create more transformational leaders

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Develop More Transforma0onal Leaders To Empower, Engage and Elevate Others!

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Develop  More  Transforma0onal  Leaders  To  Empower,  Engage  and  Elevate  Others!

High  People  Engagement  Leads  to  High  Business  Performance

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Aon’s  research  reveals  consistent,  sta1s1cally  significant  rela1onships  between  higher  levels  of  people  engagement  and  financial  performance.  They  have  found  that  a  5%  increase  in  people  engagement  is  linked  to  a  3%  increase  in  revenue  growth  in  the  subsequent  year.  

Further  they  conclude  that  engaging  leaders  who  engage  others  is  the  key  ingredient  to  crea1ng  a  culture  of  engagement  that  sustains  business  results  in  an  ever-­‐changing  and  complex  environment.  Companies  that  invest  significantly  in  leader  engagement  have  significantly  higher  opera1ng  income  than  those  that  do  not.  

Engaged  employees:  -­‐ Say  -­‐  speak  posi1vely  about  the  organisa1on  to  colleagues,  poten1al  employees  and  customers  

-­‐ Stay  -­‐  have  an  intense  sense  of  belonging  and  desire  to  be  part  of  the  organisa1on,  and  

-­‐ Strive  -­‐  are  mo1vated  and  exert  discre1onary  effort  toward  business  success.  

Highly  engaged  employees  (those  who  are  the  most  posi1ve  about  all  say,  stay  and  strive  indicators)  deliver  exponen1ally  more  value  to  the  organisa1on  -­‐  well  above  even  the  moderately  engaged.  The  key  to  generate  highly  engaged  employees  are  highly  commiMed  leaders  who  know  how  to  empower  their  people  and  offer  accountability.    

The  Employment  Brand,  Focus  on  Leadership  and  Performance  form  the  three  key  contributors  to  People  Engagement.  Moreover,  Senior  Leaders  impact  virtually  every  cri1cal  engagement  driver.  They  set  the  tone  by  modelling  the  desired  corporate  culture.

We  Need  A  Bold  New  Approach  to  Leadership  Development

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Notwithstanding  their  cri1cal  importance,  Culture  &  Engagement  and  Leadership  are  the  top  two  issues  claimed  by  78%  of  business  leaders  in  DeloiMe’s  Global  Human  Capital  Trends  2015  Report  and  the  Leadership  Capability  Gap  is  widening.  

The  mul1genera1onal  demands  of  the  workforce  are  diverse.  Millennials  demand  flexibility,  crea1vity  and  meaningful  work  in  order  to  sustain  the  marathon  of  50+  years  at  work  while  re1ring  baby  boomers  are  seeking  por_olio  lifestyles  that  offer  variety.    

The  opportunity  for  virtual  collabora1on  is  at  a  turning  point.  The  prevailing  linear,  hierarchical  structure  must  give  way  to  a  la`ce  structure  where  people  get  to  choose  the  place  of  work,  1me  of  work,  weight  of  work  and  type  of  work.  The  Employee  Value  Proposi1on  and  career  pathways  must  change  with  the  1mes.  

Workplace  mechanics  that  hark  back  to  the  industrial  age  simply  do  not  meet  the  demands  of  today.  The  democra1sa1on  of  informa1on  and  crea1ve  savvy  of  millennials  demand  that  more  voices  be  heard.  

Indeed  it  is  1me  to  re-­‐engineer  the  way  leaders  lead  and  engage  the  workforce  by  reinven1ng  Leadership  Development.  This  will  facilitate  a  quantum  leap  in  Culture  &  Engagement,  restore  vitality  in  the  workforce,  improve  community  wellbeing  and  generate  the  power  within  the  organiza1on  to  ignite  and  sustain  business  transforma1on!  

Rather  than  con1nue  to  extend  the  skills  and  capabili1es  of  leaders  within  their  exis1ng  paradigm  and  create  minor  incremental  change,  we  must  instead  increase  their  capacity  and  expand  their  mindset  to  become  more  strategic,  inspiring.  transforma1onal  leaders!

