This is the leadership that my practice is aiming to support and develop

I have been asked many times, how do I see my coaching and consulting practice regarding supporting the developing team or organizational leader.

In James MacGregor’s book “Leadership”, he describes two types of leaders. One is transactional (short-term) and the other is transformative (longer-term). He writes and I quote:

“The relations of most leaders and followers are transactional – leaders approach followers with an eye to exchanging one thing for another….Transforming leadership (On the other hand), while more complex is more potent. The transforming leader recognizes and exploits an existing need or demand of the potential follower. But, beyond that, the transforming leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. (My point is to support organizations to support their staff’s core values being lived within their organizational life) The result of transforming leadership is a relationship of mutual stimulation and elevation that converts followers into leaders and may (this is critical for current organizational life) convert leaders into moral agents“.

This is my way to seek to develop leaders through my organizational consulting and coaching to grow organizational culture which is healthy, safe and purposeful for all.

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Five Leadership Questions

I have 5 questions for leaders to consider going into 2020:

  1. How do you balance short-term and transactional thinking with long-term and transformative thinking and acting?
  2. How do you now focus on creating the future of the organization when you will be long gone? Do you really care about this at all?
  3. How do you know, through your thinking and acting, the value you place on your relationships with employees, clients or customers, and investors or funders? Is there an equal focus on all three or is one more important to you? Why?
  4. How do you know that your organizational culture, which you have contributed to, is healthy and a flourishing one? Do others see this in the same way?
  5. Ultimately, is your organizational culture known by others as a psychologically healthy and safe one for everyone in your organization and or for others who are influenced by the results of your organization’s performance?

I would be quite interested in how leaders respond to these questions as they think about what they need to do differently in 2020.

What do you think?

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Are you flying blind? Are you seeking focus and clarity in an uncertain, chaotic, and often ambiguous life and work environment?

Is there something missing in your life? Even though you may feel that your career, family, relationships, and general success are ok! Is it everything?

Are you now asking important questions about your life, your legacy? Is this a time in your life when you are considering retirement, you have a chronic illness, and are now willing to explore the “totality of your existence?

Are you willing to be brave in order to look deeply inside of yourself? Is it the time in your life where you desire more energy, opportunities to discover where your life’s creativity will flourish?

Are these other important questions that you are now pondering:

  • Is it time to think about what really matters to me about my life, going forward?
  • What happens after paid work?
  • What is more important for me than organizational life?
  • How am I feeling about my life and the way it impacts others?
  • Could there be much more to my life?
  • What role should I play in the lives of others?
  • Are there specific skills that I need to learn to be more compassionate and kinder to myself?
  • How much clarity and focus do you need in your professional and personal life now?

As a coaching client recently stated:

“There are opportunities for each of us to grow as human beings. When I recognized that some twenty years ago, I began by exploring broad life perspectives. It’s big work, going inward, and a worthwhile effort. Now, I find that genuinely appreciating differences in people makes my life richer.

 I was curious to know whether more a focused path might be useful in contributing to a peaceful life for me. “Deep Change”™ and Spiritual Intelligence (SQ21)™ offered a personal assessment of my life perspectives and skills, and suggested areas I might explore to do further work. The suggestions were appropriate for me, and the language and tone are respectful and positive.  If being, increasingly, a calming and healing influence in the world is possible, I’m for it!

Once the online Self-Assessment is completed, it’s a good idea to work with a facilitator to interpret the results. Martin Itzkow is a certified SQ21™ coach. He offers warm-hearted, skilled encouragement for those ready to move ahead in their personal growth. The participant chooses the starting point for the work, and Martin’s extensive experience as a change-maker and skilled coach supports the process.

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What are we facing in our lives?

H.G. Wells famously wrote that ‘human history becomes more and more a race between education and catastrophe’, it has never been so relevant. Wells went on to urge, ‘Let us learn the truth and spread it far and wide as our circumstances allow. For the truth is the greatest weapon we have’.

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Latest Value Team Mapping Session

We invited Martin to come facilitate a Values Mapping exercise at our team meeting. The exercise was 1 hour long and we learned a lot about ourselves and it created a sense of wonder and curiosity that the team leaders can bring back to their clinics. We were blown away by the insight that Martin was able to provide.

Martin mapped the values into three categories and it helped the leaders determine where they see themselves now in relation to the organization. It left them empowered to explore their purpose in the organization, their desired futures and determined present.

One of things that spoke to the leaders in the room was that it was about their values and not the organization but created a thought process of how we can create alignment. Martin also coached us through how to have dialogue when we are not living our values or if we felt our values were being violated. To sum up our session, Martin was engaging, practical and thought provoking. I feel that we are a better for being in that session it helped create a sense that we are in control of our day to day lives and how that contributes to being our best selves at work.

