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Leadership Executive Performance coach Perth
Leadership Coach and Business Coach
Leadership Coaching Australia
Leadership Executive Performance coach Perth

How leadership training and coaching increases your revenue.

Why conscious leadership?

Why focus so much on soft skills and team building?

I will continue with details and research around leadership skills, soft skills and emotional intelligence. And how those skills are impacting your revenue and sales.

As I have mentioned, Deloitte research shows that consistent leadership and soft skills training increase your revenue by $90,000. Harvard business research shows that consistent leadership, emotional intelligence and soft skills training for your employees will increase your revenue by 130%. 

There is more research done and I will bring more information next time.

Today, I would like to share one of my findings and research mentioned in Forbes.

Why is a single Leadership skills training not enough?

Well, let’s say, it is a great start. Or better than nothing.

Data from various studies I have mentioned and study done by The Mentoring Effect shows that the majority (81%) of accounting, banking, engineering, infrastructure, marine engineering and building companies use only a short one day, or three-day training course, and only once in a year or once in a few years. Those trainings and activities are not effective enough. They are expensive because they don’t have any impact on your revenue and probably 0% ROI. 

The major reason they are not impactful is they don’t have consistency and because they are not followed by an annual coaching and training plan for their team members or management.

If you only have short training sessions and don’t have any particular annual coaching plan or development plan, tailored to your team members, those trainings are not going to impact your sales or revenue visibly.

Great examples are all of the behavioural assessments. There are so many profiling tools and assessments and they are all great. I am sure you know of DISC, 360, or Meta profiling. These are great because they are providing data which can be used to measure the teams performance, increase in performance and effectiveness of coaching. These profiling tools provide a measurement only, there is a necessity of attendance of a professional coach to implement the changes that are required.

A lot of leaders and teams undertake those profiling assessments, but very few of them get a personalised coaching plan to improve gaps they have identified and analysed over the year or two. I would ask what’s the point of assessment then?

Leadership Executive Performance coach Perth
Leadership and High Performance Culture

Yes, the truth is, there is one point; one competence that will improve and that is self-awareness. When we become self-aware of our gaps we can focus on filling them. Self-awareness is the first step in a transformational process. But how can you transform and fill your gaps when you are not sure how to do it? 

That’s why the best is to have ongoing support from a professional coach and thinking expert for 12 to 24 months, or more, to learn how to look for challenges and confront your weaknesses.

Leadership skills, emotional competence and soft skills need to be learned and built through practice, over time.

The Cambridge dictionary says:  “skill” is,

“the ability to do an activity or job well, especially because you have practised it.”

To develop a leadership skill means to learn and bring it into practice. To develop skills of situational awareness, strategic thinking, problem solving, critical thinking, emotional intelligence, communication and social skills need to be learned and mastered over time with ongoing guidance from an expert leadership coach. To develop resilience you must attend special training to be exposed to a difficult environment and deal with the problems. Or you need to build the ability to recognise those situations in your everyday life and work.

Leadership and High Performance coach Perth
High Performance Coach Perth

I admire innovative corporations. They have decided about the importance of building peoples’ skills rather than systems. They focus on improving their team members and leaders on an ongoing basis. 

I can mention a few that actively have coaches as a part of their company standards and some of them have programs on a monthly basis. Great examples are Red Bull, Grand Circle Cruise lines, Woodside, and some of my accounting clients and banks I could not mention here because of confidentiality agreements. 

They have already implemented an annual coaching and training plan tailored to their needs. They are far ahead of companies that are still postponing the peoples’ skills development.

We need great people. We need high performers to stay with us and don’t leave the company. But the truth is, one of the six human needs is GROWTH. 

High performers will leave you and find a job where they have ongoing personal growth, training and innovation.

Some of the results my clients have achieved over the past 12 months:

  • Increase in revenue by $130,000 in 12 months
  • Moving from 2 employees to 4 employees after 6 months of coaching
  • Increase of sales by 12% in 12 months
  • Increase of revenue by 15% in 9 months
  • Work-life balance and increased happiness in work environment
Business Coach Perth
Leadership and Business Coach Perth

What is the next step and how do you find out what you need in your business or organisation?