PwC the hidden talent: Ten ways to identify and retain transformational leaders

Strategists  and  Alchemists  are  Transforma0onal  Leaders

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In  their  recent  report,  the  hidden  talent:  Ten  ways  to  iden1fy  and  retain  transforma1onal  leaders,  PwC  tells  us  that  the  majority  of  business  transforma1ons  s1ll  fail.  This  however  is  unsurprising  given  that  less  than  10%  of  execu1ve  leaders  today  have  the  capacity  to  lead  and  sustain  transforma1onal  change.  It  would  also  explain  the  “aspira1on-­‐ac1on’  gap  they  iden1fied  in  their  2015  CEO  Survey.  

This  calcula1on  is  based  on  the  number  of  execu1ves  from  amongst  6,000  leaders  who  calibrated  as  Alchemists  or  Strategists  within  the  spectrum  of  Leadership  Stages  shown  in  the  chart  on  the  right.  Only  at  this  point  do  execu1ves  gain  the  capacity  to  lead  and  sustain  transforma1onal  change.  

Stage  Leadership  is  based  on  the  progressive  development  of  one’s  Ac1on  Logic,  worldview  or  mindset,  represen1ng  increasingly  broader,  deeper  and  mul1-­‐faceted  perspec1ves.  The  construct  is  holarchic  in  that  new  capaci1es  include  previous  strengths.  

While  there  has  been  a  10%  increase  in  the  number  of  Catalysts  (Individualists)  in  the  last  10  years,  the  pace  of  development  is  slow.  And  the  breakthrough  to  Strategist  has  been  just  1%.  

A  further  factor  inhibi1ng  transforma1onal  change  is  that  most  Strategists  work  as  consultants  or  coaches  whereas  business  transforma1ons  must  be  led  from  within  the  organisa1on  by  the  CEO.  Given  the  VUCA  world  and  the  immense  challenge  of  wicked  problems  facing  us  today,  it  is  essen1al  for  organisa1ons  to  learn  how  to  develop,  promote  and  leverage  Strategist  capacity.  

“The fastest growing trend in leadership development today is Stage Leadership.”

Centre for Creative Leadership

Opportunist Conformist Specialist Achiever Catalyst Strategist Alchemist

The  Stages  of  Leadership  Development

Acts  in  Self-­‐interest  Steals  ideas  Blames  others  AMacks  to  defend  Closed  to  feedback  Sees  opportuni1es  Life  is  threatening

Rule-­‐based  In  denial  of  self  Complies  with  others  Right  and  wrong  Enjoys  belonging  Follows  direc1ves  “Us”  and  “them

Technical/func1onal  Highly  cri1cal  “Not  good  enough”  Perfec1onist  Logic  and  exper1se  Quality  |  con1nuous  improvement

Posi1ve  |  pragma1c  Results  oriented  Customer  focus  “More”  and  “Busy”  Proac1vely  achieves  individual/team  goals  Juggles  priori1es

Change  agent  Collabora1ve  Reflec1ve  |  Insigh_ul  lInnova1ve  |  Crea1ve  Interweaves  across  diverse  stakeholders  Unique  solu1ons  Follows  intui1on

Strategic  |  Systemic  Life  is  a  mirror  Self-­‐fulfilment  Sustainable  change  Uses  mutual  inquiry  Sets  trust  as  default  Vigilant  |  vulnerable

Life  is  theatre  Empty  mind  Social  evolu1on  Order  and  mess  Social  transforma1on  Integrates  material  and  spiritual  spheres

Dependence Independence Interdependence Transcendence

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The  stages  up  to  and  including  Achiever  represent  the  conven1onal  material  world  of  the  late  20th  century.  They  are  able  to  operate  effec1vely  in  terms  of  Business-­‐As-­‐Usual.  Specialists  and  Achievers  can  be  high  performers  and  construc1ve  managers  always  seeking  to  produce  beMer  quality  work  or  more  effec1ve  results  respec1vely.  The  shadow  side  of  these  stages  need  to  be  understood  to  progress.  

