Peter Shearer & Associates

Individuals

Whilst the paths to achieve leadership development are many and varied, some common themes around leadership development for individuals include:Some common themes around leadership development for individuals include:

• enhancing confidence levels

• improving delegation and prioritisation capabilities

• being more effective at stakeholder management

• learning how to effectively partake in tough conversations

• increasing emotional intelligence

• being more courageous or inspiring

• improving strategic thinking and planning

• better time management

• reducing levels of stress, and

• improving work/life balance.

 

The initial step is to help the coachee get very clear as to their specific goals. We engage in third party interviews with colleagues of the coachee to provide 360 degree feedback which can act as a guide and compass for the coaching process and beyond. Once the goals are clear, attention is then placed on identifying current key mindsets and beliefs. We then explore how these mindsets and beliefs are shaping and influencing behaviour. 

 

Leaders who have been very successful in improving themselves:

• often concentrate their attention on just one or two developmental areas at a time;

• have clearly identified goals in mind;

• regularly seek open, unfiltered feedback on their progress;

• and demonstrate both courage and discipline to move beyond the confines of their comfort zone.

 

Teams

The paths to achieve Leadership development in teams are many and varied. A usual first step is a diagnosis to explore what is currently working well within the team, where the challenges reside and what the team’s aspirations are. We use different methodologies including:

• Deep Structured Interviews - DSI’s are carried out by an external consultant in a confidential, one-on one format with team members and are designed to surface key information in terms of team’s strengths, weaknesses and challenges, the team’s norms, where the opportunities for progress are and what are the ‘undiscussables’. This information is then distilled into key themes with interventions, such as coaching, capability building or holding "offsites" designed to effectively confront where the problems are and explore constructive and engaging ways forward.

• Appreciative Enquiry - This methodology is based around identifying what is working well within a team or organisation and finding ways to amplify this ‘positive core’.

• Cultural survey instruments such as OCI (Organisational Culture Inventory) from the Human Synergistics Foundation or The Cultural Values Assessment (CVA) or Team Values Assessment (TVA) from the Barrett’s Values Centre. 

 

Typical issues which surface usually have to do with:

• low levels of trust between team members;

• ineffectual collaboration;

• a lack of strong and decisive leadership;

• baggage from the past;

• a failure to have the appropriate tough conversations when required;

• low morale and engagement; and

• failures around accountability and delivery.

 

Organisational Level

As with the approach taken with teams, a diagnosis is usually performed, then key focus areas identified and a raft of interventions and initiatives designed and ultimately delivered by small teams of facilitators, trainers and coaches.

 

Some of these large scale programs can run from six months to six years. At the heart of all organisational culture transformations, whether the focus is on Leadership or other capabilities, sits the need for an initial shift in mindsets and behaviours, in particular from within the ranks of leaders. Success is contingent upon the rigorous support by leadership and in particular the manner in which they role model the desired behavioural changes. Without this role modelling and support by the top ranks of leaders, these initiatives usually falter.