Contact me directly for an introduction and analysis session.

The first consultation and assessment is free.

And trust me, training and coaching don’t need to be boring. 

You can enjoy a few great team building activities with your team and not only learn new skills but also have fun in a unique location (Ask me about where I can facilitate the training). There is always a option to change the environment when you wish to build any soft skills competence, connections, teamwork and innovations.

Let’s chat by the end of September 2021, to ensure we can facilitate the use of a unique location for your leadership and team building training. 

Looking forward to talking to you,

Alex

alex@thementoringeffect.com

Leadership and Executive Coaching Perth

I would love to share a story about two very different styles of leadership and how they impacted results for the organisation. It is a story about Ronald and Gerald, former CEOs of two big Airline companies and one railway company. This story really resonated with me as an example of how emotional competence, leadership skills, and soft skills are influencing performance and morals at the workplace and how impactful they can be to results in any area or department.

Still, 80% of companies didn’t admit, or realise, how important it is to invest in leadership and emotional intelligence training and workshops. Education in leadership and leadership coaching is still the first thing to be cut from the budget; where this should be the first and most important thing implemented and developed.

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Gerald is a lawyer by trade, he is a master of establishing rapport with his employees and using emotional competence and attunement to persuade. As a CEO, when he took over the airline company he spent hundreds of hours in cockpits, behind check-in counters, and in the baggage handling pits, getting to know his employees.

The rapport and relationships he built were crucial in convincing the workforce to agree to concessions on work rules and take pay cuts. All for this promise of a solvent company in which they would have a bigger stake. With this leadership approach, he was able to sell the airlines for $860 million after just two years.

 

With his style of leadership, he was able to take the railroad, with 3 billion in debt, and turn it around. In 7 years he created the largest rail network in the US.

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Ronald had moved up through the ranks to become CEO, taking the helm just as the airline industry was deregulated. His strategic plan was to become more globally competitive. 

He bought recently bankrupt airways, for access to their European routes. It turned out to be a miscalculation and the airlines, always profitable in the past, plunged a further $500 million into debt over each of the three years following the purchase. However, it was not this disastrous financial decision that cost Ronald his job.

Ronald reacted to the hard times by becoming a tough, almost ruthless, boss. He gained a reputation for humiliating subordinates by chastising them in front of their fellow colleagues. He silenced opposition among top executives. Even moving to replace the CFO, the one person who had openly disagreed with him on the acquisition of airlines. Another top executive announced he was leaving and Roland responded by demanding the keys to the executive’s company car on the spot, leaving him to find another way home.

He clove 12,000 jobs, approximately one-third of the airline’s workforce. With the deep cuts came a tremendous drop in the airline’s, once-enviable, customer service ratings. Complaints about airlines suddenly skyrocketed – everything from dirty planes, late departures to missing baggage. Ronald had squeezed the spirit out of the company along with the fat.  

All employees were in shock, the company had never treated them so harshly before. Insecurity and anger were palpable. Even after the cuts put the airline into black again. 

A company-wide survey of the twenty-five thousand remaining employees revealed a skeptical and frightened workforce. Approximately half of them were actively hostile towards Ronald’s leadership. 

Later Ronald admitted that his despotic cost-cutting campaign had devastating effects on the airline’s workforce. When Ronald was asked to comment on his strategy his response was, “So be it.” This became the slogan for the employee’s protest. Pins with the phrase “so be it” manifest on the uniforms of pilots, flight attendants, and mechanics. The airline’s reputation for outstanding service was tarnished, talented managers were leaving the company, morale among employees was abysmal.Ronald was fired at age 55 because he was killing the company’s soul. The company lost its credibility and income and it took years to put it back on track.