The  stages  from  Catalyst  onwards  are  able  to  bring  about  change,  with  Strategists  and  Alchemists  having  the  capacity  to  lead  and  sustain  transforma1onal  change.  Due  to  their  personal  naviga1on  and  apprecia1on  of  the  hero’s  journey,  they  are  increasingly  able  to  u1lise  their  personal  authen1c  power  to  embrace  others  and  generate  powerful  new  solu1ons  that  lead  to  greater  community  wellbeing.

EGO WILL HEART INTUITION MIND GUIDANCE

We  need  to  create  more  

Transforma/onal  Leaders  

and  Generate  Higher  People  

Engagement  which  will

Lead  to  a  High  Performance  

Culture  and  Enable  You  to  

Produce  Extraordinary  

Transforma/onal  Results!

Proven  Track  Record  in  Leadership  &  Culture  Transforma0on

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In  the  last  few  years  I  have:  

1. Coached  50+  Senior  Execu1ves  to  become  Transforma1onal  Leaders.  The  nine  who  par1cipated  in  my  PhD  Research  Study,  surprisingly  and  inspiringly,  all  moved  a  full  stage  in  Leadership  Development  in  one  year.  Most  shiped  from  Achiever  to  Catalyst  and  one  to  Strategist  with  another  knocking  on  its  door!  This  is  commonly  thought  to  take  several  years.  

2. Designed  and  led  Leadership  Development  Workshops  for  75+  senior  leaders.  They  increased  their  Leadership  Effec1veness  by  20%  from  the  60th  to  the  80th  percen1le  in  a  single  year.  

3. Designed  and  led  a  Culture  Transforma1on  Program  for  a  1,000-­‐person  business  services  company.  They  made  a  quantum  leap  in  People  Engagement  by  30%  in  just  6  months  from  launch!  

4. Early  in  my  consul1ng  career  a  small  trading  company  more  than  doubled  its  revenues  3  weeks  aper  implemen1ng  empowering  people  frameworks!  

-30% Opportunist Conformist Specialist

+35% Catalyst Strategist Alchemist

In  2013  (red  columns)  the  aggregate  ac1on  logic  for  the  group  was  centred  at  Achiever.  There  was  an  emergent  Catalyst  mindset  and  their  fallback  during  1mes  of  stress  was  at  Specialist  where  we  s1ll  demonstrate  reac1ve  paMerns.  We  all  adopt  the  neighbouring  mindsets  around  our  centre-­‐of-­‐gravity  or  anchoring  point  rela1ve  to  the  degree  of  support  or  stress  we  experience  in  any  situa1on.  

In  2014  (green  columns)  the  aggregate  ac1on  logic  had  shiped  a  full  stage  to  Catalyst  with  an  emergent  Strategist  mindset.  The  fallback  was  now  at  Achiever.  

In  the  pie  charts,  note  the  significant  difference  from  Conformist  and  Specialist  (orange  and  yellow)  to  Catalyst  and  Strategist  (light  and  dark  blue).

The  Unique  “Outside-­‐In”  and  “Inside-­‐Out”  Methodology

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The  AQAL  Model  of  Integral  Theory  stands  for  All  Quadrants,  All  Levels.  It  was  developed  by  Ken  Wilber,  renown  global  thought  leader,  to  represent  our  capacity  to  evolve  and  transform  as  individuals  and  as  a  society.  Its  most  interes1ng  feature  is  the  inclusion  of  the  psychology  of  the  Individual.  

The  successive  LEVELS  in  development  are  represented  by  the  ever-­‐increasing  circles  and  reflect  the  individual  STAGES  of  development  outlined  above.  Each  successive  stage  includes  the  strengths  of  prior  stages.

