable if they lack the authority to enforce consequences or if upper management does not support their efforts. This can undermine their ability to lead effectively. ▶ Balancing Accountability and Morale: Striking the right balance between holding team members accountable and maintaining team morale can be challenging. Overemphasis on accountability can lead to stress and burnout, while underemphasis can result in complacency and low performance. Key practices to 𝗳𝗼𝘀𝘁𝗲𝗿 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆: ▶ Set Clear Expectations: Clearly define roles, responsibilities, and performance standards for each team member. Use well-defined goals to ensure expectations are understood and attainable. Be sure to assess the team member’s level of motivation in working toward established goals. ▶ Provide Consistent Feedback: Establish regular check-ins and performance reviews to discuss progress, address any issues, and provide constructive feedback. This keeps everyone on track and highlights areas needing improvement. ▶ Lead by Example: Model the behavior and work ethic expected from the team. Demonstrate accountability in your actions, such as meeting deadlines, admitting mistakes, and showing commitment to the team’s goals. ▶ Promote a Culture of Ownership: Encourage team members to take ownership of their work by involving them in decision-making processes and empowering them to make choices. Foster an environment where team members feel responsible for their contributions. Additional leader insights here: https://lnkd.in/g_RiQept

3

Experiment led organizations have leaders who are open to being wrong, they have a pipeline of ideas to test. - The big idea is proofed out likely from "design quality and quantitatively" before we invest in scaling. - You don't embrace failure, but you don't ignore it either. - Your organization's leadership team leads by example and empowers teams to critically think about their desirability, viability and feasibility risk. - It isn't a checklist you fill out and go build. You create an environment where experimentation can occur at a scale. #experimentled #leadership #organizatioalculture #insurance #designforimpact

2

Having strong ideals can be powerful, but also dangerous. People with outspoken beliefs often act vigorously, backed by the conviction they are right and virtuous. The more firm their ideals, the more staunch they will be in pursuing them. But this easily tips over into being inflexibly certain about their own worldview. They know the truth and therefore are justified to impose their ideals on everyone around them. They become ideological, rigid and pushy...if not outright dictatorial. So, how do you keep your ideals alive without falling into the ideology trap? #strategicleadership #organizationalleadership #leadershipdevelopment #ideals #ideology https://lnkd.in/dhryqzuG

1

In my leadership development practice, I always look for deep patterns of leadership success rather than the fads and fashions of the now. What worked longitudinally and latitudinally - across time and space - that I can connect with things that still work today? Dr. Gemma Jiang's thinking about the connections between Yin Yang and cutting-edge #leadership ideas has been consistently inspiring in recent months. It's exactly the kind of deep pattern I look for. --- Dao gives birth to one --- This is the organization - an idea about a possibility that emerged in somebody's mind which is constructed with star stuff and powered by star beams. As Carl Sagan said - 'The cosmos is within us. We are made of star-stuff. We are a way for the universe to know itself.' --- One gives birth to two --- The organisation has two forces. The force for #change and innovation (Yang, represented by entrepreneurial leadership) and the force for standardization and stability (Yin, represented by operational leadership). For an organisation to be healthy, these forces must flow into each other. At the moment of the most change, stability must be imposed. At the moment of most stability, change must be injected. --- Two give birth to three --- Leadership needs to balance these two forces, to keep them in harmonious flow. James March had a similar idea in his model of ambidextrous organisations, in which leaders needed to develop the capacity to exploit the known (stability) and explore the unknown (change). The ambidextrous metaphor falls down, though, as few of us are willing to work for any length of time with our weaker hand. It is clumsy, slow and painful. We keep on getting pulled back to what feels right. Yin Yang’s third way - what Gemma terms enabling leadership - solves this problem. Enabling leaders don't have to be equally skilled at exploring and exploiting. They have to be: 1: curious about both 2: willing to build bridges connecting them 3: capable of creating an adaptive space between them 4: able to keep people in the space long enough to maintain flow in both directions --- Three give birth to everything --- If you can enable the flow, then you will be able to generate new momentum in long-stuck issues, and stabilize fragile ideas long enough for them to take root and flourish rather than whither and die. Everything becomes possible. I know from my own experience in facilitating such a space quite what is possible. A couple of my favourite examples: - 50+ co-created action plans on how to execute a new organizational strategy in 2.5 hours from a workforce described to me as almost pathologically disengaged (which included the presentation of said strategy for the first time - the co-creation took 90 mins) - Feedback from a lawyer - "We did more useful work on our strategy in two hours than we had done in the previous six months" Wouldn't you like to work for a leader who can facilitate this? #futureofleadership

