26Mar

How Scott Morrison Is Failing The Personal Leadership Test

Scott Morrison, Prime Minister of Australia, is failing the personal leadership test. This not only impacts his personal standing as a leader, but has profound impacts on all of his constituents.

‘A leader should not take credit when things go right if they are not willing to accept responsibility when things go wrong’

Simon Sinek

My last Air Force post had the motto ‘Accept Responsibility’. It meant a lot to me then and framed how I tried to behave as an Officer and teach others, and it has framed my leadership business models, coaching, training and workshops at Institute of Management & Leadership Development.

Good leaders stay in the ‘positive’ against the acronym of the AIR/BLEEDS personal leadership model. They:

? Hold to ACCOUNT

? Create positive INTENTION

? Accept RESPONSIBILITY

and they avoid as much as possible

❌ BLAMING others for their actions

❌ Being to LENIENT on poor behaviour

❌ EXONERATING and hiding from accountability

❌ Make EXCUSES for poor performance

❌ DEFEND or DEFLECT poor decisions

❌ Stay in SHAME rather than take action.

Personal leadership isn’t about perfection – it is about making conscious decisions that accepts responsibility for yourself, your team and your business.

Personal Leadership - The AIR/BLEEDS Model

How Does Scott Morrison Rate Against This Personal Leadership / Efficiency Model?

Using the AIR/BLEEDS model, we look at the overall net + or – score. There are twice as many negative traits to assess as there are positive; which matches out belief that negative behaviour has a longer and more profound effect on personal leadership and impact on others that positive scores. Displaying positive personal leadership behaviours is important, yet they can be derailed and overshadowed by negative personal leadership behaviours.

With AIR components, we look for scores as high as possible out of 10.

Hold to ACCOUNT

Score +2/10

Despite a myriad of Ministers making large mistakes, whether it is in regards to dealing with rape allegations in Parliament House, rorting of the the public purse (‘Sports rorts), posting fake documents, not reading briefs on alleged harassment or rape allegations, not a single Minister (to date) has lost their office or been removed from office. As Leigh Sales asked the Treasure Josh Frydenberg on the 7.30 Report ‘How good does it feel to be a Minister in the Morrison Government knowing that no matter what questions arise over your conduct you job’s safe?’ This score would have been 0/10 if not for the recent sacking of staff for masturbating in a Ministers office (can you believe that is actually a sentence in 2021?). Scott Morrison’s accountability bar has been set very low.

Create positive INTENTION

Score +5/10

The PM has a strong ability to create positive intention, as seen in his many press conferences on vaccine rollout, the state of the economy and announcements of aid for bushfires and flood. Significantly impacting this score is the ability to over promise and under deliver. The vaccine rollout is significantly behind target, the economy was in recession before the pandemic and the emergency relief fund has not spent a cent. Great intention, poor delivery.

Accept RESPONSIBILITY

Score +2/10

Accepting responsibility is the hallmark of a leader. They take less than their fair share of the credit and more than their fair share of the blame. The PM has struggled to state clearly his responsibility. While firmly stating in recent interviews that he is the Prime Minister, holidaying in Hawaii during the bushfires hurt him and statements like ‘I don’t hold a hose’ exemplify a lack of responsibility.

OVERALL AIR SCORE: 9

With BLEEDS components, we look for scores as low as possible out of 10.

BLAMING others for their actions

Score -3/10

With the exception of blaming the Opposition for many current failings (which is standard operating procedure for both sides of political divide), Scott Morrison doesn’t often blame others for his failings. He quite often fails to recognise his part in what has taken place, but blaming others cedes its place to other BLEEDS components.

Being too LENIENT on poor behaviour

Score -9/10

This is one of Scott Morrison’s greatest personal leadership weaknesses. In any other Government in the last 25 years, at least 3 Ministers would have been stood aside for poor behaviour or inability to deliver in their role. Whether it is due to a slim 1 seat majority or an ability to hold to account, the PM is incredibly lenient on poor behaviour.