“Become  the  change  you  wish  to  see  in  the  world.”  Mahatma  Gandhi

Aper  reviewing  all  the  coaching  transcripts,  AntoineMe  Braks  discovered  that  most  of  the  coaching  took  place  in  two  quadrants.  These  primarily  expedited  leadership  transforma1on  while  the  other  two  quadrants  manifested  the  transforma1on.    

The  two  quadrants  expedi1ng  change  were  the  red  Lower  Right  Quadrant  of  STRUCTURE  superimposing  broader  strategic  frameworks  within  which  execu1ves  operated,  and  the  purple  Upper  Lep  Quadrant  of  INTENTION  where  execu1ves  developed  a  new  perspec1ve  on  how  to  interpret  their  life  experience  in  a  more  holis1c  way.  This  blended  focus  of  “outside-­‐in”  and  “inside-­‐out”  coaching  expedited  the  powerful  transforma1on  in  leadership  capacity.  

Simply  put,  the  crea1on  of  an  expanded  context  or  frame  within  which  to  exercise  more  strategic  leadership  opened  up  the  space  for  growth  to  become  a  more  inspiring  leader  who  blended  posi1onal  authority  with  personal  authen1city  taking  full  responsibility  for  their  life’s  circumstances  and  experiences  they  encountered.  

The  overarching  implica1on  is  that  the  pressure-­‐cooker  environment  of  tradi1onal  organiza1ons  is  seriously  containing  the  latent  capacity  of  leaders  today.

INTENTIONSTRUCTURE BEHAVIOUR CULTURE PERFORMANCE

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Build  a  Strategic  Opera0ng  System

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There  are  7  steps  to  build  your  Strategic  Opera1ng  System.  This  innova1ve  and  revolu1onary  strategic  scaffolding  will  bring  your  Vision,  Values  and  Voice  to  life!  

The  7  steps  form  an  integrated,  streamlined  approach  that  have  been  proven  to  remove  you  from  business-­‐as-­‐usual.  They  will  enable  you  to  rise  above  the  noise,  transpose  your  work  and  the  work  of  the  people  you  lead  an  octave  higher  based  on  an  empowering  approach  and  the  development  of  mutual  trust.  

In  a  proven  step-­‐by-­‐step  approach  you  will  discover  exactly  how  to  get  off  the  treadmill  and  restore  a  sense  of  wellbeing  and  purpose  to  your  career  and  life.  Further,  the  people  within  your  part  of  the  organiza1on  will  benefit  from  gaining  a  new  sense  of  vitality  and  energy  in  their  lives  at  work.

1.  Run  the  SCHEDULE

2.  Define  the    SCOPE

3.  Set  the  SCENE

4.  Create  the  STYLE

5.  Know  the  SCORE

6.  Step  Up  on  STAGE

7.  Leverage  SCALE

Dynamic  Diary  Rhythm  to    

Master  TIME

Transforma1onal  Strategic  Agenda  to  Master  VISION

Major  Milestones  Roadmap  to  

Master  FOCUS

Value-­‐based  Leadership  Culture  to  Master  VALUES

Cascading  Team  Charters  to  Master  

ALIGNMENT

Compelling  Signature  Presenta1on  to  Master  VOICE

Orchestrated  Stakeholder  Engagement  to  Master  COLLABORATION

Develop  Holis0c  Leadership  Capacity

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Holis1c  Leadership  Capacity  is  about  seeing  ourselves  as  the  star,  the  director,  producer,  cas1ng  director,  special  effects  director  -­‐  playing  all  the  roles  that  lead  to  the  movie  that  is  your  life.  That’s  our  conscious  mind  at  work.  And  life  is  also  a  mirror.  It  reflects  our  subconscious  mind  too  to  enable  us  to  learn  and  evolve.    

Life  is  both  a  dream  and  a  drama  un1l  we  heal  the  emo1onal  shadows  we  hold  in  our  ego  that  sabotage  the  life  we  desire.  Holis1c  Leadership  is  not  just  about  dealing  with  life  situa1ons,  it’s  about  healing  your  life  so  that  undesirable  situa1ons  don’t  reappear.  .