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What I see in my daily work with leaders, business owners, or corporate managers, there is a lot to unlock, improve and work on. We all should be focused on personal growth, and find leadership coach no matter what career we are in. Emotional competence makes up about two-thirds of the ingredients of high-performers in general, but for outstanding leaders, emotional competencies – as opposed to technical or cognitive cues – make up 80 to 100 percent of those listed by companies themselves as crucial for success. 

M.Juechter said: ”Leadership is almost all emotional intelligence, especially in distinguishing between what managers do and what leaders do  – things like taking a stand, knowing what’s important to you, pursuing your goals in partnership with others.”

I will share a few major competencies that are part of personal and social competence:

  1. Self-Awareness and Self-confidence
  2. Achievement
  3. Commitment
  4. Influence
  5. Political awareness
  6. Empathy
  7. Cognition and ability to see the big picture

It’s time to take responsibility for improvement in self-awareness and emotional competence to create a great life and work environment.Lead by example!

You can start with discovering your Meta Dynamics™ thinking style by taking the mini meta profiling tool. Your path to transformation and self-mastery. Here is the link that will take you to our website. Click the YELLOW BUTTON and get your assessment done. 

Use the code: 1VD4wg3rqv 

Please don’t hesitate to ask any questions or book an introduction coaching session.

Alexandra Holcbarova, Perth, WA 17.7.2021

Leadership Coaching

Why being conscious leader is essential for high-performance?

Why are we talking about leadership and consciousness?

Why is that even important and how are those two connected?

Most importantly, this article is based on research and experience. It is not just an opinion. It is based on studies of psychologists, authors, and coaches. It is based on the experience of C-suite, leaders, and business owners from various industries. 

The purpose of this study was to identify common mistakes, practices, and gaps in leadership, teamwork, and management. To enhance the importance of qualities and leadership attributes that have the biggest impact on high-performance and productivity.

Most of the work and research was done within industries such as financial planning, accounting firms, engineering, web development, and tech companies.

The classic mistake is assuming that if someone has a special expertise it necessarily means they also have the ability to lead. People are promoted to their level of incompetence. A person who is promoted because of their expertise (they are great with numbers or accounting or their technical skills) finds themselves at a new level, where many or most duties revolve around managing people – not technical skills.

This means that the working world is peppered with bad bosses.

I’m not saying all of them. There is a great number of leaders who don’t have any soft skills, social skills or even interest in being around people. I love what Maxwell said: “You must like people if you want to be a great ladder, you must honestly care”

A study shows that only 20% of leaders undertook a short leadership skill course before they fully integrated into their leadership role. The length of training varied from 2 days to 3 months. Honestly, how could you even think that you can gain major leadership skills in two days?

Another study shows from 50 organisations (within the accounting, mining and tech fields) that 60% of them had at least 2 workshops or team building activities a year for their teams. But, only 4% of them arranged leadership and emotional intelligence training for their C-suite and leaders.

It is not right to assume that all members of your C-suite, your management, and your leadership teams have natural leadership skills and they don’t need to learn. It is important to recognise that the most valuable attribute of a conscious and high-performance leader is hunger to learn and become a life-long learner. There is a danger when leaders decide they know enough and they don’t need further leadership education.

My mission is to raise a family of great conscious leaders. I will do everything to create a better work environment where all individual needs are met. Trust me, it is possible. COVID has shown us that a flexible roster can be easily implemented. 

The world is moving forward, we are not going back to normal office hours and a normal world. Everything shifted and now, more than ever, we need great leadership to be able to implement the changes that are necessary. Changes in how we run businesses, implement innovations, and set up new processes and systems to be able to satisfy our customers’ needs. New systems to satisfy our employees, leaders and create an environment where they can learn, grow and thrive,  where they can find their purpose and perform. Your systems are not going to bring you results, your people will.

I love to use this sentence while talking to clients: “People don’t leave their job, people leave people and bad leaders”. This sentence, or words inferring the same meaning, was used in leadership books from authors such as Jocko or Maxwell.

Today, I will mention a few of the most important attitudes that every conscious and high-performance leader should display and demonstrate on a daily basis. I will talk about bad practices or behaviours that cause high costs, low employee retention and low performance.