EXONERATING and hiding from accountability

Score -9/10

It can be hard for others to hold you to account when you don’t acknowledge (or seek information) to look for wrong doing. In one sense, backing your staff is an incredibly good leadership trait. On the other, claiming the innocence of your staff without conducting any investigation and demonstrating a clear intent to ignore or disregard mounting evidence otherwise shows a clear desire to exonerate staff from consequences for their actions. While being too lenient on his staff and Ministers will have a negative impact, I believe the ability to exonerate and avoid scrutiny altogether will have a longer lasting negative impact on the PM if not addressed.

Make EXCUSES for poor performance

Score -6/10

While Leniency and Exoneration or Deflection have much greater scores, the PM’s ability to make excuses are present, but not often mentioned. Often, the excuses are convenient or fit a timeline. The pandemic was used as an excuse for the Australia’s economic recessions (despite happening before March 2020) and the floods have impacted the vaccine rollout 9despite being behind before flooding). While excuses are present, they are not the greatest failing of personal leadership from the PM.

DEFEND or DEFLECT poor decisions

Score -9/10

Not reading briefs on alleged rape allegations, not questions his own staff on their behaviour on backgrounding Brittany Higgens family for more than 3 weeks and the much used statement ‘I don’t agree with the premise of the question’ have become clear evidence of avoiding scrutiny and seeking to bury difficult questions. Add to that the obfuscation regarding investigations and a desire to believe his staff without looking into claims of negative behaviour, and you have a significant personal leadership problem.

Stay in SHAME rather than take action

Score -2/10

This is the hardest score to assess from a distance – and I have no personal contact with the PM. Many others have commented on whether the PM feels empathy for those that have been on the receiving end of his or his Government Ministers poor behaviour, or whether it is political posturing. A key will be what tangible action is taken moving forward. Reviews, briefs and reports provide recommendations – how many of those that are willingly adopted will also impact on Scott Morrison’s personal leadership score.

BLEEDS SCORE: -38

OVERALL AIR/BLEEDS SCORE:-29

An overall AIR/BLEEDS score of -29 is incredibly poor for personal leadership. To improve this score, Scott Morrison needs to be seen to hold his Ministers behaviour to account and set a clear set of Ministerial standards that are adhered to going forward, as well as addressing poor historical behaviour. In addition, deflecting and dismissing questions and responding in ways that are anything other than clear and easy to understand (ie. not using weasel words and clever language to avoid answers) will continue to have a negative effect on personal leadership.

Related IMLD Articles

Accept Responsibility When Things Go Wrong

The 5 Leadership Behaviours That Drive Great Cultures

The Top 25 Leadership Behaviours That Define Great Leaders

25Mar

Accept Responsibility When Things Go Wrong

‘A leader should not take credit when things go right if they are not willing to accept responsibility when things go wrong’ Simon Sinek.

This struck such a cord with me this morning. My last post when I was in the Air Force (many moons ago) was at Officers Training School, which holds the motto ‘Accept Responsibility’. It meant a lot to me then and framed how I tried to behave as an Officer and teach others, and it has framed my leadership business models, coaching, training and workshops at Institute of Management & Leadership Development.

Good leaders stay in the positive against the AIR/BLEEDS personal leadership model. They:

? Hold to ACCOUNT

? Create positive INTENTION

? Accept RESPONSIBILITY

and they avoid as much as possible

❌ BLAMING others for their actions

❌ Being to LENIENT on poor behaviour

❌ EXONERATING and hiding from accountability

❌ Make EXCUSES for poor performance

❌ DEFEND or DEFLECT poor decisions

❌ Stay in SHAME rather than take action.

Personal leadership isn’t about perfection – it is about making conscious decisions that accepts responsibility for yourself, your team and your business.

#leadership #coaching #leadershipdevelopment #leadershiptraining #developingleaders #leaders

Related Article:

What is Your Default Inefficient Behaviour? The AIR / BLEEDS model

18Mar

Want to Have A Great Business Culture? Focus On These 5 Leadership Behaviours

Want to have a great business culture? Setting, maintaining and changing a great business culture can be a particularly challenging task for CEO’s and leaders. Compared to hitting sales targets and ensuring key metrics are met, measuring and checking culture can seem like an incredibly nebulous activity.