1.  Appreciate  IDENTITY

2.  Exercise  INFLUENCE

3.  Mutual  INQUIRY

4.  Clear  INTENTION

5.  Courageous  INTEGRITY

6.  Deepen  INSIGHT

7.  Lead  to  INSPIRE

Dive  below  and  rise  above  the  

surface  to  deepen  self-­‐awareness

Ignite  your  passion  to  use  conscious  energy  to  navigate  

the  orange  light  zone

See  through  the  everyday  drama  of  emo1onal  triggers  and  transference

Use  mindfulness  to  tune  into  and  

follow  your  intui1on

Maintain  high  standards,  strong  boundaries  and  

strategic  priori1es

Learn  to  trust  within  to  embody  inner  

guidance  and  look  to  your  horizon

Develop  spiritual  intelligence  to  co-­‐

create  a  caring  world  and  peaceful  planet

“If  you  change  the  way  you  look  at  things,  the  things  you  look  at  change.”    

Wayne  Dyer

EGO

For  this  we  need  to  make  the  connec1on  between  our  thoughts,  emo1ons,  values,  beliefs,  a`tudes  and  percep1ons,  and  our  life  experience,  with  foresight  and  in  hindsight.  

When  we’re  delighted  with  what  we  see,  we  realize  that  we’ve  manifested  our  aspira1ons.  When  we’re  disagreeably  surprised  with  what  we  see,  we  know  that  there  is  something  in  our  subconscious  that  is  asking  to  be  healed.  

Live  your  life  as  a  holis1c  leader  and  you  will  inspire  others  with  your  vigilance,  vulnerability,  vision,  values  and  voice.

WILL HEART INTUITION MIND GUIDANCE SPIRIT

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“The  Human  Energy  Opera7ng  System  is  an  integra7on  of  all  I  have  learned  about  life.    

I’ve  studied  my  own  life  history,  coached  more  than  100  Senior  Execu7ve  clients  through  their  life  experience  and  read  a  book  every  week  in  the  last  five  years.  

I’ve  also  studied  neuroscience,  posi7ve  and  developmental  psychology,  spirituality,  mindfulness,  psychic  phenomena  and  mul7ple  dimensions  of  the  New  Age.  

My  conclusion  is  that  we  are  an  Energy  Opera7ng  System  and  our  life  experience  is  largely  composed  of  a  Figure-­‐8  of  two  Energy  Fields  around  our  anchoring  point.  

If  that’s  the  Ego,  then  our  life  is  made  up  of  Reac7ve  PaOerns  and  Crea7ve  Stretch.  

If  it’s  the  Heart,  then  we  move  onto  Crea7ve  Stretch  and  the  Emergent  Future,  as  our  Heart  heals  the  Ego.  

 If  it’s  the  Mind,  then  we  experience  the  Emergent  Future  and  Ease  and  Grace,  as  our  Mind  emp7es  and  we  surrender  our  Will  to  the  Divine  or  the  greater  good.  

And  if  it’s  the  Spirit,  we  live  in  Ease  and  Grace  and  Blissful  Wonder  as  we  open  up  our  Heart  to  eternal  uncondi7onal  love.”  

AntoineOe  Braks

Competency-­‐based  Leadership  Models  ar1culate  the  BEHAVIOURS  (Upper  Right  Quadrant)  required  at  progressive  role  levels  within  the  organiza1on.  It  is  important  to  align  these  with  the  progressive  stages  of  leadership  capacity  in  order  to  s1mulate  the  natural  pathway  of  conscious  leadership  development.  By  going  beyond  the  cogni1ve  complexity  and  ambiguity  of  work  at  more  senior  levels  to  incorporate  emo1onal,  mindful  and  spiritual  competencies,  we  generate  a  holis1c  perspec1ve  for  corporate  transforma1on  and  social  evolu1on.