Let’s have a look at what is the most important competence of a conscious and high-performance leader.

First and foremost is Emotional Competence.

There is a lot of research done about emotional intelligence. Scientists from American Men and Women of Science found out that Emotional Intelligence abilities were four times more important than IQ in determining professional success and prestige even for these scientists.

From the studies of David C.McClelland, Testing for competence rather than Intelligence, has caused conversations and stirred debate even after a quarter of a century.

Spencer and Spencer, Competence at work, studied IQ in professional and highly complex technical fields. They identified that cognitive abilities alone are not the mark of top performers, since “in higher level technical, marketing, professional and managerial jobs, almost everyone has an IQ of 120 or above and an advanced degree from a good university. What distinguishes superior performers in these jobs is motivation, interpersonal skills and political skills.”

The term emotional competence has been used in this article because it was also used by various authors and researchers such as, David Goleman, Carol Saarni, R.A. Thomson, Peter Salovey, David J. Sluyter and more. I am not saying that technical and cognitive skills are not important, I believe it is a mix of both competencies. I am trying to point out our emotional competence and consciousnesses because they are easily overlooked and discounted. 

Therefore I am not only focused on the company’s performance, using traditional indices of measurement. But I am able to focus on, measure, track improvement and evaluate the thinking and behavioural patterns of leaders and teams. These “new” measurements have been shown to have a tremendous influence on a company’s performance. 

                                  GET YOUR INTRO META THINKING PROFILE

Two most common traits of those who failed in C-suite positions and didn’t get the job done:

  1. Rigidity – They were unable to adapt their style to changes in the organisational culture, or unable to take in or respond to feedback about traits they needed to change or improve. They couldn’t listen or learn.
  2. Poor Relationships – being too harshly critical, insensitive, or demanding so that they alienate those they work with.

The opposite of rigidity is adaptability. “Leadership agility, the ability to work with different styles and with people at all levels of the organisation, from sales rep on the street to top management demands empathy and emotional self-management. You need agility in leadership and in learning… We found an absence of this type of agility is a top derailleur for people we seek to develop.” (Said Patrick O’Brien, formerly vice president of North American sales at Johnson Wax.)

There are sharp differences that emerged between successful managers and those who derailed on most major dimensions of emotional competence:

  1. Self-Control
  2. Conscientiousness
  3. Trustworthiness
  4. Social skills
  5. Building bonds and leveraging diversity

To become a great leader with high consciousness you need to use frameworks for thinking and understand some rules about strategic thinking, critical thinking and decision making.

But what is the most important?

Before you start to lead others you need to be able to know yourself and lead yourself.

The CEO of Perot system said, “Everything I thought I knew about leadership was wrong. My first job as a leader was to create a new understanding of myself”

I have listed a few important stages, steps, and competencies you must show and demonstrate as a leader.

1.Self-Awareness – including Emotional Awareness & Accurate Self Assessment

Self-awareness involves being aware of the preferred ways of thinking, thinking patterns, and various aspects of the self including traits, behaviours and feelings. This is the first step in my Leadership Excellence program. We assess thinking patterns and personal traits and compare which are important to achieve the desired results and what patterns can be improved to move forward even faster. We teach leaders to understand who they are and how they think. Emotional awareness – we teach leaders to to recognise how their emotions affect their performance; and the ability to use their values to guide decision making. And what is important here is the accurate self-assessment – a candid sense of our personal strengths and limits, a clear vision of where we need to improve, and the ability to learn from experience.

2. Self-Confidence – the courage that comes from certainty about capabilities, values, goals. Improves learning from experience, implement feedback patterns, self-regulation, new perspective of conscious learning and improvement.