Yet the importance of having a strong and vibrant culture has never been more important. With social media increasing the speed and availability of corporate cultural information and a desire for younger generations to work in organisations with greater cultural and value ‘fit’, culture has become an increasingly important measure of a business’s success.

Measuring a business culture’s success is a balance of both art and science. Going purely on ‘gut feel’ can ignore some important data that can impact culture; conversely, focussing only on statistics and engagement surveys can mask what is truly going on at the coalface.

There are plenty of large businesses that can charge you thousands of $ to assess your culture (with spreadsheets and charts that looking impressive and aesthetically pleasing). Yet for most small to medium enterprises, assessing culture can be more simply (and cheaply) achieved.  To start assessing your business culture, consider looking at the 5 areas below of alignment, awareness, achievement, altitude and adaptability.

Want to have a great business culture? Take a look at these 5 business behaviours and look at the questions to ask yourself – what would you rate your business out of 10?

Leadership Behaviour: Alignment

Successful businesses (and the leaders and team within them) have a clear understanding of the direction in which they are heading as a business, and the values they embrace to get them there. A clear understanding of their purpose, both from a wider business perspective and in relation to individual roles, provides staff with the clarity and focus to attain results.

  • Are your staff aware of their own values?
  • Do staff have a clear understand how there personal values relate to the businesses?
  • Do senior managers and leaders understand their ‘why’ for doing things?
  • Can senior leaders explain their ‘why’ clearly (and easily understood words / themes) to their staff?
  • Do you regularly measure of you are off track financially, strategically and interpersonally?

Your Alignment score:       /10

Leadership Behaviour: Aware

‘Before you can lead others, you must lead yourself’. No business can achieve sustained success without a clear understanding of the strengths and weaknesses of the team. 

Similarly, no business team can fly high without all individuals in the team being engaged; aware of their own behaviours, assertive in their interactions and happy  in what they are doing. These factors, along with a firm self belief and clarity in your surroundings provide each member of the team the support they need and the ability to have a positive impact on the culture around them. Staff and leaders that are fully aware of their skills – knowing their strengths and being able to adapt and adjust for their weaker areas – provide the best environment for a stainable culture.

  • Do you actively seek feedback from your staff (outside of performance reviews)?
  • Can people safely provide feedback and improvement suggestions upward?
  • Are you and your staff active in discussing strengths and weaknesses?
  • Are personal and professional weaknesses hidden or not discussed?
  • Are staff assertive and free to share their views?
  • Do people step outside their team / department / area to provide advice / suggestion to others?

Your Awareness score:       /10

Leadership Behaviour: Achievement

It is no accident that businesses with great cultures also deliver great results. Or do great results have an impact on great cultures? Whichever way you choose to look at it – how your team achieve results, how often they hit targets and how well they keep their promises to their customers, peers and managers will impact the bottom line.

How well does your business manage the task at hand?  Are things overdue or are they completed on time, all the time? How well your business focusses on getting tasks completed will determine not only where you want to go, but how long it will take you to get there. Strong cultures have a strong focus on achieving tasks at the right level, to the right person, at the right time.

  • Do you and your team meet deadlines?
  • How often are things ‘pushed to the right’?
  • Do you and your team take responsibility for actions or are blame, excuses and justifications rife?
  • Do you have a big attention to detail or do things regularly get missed?
  • Do you have a problem solving or problem avoiding mentality amongst your team?
  • Does your business plan ahead effectively or are you stuck in a constant series of ‘firefighting’ small issues?

Your Achievement score:       /10

Leadership Behaviour: Altitude

Like thew wings on an aircraft, an effective culture can provide you and your business with the lift you need to fly higher and achieve more. Conversely, an ineffective or negative culture can drag your personal, team and business performance down and be highly inefficient. Your ability to understand, communicate and listen to your team, hold them to account and provide constructive feedback all have an impact on how high your team (and your business) will fly.