Associate  Stages  of  Leadership  with  Broad  Role  LevelsWhile  IQ  has  been  a  predominant  measuring  instrument  for  educa1on  and  talent  acquisi1on,  it  is  is  not  correlated  with  high  performance.  It  is  an  entry  1cket  rather  than  a  performance  guarantee.  However  if  we  measure  and  monitor  leadership  capacity  around  the  four  ways  of  being:  doing,  rela1ng,  thinking  and  crea1ng  ~  AQ  Acton  Orienta1on,  EQ  Emo1onal  Awareness,  MQ  Mindful  AMen1on  and  SQ  Spiritual  Intelligence,  and  further  associate  these  with  the  organisa1on’s  values,  we  provide  the  pla_orm  for  stage-­‐centric,  values-­‐based  holis1c  leadership  growth.

Cluster  Competencies  and  Values  within  the  Four  Q’s

Extend  Leadership  Skills  &  Capabili0es

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TransformaAon  takes  place  through  the  Quadrants  to  realise  expanded    

Levels  of  Leadership    Development  or    

Presence.

Uplib  and  Transform  Corporate  Culture

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Style  of  Culture  

The  Style  of  the  Culture  depends  on  the  values  that  are  priori1sed  over  others.  For  instance  at  FedEx,  the  customer  promise  is  24  hours  so  their  highest  focus  is  on  taking  fast  ac1on  through  streamlined  efficient  processes.  This  is  a  combina1on  of  AQ  -­‐  Ac1on  Orienta1on  and  MQ  -­‐  Mindful  AMen1on.  

For  organiza1ons  in  the  hospitality  industry,  the  number  one  focus  is  the  customer  experience.  Therefore  EQ  -­‐  Emo1onal  Intelligence  to  serve  and  respond  effec1vely  to  meet  another  person’s  needs  becomes  cri1cal.

Stage  of  Culture  

The  Stage  of  the  Culture  is  the  degree  to  which  it  engages  and  empowers  others  in  terms  of  View,  Vision,  Values  and  Voice.  In  today’s  world  where  informa1on  has  been  democra1sed  and  we’re  highly  interconnected,  it’s  become  essen1al  for  everyone  to  be  heard.  Advances  in  technology  make  this  possible  at  low  cost.  

The  different  modes  of  transport  provide  a  simple  way  to  describe  the  progressive  stages.

Entrepreneurial Hierarchy Matrix Empowered Networked

Family  values  Informal  rou1nes  Focus  on  cashflow  Short  1me  horizon  

Immediate  task  focus

Control  systems  Formal  disciplines  

Top-­‐down  direc1ves  Quality  and  Efficiency  Ac1vity-­‐based  roles

Strategic  business  units  Centralised  services  Top-­‐down  direc1on  Goals  and  projects  Diffusion  of  energy

Integrated,  innova1ve  Purposeful  outcomes  Teams  drive  results  Distributed  power  Strong  alignment

Peer  governance  Wide  collabora1on  

Sustainability  Op1mal  community  

Work  any1me  anywhere

The  Networked  organisa1on  will  become  the  norm.  It  requires  a  21st  century  set  of  HR  policies  and  prac1ces  that  liberate  people’s  poten1al,  create  a  default  culture  of  trust,  and  offer  total  flexibility  around  1me  at  work,  place  of  work,  type  of  work  and  weight  of  work.    

This  will  create  a  la`ce  structure  replacing  the  typical  linear  structure.  It’s  able  to  embrace  diverse  intergenera1onal  employment  needs  and  revitalise  the  wellbeing  of  all  employment  leading  to  an  engaging,  crea1ve  resilient  and  empowering  workforce  who  serve  customers  and  communi1es,  now  and  in  the  future.

Leadership  &  Culture  Assessment  Instruments

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The  Leadership  Circle  Team  Culture  Profile  

This  is  a  great  way  to  calibrate  the  current  culture,  define  aspira1ons  and  iden1fy  the  changes  in  leadership  mindset  and  behaviours  through  the  strategic  selec1on  of  a    set  of  values  that  will  lead  to  the  development  of  a  high  performance  culture.  