3. Learning & Implementing Gaps – Thinking and Emotional Competence

  • RESILIENCE
  • EMPATHY
  • OWNERSHIP
  • SELF-CONTROL
  • STRESS-MANAGEMENT
  • TRUSTWORTHINESS
  • ACTIVE LISTENING
  • INFLUENCE
  • INTEGRITY
  • INNOVATION
  • MOTIVATION

 

4.Mastery of Self and OthersValues Elicitation. Values are a guide and are showing us what really matters. When people are not living aligned with their values they have a midlife crisis or they are not happy. To use a value-aligned self-leadership is to learn how to be in flow. Flow blossoms when our skills are fully engaged, for example, by a work project that stretches us in new and challenging ways. Flow is the ultimate motivator. 

If you know yourself, you know how to be in this state. Flow is what you want in your organisation. That is the peak performance.

5.Build Credibility & Relationships. You can impress people from a distance, but you must get close to influence them. The most essential quality for leadership is not perfection but credibility. People must be able to trust you (Rick Warren). Connecting with people is having the ability to identify with and relate to people in such a way that increases your influence with them. On the other hand, the leader must be able to sacrifice relationships for the sake of the vision. This faze is focused on understanding relationships, vision, mission, standards and connection within people in the team or organisation.

 

6.Structure – Systems. Every leader should be able to recognise when change needs to be initiated and implemented and foresee what systems and innovations are coming with this change. 

Wrapping up. The process of stages will be: starting with yourself, understanding emotional triggers, thoughts that caused the feelings and how they impact your decisions; focusing on relationships with others and help them to understand themselves the same way; implementing a structure and system to support this style of leadership and high-performance. Some systems are new education, emotional intelligence and leadership training for your leaders, managers and team members.

To support my thoughts, studies and research I would like to add some observations and results.

___________________________

(Royal Dutch – Joe Jaworski)“If you want a creative explosion to take place, if you want the kind of performance that leads to truly exceptional results, you have to be willing to embark on a journey that leads to an alignment between an individual’s personal values and aspirations and the values and aspirations of the company”

The first step in improving one’s performance is to identify a need for improvement, a gap that is an absolutely difficult step.

___________________________

(Daniel Goleman) The study of several hundred managers from twelve different companies shows that to be a high-performer is not about not having limits on one’s abilities but that they are aware of their limits and so they know where they need to improve, or they know to work with someone else who has a strength they lack.

___________________________

Another example from American Express, financial planners, accountants, or advisors. The interaction between planner and client is delicate, dealing not only with hard questions about money, but also, when life insurance comes up, the even more sensitive issues of mortality. America Express realised they would have to help their financial advisors tune in to this sea of feelings and handle it effectively in order to better serve their clients. They were trained to be more emotionally self-aware and to have more empathy for their clients, they were better able to build long-term, trusting relationships. And those relationships translated into higher sales per customer.

___________________________

60 highly successful entrepreneurs connected with companies ranging revenues from 4 million to 400 million dollars. 99% of them said they were using their feelings to confirm or disconfirm rational analysis or let their emotions guide them at the outset and subsequently looked for data or rationale that supported their gut hunch.

The classic term for this strengthening of our guiding sensibility is WISDOM. We must gain the capacity to sense messages from our internal store of emotional memory – our own reservoir of wisdom and judgment. This is a huge part of self-mastery and self-awareness.

___________________________

Another result from individuals and firms, where we have implemented the principles of the Leadership Excellence Program and Quantum Leap program, are:

  • 100% Identification of strengths and opportunities for growth.
  • 100% Increased their sales or client base.
  • 100% of individuals increased their performance (Subjective evaluation).
  • 95% increased customer service and customer satisfaction. This resulted in a 20% increase in the rate of returning customers.
  • 90% of firms implemented new systems and changed their workflow which resulted in increased productivity by 25%.
Business Coach Perth

High-Performance with Leadership Coaching

When leaders mention they don’t need a mentor or a coach, my mind stops. Do we all just learn from ourselves? Do we all learn from our experience or mistakes?

Or, is it much easier to learn from books, workshops, brainstorming sessions, masterminds, our bosses, teachers, coaches, mentors – people who have already experienced what we want to experience?

I, personally have two mentors on monthly basis and also have coaches and mentors for fitness, marketing, leadership development or emotional intelligence. I am definitely a learning machine. What about you?