  • Does your team actively hold you to account?
  • Do you consistently hold your team to account?
  • Are you able to articulate your goals and expectations clearly and effectively?
  • Are there formal and informal ways of providing feedback within your business?
  • Do staff regularly provide development feedback to each other for improved performance?
  • Are you aware of the behaviours that build positivity and lift your team?
  • Does your team regularly display the positive behaviours listed above?
  • Are you aware of the behaviours that erode trust and drag negatively in your team?
  • Does your team regularly display the negative behaviours listed above?

Your Altitude score:       /10

Leadership Behaviour: Adapt

Businesses with strong cultures have the ability to adapt to changes in their internal and external environments – meaning they are both prepared for change, have developed the skills to change and can adapt quickly as needed. Your ability to adapt determines your velocity (the speed and direction in which you and your team travel) and your reliability (how often you complete your tasks, to the required standard, at the required time). Given that reliability is your businesses personal guarantee of achieving tasks on purpose, on time – how well your culture can adapt is crucial to business success.

  • Are your team empowered to be able to make changes in changing circumstances?
  • Is your business overly focussed on process / rule following rather than adapting as needed?
  • Is your business dependable in a crisis?
  • Can you rely on your business to deliver product / services on time in most circumstances?
  • Are you known as a reliable business?
  • Can you rely on your staff in your absence?

Your Adaptability score:       /10

How did you and your business score?

If you scored less that 7 out of 10 for any 5 components of Align, Aware, Achieve, Altitude or Adapt, you have some cultural ‘work’ to do.

Related IMLD Articles:

Related Articles:

17Mar

Leadership Assessment Tool Testimonial – Bethany Whitters – Velocity Leadership CheckPoint

Completing a leadership assessment tool is the first step to understanding your leadership strengths and development opportunities. Thank you Bethany Whitters of Strategic Surveys, for taking the time to write a lovely Google review following completion of her Velocity Leadership CheckPoint and debrief with Michael Peiniger. Wednesday is all about gratitude at the Institute of Management & Leadership Development – we wanted to take a moment to say thank you.

‘The Checkpoint is a fantastic tool, even just going through the questions was really useful at gaining more insight, and then the report was such a great way of putting it all together! Michael is a wonderful coach and it was great to be taken through the outcomes and be guided with some really helpful suggestions. Thanks so much!’ Bethany Whitters

Would You Like To Gain Similar Insights to Bethany? The Velocity Leadership CheckPoint

If you are unsure of your impact on your leader / team, perhaps you should complete the Velocity Leadership CheckPoint – IMLD’s signature leadership assessment tool. 25 behavioural leadership traits, focussed in 5 distinct leadership capabilities – a ‘must know’ for any leader or team looking to drive high performance. If you haven’t completed the Velocity Leadership CheckPoint, get in touch with us today to arrange an appointment. Read through the comments and feedback from those that have – many say that it has had a profound effect on how they lead and perform within a team.

16Mar

Poor Leadership Creates Toxic Work Environments

Toxic environments are created by poor leadership. Toxic environments, toxic cultures – they flourish when leadership chooses to ignore a problem person or issue, and hopes that it will go away or ‘sort itself out’. Toxic cultures and workplaces start with ‘drift’ – the difference between what is expected in behaviour and performance, and what is delivered.


We expect our leaders to have a clear idea on what the direction is – and what behaviours are necessary to meet that direction. When we move away from that path, or drift, a correction is needed – often through a conversation. Ignore the requirement for the conversation and the behaviour is thought to be accepted, and drifts further from what is required.Let these conversations go often enough, and you end up with a big problem that everyone can see, but no one has done anything about.
This is how toxic cultures begin.

We discuss the difference between positive and toxic cultures in the Executive Leadership Program as well as in Executive Leadership Coaching.


Toxic cultures start, and can end, with clear communication, clear standards and clear leadership.