The  five  dimensions  of  Crea1ve  Leadership  based  on  Zenger  and  Folkman’s  research  (authors  of  The  Extraordinary  Leader)  are  spread  across  the  top  half  of  the  Circle,  while  the  three  REACTIVE  modes  are  depicted  in  the  boMom  half.  

Further,  the  capabili1es  and  reac1ve  paMerns  focused  on  Rela1onship  are  placed  on  the  lep  hand  side  while  those  more  concerned  with  Task  are  placed  on  the  right.  

Together  they  form  an  excellent  barometer  of  leadership  effec1veness.  The  primary  objec1ves  are  to  ship  from  Reac1ve  paMerns  to  Crea1ve  leadership  and  to  balance  Task  and  Rela1onship,  This  reflects  the  transforma1onal  ship  from  Specialist/Achiever  to  Catalyst/Strategist.  

The  Leadership  Circle  also  offer  a  more  in-­‐depth  360  Individual  Profile  which  is  recommended  12  months  into  the  Leadership  &  Culture  Transforma1on  Program.      

The  instruments  have  the  power  to  yield  a  highly  engaging  and  produc1ve  conversa1on  around  self-­‐awareness,  team  dynamics  and  personal  leadership  aspira1ons.

Global  Leadership  Profile  

The  Global  Leadership  Profile  is  one  of  the  most  rigorously  researched  psychometric  instruments  in  Stage  Leadership.  

It  involves  a  Sentence  Comple1on  Exercise  which  is  then  evaluated  by  highly  educated  Stage  Leadership  experts.    

This  instrument  is  recommended  for  each  member  of  the  Execu1ve  Team.

Holis=c  Leadership  Profile  

The  Holis1c  Leadership  Profile  is  an  online  Self  Assessment  of  capabili1es  based  on  the  Stage-­‐centric  Values-­‐based  Holis1c  Leadership  Model.  

It  is  very  valuable  in  ascertaining  personal  strengths,  stressors  and  stretches  to  facilitate  Leadership  Style  and  Stage  development.

Generate  Sustainable  Business  Performance

16

Your  Return  on  Investment  

A  highly  engaged  interconnected  culture  increases  produc1vity  and  performance  and  creates  a  sense  of  community.  It  also  releases  the  intrinsic  capacity  to  innovate  and  collaborate  across  boundaries  and  thereby  create  the  business  transforma1on  we  need  to  thrive  on  the  planet.    

The  Triple  BoMom  Line  of  People,  Planet  and  Prosperity  are  inextricably  linked.  

As  people,  we  are  not  only  a  resource  to  be  put  to  good  use,  nor  simply  an  asset  that  is  worth  inves1ng  in  to  increase  our  usefulness.  We  are  the  creators  of  our  world,  each  a  sophis1cated  instrument  of  the  cosmic  energy  flow  of  the  universe  through  which  all  things  come  about.    

Inves1ng  in  leadership  development  to  build  a  vibrant  culture  serves  to  uplip  our  consciousness  and  realize  our  poten1al  to  live  fulfilling  healthy  lives  here  on  earth.  The  return  on  investment  is  sustainable  wellbeing  and  prosperity  for  us  today  and  for  future  genera1ons.  

Now  is  the  1me  to  invest.  Now  is  the  1me  to  decide.  To  decide  to  make  the  biggest  difference  you  can  possibly  make  in  the  world  by  upliping  your  own  capacity  as  a  transforma1onal  leader  and  that  of  everyone  around  you,  so  that  together  you  can  and  will  transform  your  world!

How  Do  We  Do  This?

17

To  uplip  People  Engagement,  we  need  to  engage  people!!  