Some people in business and leadership still don’t read the books, don’t attend live or face to face workshop to become a better version of themselves. Some leaders don’t think they need it!

The truth is, everyone needs it. If you want to lead your business into your desired outcome, lead your team to success, create a healthy working environment where the culture of strong teamwork, clear communication, integrity, and contribution is cultivated you need to learn from mentors, you need to read the books or attend webinars, workshops about leadership skills, awareness and emotional intelligence.

Why not?

Why don’t learn every day?

I love the quote from Einstein: “Once you stop learning you start dying.”

I worked hard on my own personal growth, still continuing and growing. I must admit that this was the most challenging assignment of all. But understand, this business of personal development lasts a lifetime.

What you become is far more important than what you get. The important question to ask on the job is not, What am I getting? Instead, you should ask, What am I becoming? Getting and becoming are so closely intertwined—what you become directly influences what you get. (*Jim Ron)

Think about that in business. Relationships have a major influence on your business success. Better you get better relationships you create. If you are bringing the attitude and high standards to your daily life, you lead by example. Leading by example is the most powerful leadership skill you can get. That’s why as a leader or business owner, the first job you have, is to work on yourself.

Train your mind, your strategic thinking and decision making. Learn frameworks and structures for high performance and train your team to become happier and more productive than ever.

I enjoy working with leaders with a growth mindset. Leaders and business owners prepared to try new things, open to thinking out of the box, open to implementing and testing new strategies for thinking, and new frameworks for leading.

I am using and also teaching various tools and frameworks for high performance. My favourite is thinking and communication style based on the critical alignment model. This is a 4 dimension model considering environment, structure, implementation, and people in the strategic thinking process and decision-making process.

My other, very strong mentoring tool, is based on my research with professional athletes and the connection between their physical performance and thinking patterns for high performance.

I led teams to high customer satisfaction and high sales performance. As an example from the tourism industry, we achieved a 28% increase in customer satisfaction in 12 months and that led to business and revenue growth.

Let’s list a few of the most important attributes of the strongest leaders in business today so that you can easily find which of the ideals inspire you most.

  • Focus – Ability to not lose focus of the long-term objective, even amidst chaos and distractions
  • Tenacity – Ability to continue on the same path despite failures, albeit with the necessary flexibility
  • Positive Mindset – Mindset of Abundance
  • People Development – Focus on developing new leaders within your team
  • Strategic Thinking – thinking out of the box, considering more dimensions while making decisions
  • Visionary – being able to communicate a big vision and take a team with you to achieve it
  • High Standards – being able to lead by example, having high standards, clear values and vision

There are more qualities and attributes in high-performance leadership. Personal development is the path. The most important is to start to work on yourself, become a better person, a better leader, a better parent, or a partner.

Get your performance coach or mentor to help you to identify your gaps and improve faster and more effective way than before.

Author: Alexandra Holcbarova, Leadership Performance coach 

 

There are sharp differences emerged between successful managers and those who derailed on most major dimensions of emotional competence:

  1. Self-Control and Self-awareness
  2. Conscientiousness
  3. Trustworthiness
  4. Social skills
  5. Building bonds and leveraging diversity

That awareness – of how emotions affect what we are doing – is the fundamental emotional competence. Such awareness is our guide in fine-tuning the job performance of every kind, managing our unruly feelings, keeping ourselves motivated, tuning in with accuracy to the feelings of those around us, and developing good work-related social skills, including those essential for leadership and teamwork.

This ability lies at the heart of self-awareness and self-awareness is the vital foundation skill for three emotional competencies:

  1. Emotional awareness – the recognition of how our emotions affect our performance; and the ability to use our values to guide decision making
  2. Accurate self-assessment – a candid sense of our personal strengths and limiting beliefs and skills, a clear vision of where we need to improve, and the ability to learn from experience.
  3. Self-confidence – the courage that comes from certainty about strengths, capabilities, values, desired goals and purpose