Related Articles on Poor Leadership

Negative Culture Equals Negative Leadership

6 Reasons For Cultural Silo’s In Your Business and How To Avoid Them

15Mar

Executive Leadership Coaching – James Ratten Testimonial

‘It took me a while to find a leadership coach I wanted to work with, and I feel incredibly lucky to have come across Michael, who has the right mix between personable but professional and supportive but honest feedback. At first I knew there were areas I wanted to work on, but I couldn’t put my finger on what they were. Michael not only helped me identify these areas, but then grounded and rooted me in my own values, strengths and purpose which has helped realign me with my own goals and direction. “

15Mar

March for Justice Reminder – Great Leaders Are Humble Learners

A reminder today – great leaders are humble learners. Today women around the country march in protest – march for justice – march for equality. Their voice will be loud. Men – take a moment to listen today with your ears, not with your mouths.
Our national leaders should be listening, learning and taking action. Today is not a day for bluster, for hiding in offices, for asking to be met on your terms. Meet your people, listen to them, listen to the frustration, anger and hurt. Then do something about it. Great leaders are humble learners, not arrogant apologists.
#leadership #IMLD #marchforjustice

10Mar

Successful Leaders Don’t Avoid Difficult Conversations, They Embrace Them

Successful leaders don’t avoid difficult conversations, they embrace them as opportunities. (and Yes, they are still uncomfortable)

How to have a difficult conversation at work

Difficult conversations — whether you are telling an underperforming an team member that they need to do to improve on something, or advising your boss of a missed deadline — are part and parcel of being a leader, manager or supervisor. What is the best way to prepare for this type of conversation? What should you say (or not say)? How do you find the right words in the moment and be able to respond in an appropriate way if the person doesn’t agree or acknowledge what you have raised? And, how can you manage the ‘back and forth’ of the conversation so that it goes smoothly and you get the outcome you want?

Being in conflict can feel uncomfortable for a large number of reasons; fear, lack of a clear outcome, lack of practice, getting carried away with emotions etc.

It is very easy to not deal with little things such as misunderstandings, slights, and miscommunications, resulting in relationships ‘drifting’ from where you would like them to be. If these little things are addressed, the difficulty in raising them can be small, along with the repercussions. If these misunderstandings are allowed to fester, as well as be added to through further conflict, these issues can become much bigger – and the consequences can be harder to address.

No leader likes having difficult conversations – but successful leaders understand the necessity (for themselves, the business and the team member) and they push through the difficulty to have them anyway.

DRIFT Conversations – A Template For Difficult Conversations

Preparing a DRIFT conversation is a simple way of stating what you would like in a conflict situation with another person without making personal attacks and judgements on the other person’s character. It is a way of stating what is required and what is needed, and bring things more in alignment.

DRIFT describes the difference between where we would like a relationship / discussion to be, and where we have ended up – we have ‘drifted’ away from what we want. A DRIFT conversation is a way of assertively bringing the relationship ‘back on track’ through a planned and thoughtful conversation.

D – Describe / Define

Describe the situation and the circumstances that have made you want to have a discussion. The focus on the description should be facts, facts and facts. Describe what has happened in data only with information that cannot be disputed.

One of the biggest mistakes people make in having a difficult discussion is in ‘judging’ a behaviour rather than describing it.

Right:

‘On three separate occasions this week you have been more than 30 minutes late to work’

Wrong:

‘It is really unprofessional how you have turned up late to work this week’

Judgements from the person raising a difficult conversation push the person receiving the conversation into ‘fight or flight’ mode. The person will either push back on what you have said, argue or nitpick the small points of what you say. Conversely, the person will shut down, agree with everything or not listen to what you have raised. Either response ensures that the difficult conversation will not hit its mark.

One thing you can do to reduce the need for DRIFT conversations is be very clear with the people around you regarding what you like and what do you don’t. For help establishing this, have a look at the article ‘Is Your Team Flying Blind to Your Expectations?’ and download the Team Expectations Checklist.