71

14 Comments

The Ball of Perspective is one of the greatest tools I talk about. https://lnkd.in/gUzsZK28 Does this help clarify what I mean when I talk about perspective? How might that be different than how you might usually think about it?

2

So I asked it: "What _is_ ontological/ecological/strategic executive coaching? How does it differ from other coaching? Why might I want it? How might it help me?" It responded: "Ontological/ecological/strategic executive coaching integrates deep understanding of being (ontology), interconnected systems (ecology), and purposeful action (strategy) to enhance leadership effectiveness. Unlike traditional coaching, which often focuses on specific skills or goals, this approach fosters profound shifts in awareness and capability, aligning personal and organizational actions with broader ecological realities and ethical imperatives. You might seek this if you aim to lead with greater clarity, impact, and alignment with global sustainability. It helps by transforming your foundational assumptions and actions, enabling you to navigate complex challenges innovatively and ethically." Which sounds like what I do with my clients! (Now you can have a conversation with "me" 24/7.) https://lnkd.in/g4BH2DWD

5

Feeling lost in the sea of organizational change and looking for ways to foster genuine transformation? What if the key to success lies in clarity, personal responsibility, and introspection? If you're ready to explore these concepts and transform your leadership approach, this episode is for you. In this episode, leadership expert Daniel Tocchini  delves into the critical aspects of navigating change and fostering transformation within organizations. Dan discusses the importance of earning trust, cultivating self-awareness, and promoting open dialogue to build strong, trusting relationships. He emphasizes how communication styles impact team dynamics and decision-making processes, sharing anecdotes and experiences that bring these ideas to life. Dan advocates for challenging assumptions, seeking external perspectives, and balancing confidence with openness to new ideas, offering a fresh perspective on effective leadership. Imagine leading with clarity and confidence, earning trust and fostering a culture of genuine transformation within your organization. By listening to this episode, you can: Build Trust and Self-Awareness: Learn how to earn trust through self-awareness and open dialogue, creating stronger, more trusting relationships. Enhance Communication and Team Dynamics: Understand the impact of communication styles on team dynamics and decision-making processes, and learn how to improve them. Foster Genuine Transformation: Discover practical insights for aligning actions with intentions, challenging assumptions, and seeking external perspectives to drive personal and organizational growth. Three Benefits You'll Gain: Stronger Relationships: Develop the skills to build trust and cultivate self-awareness, leading to more robust and trusting relationships within your organization. Improved Communication: Gain insights into enhancing communication styles to positively impact team dynamics and decision-making processes. Effective Leadership: Learn practical strategies for fostering genuine transformation by aligning actions with intentions and embracing new perspectives.

8

I agree with Sam's points, but my take is that the article is built on a misunderstanding of what authenticity even is. Authenticity isn't some defined characteristic/trait that exists inside you that you need to "let out" or "be true to". It's not a fixed thing like the size of you feet. You should BTW be "true to" your foot size if you want shoes that are comfortable. But authenticity? Not so much. Authenticity is a thing that happens in RELATIONSHIPS that are situated in CONTEXTS. We relate in authentic and inauthentic ways. But what is authentic and inauthentic changes if we are relating to our sister or our partner or our boss or our client or our mentee. And what would be authentic in those relationships would change if we were in the pub, at a formal ceremony, in a job interview, or lost on a desert island. It's why when I coach leaders through transitions, I would explore what becoming "at home" in the new context would mean. It might mean having different kinds of interactions, different concerns or focus, different ways of revealing who they are. This isn't about becoming LESS AUTHENTIC (!) but engaging authentically with a new context. TLDR: There is no "authentic you" separate from the relational contexts that you are in. Let's relate authentically rather than try to "reveal our authenticity".

2