R. M. 

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Three areas to focus attention to increase the value of your organizational culture

If you have been interested in my postings on toxic leadership, toxic organizations & the ways in which we have established this culture, ask yourself where do you start to make change? The context for this organizational change & leader transformation are 3 areas of focus: 1 – full & complete staff engagement to hear and validate their positive & limiting work experience (consistent & constant feedback of their concerns & changes they wish to contribute to); 2 – creating a new & more effective organizational structure reflecting a team networking culture; & articulating a refresh of the organizational DNA, then aligning this to new leadership teams, & introducing  3 – a holistic, integrated & aligned planning model. This new planning framework is where all voices are heard, and are encouraged to contribute to both horizontal and vertical plans. This is a framework where results are measured and scored. This is a process ensuring constant review and a learning cadence incorporating an accountability, and transparency culture. Ultimately, this will require a change in the leadership structure and it’s team culture. To be clear, leaders need to be brave & be prepared to ask questions of themselves based on their PQ, IQ, EQ,and SQ intelligences, assessing readiness to transform your thinking.
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Time to explore your Spiritual Intelligence

When speaking about toxic leaders & their toxic or colluding followers, I am feeling the need to address or ask the important question-what happens to the followers who have liberated themselves.  What happens or is needed after the effects of this toxicity are understood, and who helps in their “healing”? Who recognizes this? This is a spiritual healing process, requiring a number of conversations and interactions, and much internal work on that person’s psyche and a time to move onto a better space. I have noticed this awakening in people now more than in the past year in organizational life. This an area where I introduce to leaders and followers a new approach to their development by directly engaging their spiritual intelligence. (Our 4th human Intelligence dimension) I suggest that this dimension is either so undeveloped on even underdeveloped in all of us. My questions are for leaders at all levels of their development to ask what will it take, what significant events or experiences will need to trigger this awakening to heal yourself and others? I do believe that this formula is something that we should pay attention to by acknowledging our pain, and when we reduce our resistance, we eliminate our suffering! (P-R=S) This is a space when bringing people together is key!

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Continuing my thinking about the Allure of Toxic Leaders

I am sitting at a coffee shop and thinking about the research I have reviewed which describes toxic leader’s behaviour, and how we can pay attention. However, moving to where this conversation may be more helpful is to the followers of these leaders, and what do we know about their response and why they continue to deny or openly support this toxic, debilitating behaviour which creates the toxic organizational ecology. This is an area that needs greater focus and understanding, in order to come to a place where followers liberate themselves from this toxicity. It is too easy to only blame the leader without addressing why followers, follow. I strongly suggest that this is something which has infused our organizations, our politics, our communities. The point I am making is beware, as we collude to create those toxic leaders, we support them, and often we feel we need them. So what is this allure of toxic leadership?

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Post submitting my chapter for the book to be printed in the UK in 2020

Now that I have submitted my chapter on becoming a compassionate, wise, and kind leader in a healthy organization focusing on the wellbeing of all, I have been forced to open the door for a conversation on dysfunctional leadership. I know that we have many decent leaders with decent followers. However, the evidence is clear about the number of employees in organizations who are disengaged and are not fully participating in their organizations. Yes, the evidence points to unhealthy work environments, where stress levels are extremely high, and workplace violence and aggression are rampant. So what are the reasons for this? As stated in my chapter, my conclusion is: for a range of leaders, toxic leaders collude with toxic followers peddling bad ideas and bad behaviours. What do we know about the allure of these toxic leaders? More to come…. Are you interested in the evidence? Do you know & abide/support toxic leaders in your current organization or have you experienced this in the past? What is the range of toxic behaviours & how has the leader’s character undermined the core values of the organization, and even their own core values? Why do we allow these toxic leaders to continue to destroy our organizations? How and what do we gain as followers from this?

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EXECUTIVE POWER ! – a Workshop to Explore your Power as a Leader

This is another workshop to discover and act on the power you have as a leader to ensure that  you are clear about your positional, informational and relational power? The intent is to intentionally assess where you are along a continuum of exercising your power with others. Often this process is completed in three stages:

1 . a 360 degree online survey focusing on your leadership development, by engaging up to 20 assessors you select to provide feedback on the values lived by the leader, as well as 26 leadership behaviours;

2. a report is provided and a debrief of the results to determine the next stage of development based on suggestions for change;

3. a process to engage to assess how you exercise you organizational and team power.

 

If you wish to speak to me about this process, please contact me.

 

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