R – Results / Repercussions

Stephen Covey in ‘The 7 Habits of Highly Effective People’ says that we should begin ‘with the end in mind’. The same applies with a difficult conversation – what is it you want to achieve by having the conversation? What is the resulting behaviour you would like to take place? What will be the repercussions if things change or stay the same? When you think of the repercussions or consequences, consider the following:

What will happen if the person doesn’t change their behaviour? What will you do? How you will react? What future measures will you put in place?

What will happen if the person does change their behaviour? What will you say? How will you reinforce the behaviour further?

Knowing the negative and / or positive consequences can provide motivation to change a behaviour or pattern of behaviour

I – Inoculation

In 1796, Dr Edward Jenner discovered how to inoculate children against the the disease smallpox. The premise was to use a small amount of the dead virus and inject it into the patient, providing the body an opportunity to develop antibodies and fight the disease. When the patient would next be exposed to smallpox, they already had the means within the body to fight the disease.

We seek to do the same for people we want to have a difficult conversation with. ‘Inoculating’ a person for difficult conversation provides them with the time and space to be able to process the conversation that will take place, reducing the usual ‘fight of flight’ response.

Inoculating someone for a conversation affords them the respect of having time to adjust to the conversation and prepare for what will take place. The inoculation also allow you, the person initiating the conversation, time to think regarding how you would like to approach the situation.

Right:

‘I would like to talk with you regarding arrival at work this week. Can we discuss it 10am?’

‘There were some details in the report you wrote that I am not happy with and needs improvement. Can we discuss them after lunch?’

Wrong:

‘It is really unprofessional how you have turned up late to work this week’

‘You really could have done a better job on that report. We need to talk about it’

Keys components of a good inoculation:

  • It isn’t personal and does not attack them
  • It gives a brief outline of the conversation to take place
  • It matches the feeling you have on the topic
  • It provides the person with the opportunity to agree and respond

F – Feeling

How do you feel about the situation you are raising?

Describing the emotion that you feel is a critical part of the difficult conversation process. They say that ‘No one has the power to take away how you feel’ and one it comes to difficult conversations, it couldn’t be more true. It is important to discuss how you feel about the issue to wish to raise, not how you feel about the person you are speaking to. This distinction can make all the difference when having the conversation.

Right:

Describe how you feel about the issue and its impact

Wrong:

Describe how you feel about the person and pass judgement on them

Being clear on how you feel makes it easier for the person receiving the information to understand its impact on you, and makes them more likely to adjust their behaviour. That said, a large number of people struggle to work out how they actually feel on an issue. Are you  anxious, annoyed, embarrassed, overwhelmed, hurt, worried or resentful? Are you happy, relieved, elated or excited?

While it might take some effort to reflect and consider how the situation makes you feel, it makes all of the difference. Whether you know it or not, your body language, tone and demeanour is going to reflect how you feel, and clearly stating it will have all of your communication (verbal and non-verbal) reflect it. Saying you feel one thing (or saying nothing at all), when your body language reflects something else leaves the person you are speaking to confused or worse, lied to.

Timing & Specifics

This is the part of the difficult conversation where you discuss what it is you would like to change in the future. Many people that have a difficult conversation don’t provide the clarity of what they want or what they would like to change, leaving it up to the person receiving the information to work it out for themselves. This rarely provides the solution that you want. Be clear on what you would like and when you would like it to happen.

How do you want the situation to change?

How do you want the behaviour to be altered or changed?

What do you want the person to start doing or stop doing?

What standard do you expect the behaviour to be at in the future?

How often do you want it to happen in the future?

Being explicitly clear about what you want to happen in the future is important to getting what you want to happen in the future. It might sound simple, but if you can’t describe what you want to change in the future, how will the person you are speaking to know what you want?

DRIFT Plan not DRIFT Script

Writing a DRIFT plan provides you with the opportunity to clarify your thoughts, get specific with your emotions and provide people with feedback that can make a difference. Remember – it is a plan, not a script. A conversation is a two-way thing, and you have only prepared and thought out one side of the conversation. At each stage of the DRIFT conversation, there is an opportunity to ask questions, clarify and discuss from both parties.

