My team is stressed out and I'm not sure how to help them.
I'm exhausted, my whole team is struggling emotionally, and I feel like it's my job to hold the team together.
Some people in my team are not listening or doing what I am asking of them.
My team is complaining instead of finding solutions.
I'm avoiding giving feedback - they take it personally.
I'm worried if I try to hold them accountable, I'll say the wrong thing and they will put in a complaint about me.
I'm in a leadership role already, I SHOULD have the skills to have the difficult conversations - but instead, I'm avoiding them.
I keep getting drawn back into being the technical expert, instead of dealing with the people issues.
Maybe I'm just not leadership material.
Shakeable: Leaders who are shakeable have the highest risk of bullying, harassment, and stress claims. They feel dis-empowered and dis-engaged. They react to challenge and change. They need to focus on care because they are in danger of burnout or leaving the organisation.
Stressed: If leaders are feeling stressed their productivity and engagement is reduced. According to Dr. Bruce Perry, connection is the best buffer to stress. It’s important they connect with themselves, their purpose, their teams, and their organisation.
Stable: Leaders at the stable level have good days and bad days. Their leadership is inconsistent. Their confidence is on rocky ground. It’s important they build up their confidence to avoid slipping down into the stressed or shakeable level.
Strong: When leaders are strong, their next challenge is increasing their courage to have the often-difficult conversations that need to be had, and back themselves as they make courageous leadership decisions. They courageously face challenge and change head on.
Unshakeable: Unshakeable leaders have the lowest risk of bullying, harassment, and stress claims. They feel empowered and engaged. They have choice in how they respond to challenge and change. They are in the best position to support and develop their teams.
Mindset: Concentrates on the leaders developing useful beliefs, thinking styles, and increasing flexibility in their thinking. The benefit will be leaders who are more open to listening to others, more agile in their approach, and more self-aware.
Power: Focuses on the leaders’ power to choose and be responsible and accountable for their beliefs, emotions, actions, and words. This means they are more likely to provide useful feedback and hold others accountable. They will have the courageous conversations that many leaders avoid.
Esteem: Explores how the leaders choose to value themselves and consider themselves as worthy. They learn to separate their self-worth from their performance as leaders. This means they are better equipped to receive feedback and make the changes suggested to them to take their leadership skills to the next level.
With one or more ‘big’ or ‘interesting’ personalities in their team.
Lead a team with current conflict or a history of high conflict.
Lead a newly formed team, e.g., because of a re-structure.
Have teams/organisation that have experienced significant change.
Lead teams who are about to experience significant change.
Lead teams who face potential abuse from customers/stakeholders.
Lead teams who have had a lack of leadership/haven't been held accountable in the past.
Have moved from peer to leader.
Lead a team who are fearful/resistant to receiving feedback.
Lead a high performing team with no dis-engagement, conflict or ‘interesting’ people.
Already have a highly empowered team culture.
Lead a team who communicates respectfully with each other and others.
Have a team culture where feedback is respectfully offered and graciously received.
Lead a team who are very connected with each other, the organisation and community.
Increased resilience and empowerment in times of uncertainty.
Reduced levels of stress.
The confidence and skills to offer useful feedback.
Increased confidence to have courageous conversations.
The skills to support and move your team from chaos to calm.
You will be surveyed to identify where you are on the Unshakeable Scale. You can also use this measurement with the team you lead to discover the level of risk within your team. This helps to identify any gaps and informs us of the specific areas of the content. This ensures the program is aligned with the very specific to your outcomes.
Coaching is working on what YOU want to work on, it's very different to mentoring where the mentor offers advice and guidance. In the Pre-program Diagnostic meeting we work through what you think your coaching outcomes will be. In other words, what you want to gain from the coaching. It's ok to not be 100% clear - that's where I can support you.
The purpose of the Individual Coaching sessions is to empower and increase your confidence. These are safe spaces where you can share your previously unspoken fears and concerns about being a leader. Common topics explored include feelings of frustration, self-doubt, imposter syndrome and burnout.
Sometimes leaders face an especially difficult situation, and you might have an urgent question. Contact between sessions provides an opportunity for you to reflect on the information, apply to your own specific challenges are share your learnings. The between session support provides opportunities for you to ask questions in real time. The additional support creates an environment for implementation of your learning.
As well as receiving a copy of ‘Unshakeable at Work’, you will receive additional resources to support your growth and development. A carefully selected collection of books, articles, links to Ted Talks, Podcasts etc will be provided after each session. That way, you can choose to dive deeper on the content – or not.