The DRIFT Plan is about know your key points – it isn’t a carefully worded script that must be delivered line by line. The person you are talking to doesn’t ‘know their lines’, making a carefully written script useless. In addition, delivering a full script to someone without interruption is now a statement (or an accusation), not a discussion.

Practice and Reflect Difficult Conversations

Like most activities, the more you have difficult conversations, the better you get at them. It is much easier to start with the small drifts and deviations from what you want, rather than tackling a large performance management issue that has been avoided for years. Don’t avoid the big, important conversations – but remember to walk before you run.

When you have the ability to provide effective constructive and positive feedback, you have the ability to ensure the people around you can perform at their best – a key function of any leader.

Looking for Help to Prepare, Plan, Deliver or Practice a Difficult Conversation?

Our ‘Difficult Conversations in the Workplace’ workshop is the place to start! If it is in a more formal setting you need need, check out the ‘Performance Management Essentials‘ workshop. Both workshops provide the knowledge, guidance, expertise, tips, tricks and practice to have a difficult conversation made easier.

Related Articles On Difficult Conversations

Practice Builds Confidence With Difficult Conversations

Does Any Leaders Like Having A Difficult Conversation?

Leadership 101: Looking to Avoid Difficult Conversations? Have More Smaller Ones

03Mar

Executive Leadership Coaching – James Ratten Testimonial

We are grateful for the opportunity to complete executive leadership coaching with great leaders and managers of the calibre of John Ratten at 4 Legs Petfood. It is great to work with those seeking to develop leadership and management skills for the benefit of his team and business.

It has been our pleasure to work with the managers of 4 Legs Petfood for the last 2 years through executive leadership coaching and team development workshops.

Want to Reach The Same Level of Learning & Insight as James? Perhaps Executive Leadership Coaching Is For You

Focussed, personal, confidential, honest and practical – all words that have been used in testimonials to describe the Institute of Management & Leadership Development’s Executive Leadership Coaching. If this sounds like something that could be useful for you or a member of your team, get in touch with us today for a confidential chat about your needs.


Check Out our other Recommendations and Testimonials Here

Don’t Know Where To Start? The Velocity Leadership CheckPoint Is The Perfect Start Point

If you are unsure of your impact on your leader / team, perhaps you should complete the Velocity Leadership CheckPoint? 25 behavioural leadership traits, focussed in 5 distinct leadership capabilities – a ‘must know’ for any leader or team looking to drive high performance. If you haven’t completed the CheckPoint, get in touch with us today to arrange an appointment. Read through the comments and feedback from those that have – many say that it has had a profound effect on how they lead and perform within a team.

01Mar

How Important Are Values to Your Leadership and Business?

How important are values to your leadership or your business? Well – it depends on whether they are ‘absolute’ or ‘development’ values. If you want your leadership to grow and your team to seek improvement, then developmental values are highly important.

How Important Are Values To Your Leadership?


Values can:
? give a leader an opportunity to align with what is important and what they are seeking to achieve,
? provide clear behaviours rather than just statements,
? they provide ‘guide posts’ regarding appropriate or inappropriate behaviour.
As important to discuss today at Institute of Management & Leadership Development as it was when we first discussed it 2 years ago as Kameleons – Developing Leaders.

Would You Like To Understand More About Your Values and Leadership? The Velocity Leadership CheckPoint Is The Start

If you are unsure of your impact on your leader / team, perhaps you should complete the Velocity Leadership CheckPoint? 25 behavioural leadership traits, focussed in 5 distinct leadership capabilities – a ‘must know’ for any leader or team looking to drive high performance. If you haven’t completed the CheckPoint, get in touch with us today to arrange an appointment. Read through the comments and feedback from those that have – many say that it has had a profound effect on how they lead and perform within a team.

#leadership #management #leadershipdevelopment #coaching #leadershipskills #melbournebusiness #developingleaders #IMLD