We  do  this  top-­‐down  and  boMom-­‐up.  Top-­‐down  to  ins1gate  more  confident,  courageous  leadership  at  Senior  Execu1ve  Level.  BoMom-­‐up  to  ac1vate  the  Values  in  an  open,  enlivening  forum  to  bring  all  voices  and  perspec1ves  into  the  room.  

We  do  this  with  a  combina1on  of  proac1ve  teaching  tools  online  and  in  person  through  implementa1on  workshops,  and  in  response  to  needs  and  challenges  that  arise  through  Execu1ve  Coaching  and  Mentoring  Q&A  Webinars.  

Measurement  of  People  Engagement  and  the  current  Execu1ve  Leadership  Team  Culture  and  the  annual  cycle  of  monthly  and  quarterly  gatherings  is  set  up  at  the  beginning  of  the  year  to  encourage  and  sustain  a  strategic  focus  on  leadership  and  a  rhythmic  momentum  for  culture  transforma1on.

One-­‐on-­‐one  Execu0ve  Coaching

Monthly  ½  day  Workshop  

Implemen0ng  -­‐day  Workshop  Implemen0ng

Quarterly  Full  Forum  Values  Engagement

Comprehensive  Online  Training  

Resources

Monthly  Mentoring  

Q&A  Webinar

Before  and  Aber  Culture  Measurement

Incidental  Analysis  &  Consul0ng

For  CEO  and  Senior  Execu1ves For  Senior  Leaders For  Senior  Leaders For  Senior  Leaders For  Everyone For  Everyone As  Needed

A  Liele  More  About  Me

18

Execu1ve  Coach  to  50+  Senior  Execu1ve  Leaders  in  the  NSW  Public  Sector  

Designer  and  Facilitator  of  the  CONFIDENT  Leaders  Program  for  Agriculture  NSW  

Strategic  Facilitator  of  mul1ple  Strategic  Off-­‐sites  for  Execu1ve  Leadership  Teams  

Lead  Assessor  of  400+  Senior  Execu1ves  Leaders  in  the  NSW  Public  Sector  

Designer  and  Execu1ve  Director  of  the  Culture  Transforma1on  Program  at  Businesslink  including  a  new  Values-­‐based  Employment  Brand,  a  new  Strategic  Performance  Framework  based  on  Team  Charters,  broad  Leadership  Development,  Talent  Review,  Recogni1on  Strategy,  Communica1ons  and  Board  Repor1ng  

General  Manager  of  People  and  Culture  with  Vector,  a  Values-­‐based  Award-­‐winning  Employment  Brand  during  a  Merger  of  the  Electricity  and  Gas  companies  

Creator  of  Westpac’s  Values-­‐based  Leadership  Model  and  comprehensive  HR  Strategic  Job  Family  including  Role  Bands  and  Profiles,  Career  Paths  and  CoE  

Head  of  Leadership  Capital  Solu1ons  for  Korn  Ferry  Asia  Pacific  carrying  out  300+  Management  Assessments  followed  by  Succession  and  Talent  Planning  

Strategic  Human  Resources  Manager  for  Shell  Interna1onal  across  La1n  America  and  Africa  travelling  one  week  in  two  to  roll  out  global  OD  ini1a1ves  

Top  performing  Execu1ve  Selec1on  and  Search  Consultant  for  Morgan  &  Banks

PhD  (c)  The  Psychology  of  Leadership  Transforma1on  

MA  Management  Research  -­‐  2  University  Prizes  

MBA  London  Business  School  

LLB  (Hons)  BA  in  Poli1cal  Science

Author  of  self-­‐published  book:  Execu1ve  SOS  ~  7  Easy  Steps  to  a  Proven  Strategic  Opera1ng  System  that  will  Unlock  your  CREATIVITY  Double  Your  PRODUCTIVITY  Empower  Your  PEOPLE  Engage  Your  STAKEHOLDERS  Lip  Your  PROFILE  Achieve  Breakthrough  RESULTS!

What  Clients  Say

19

Richard Boggon, Regional Executive Transport Infrastructure Parsons Brinckerhoff

“Occasionally we meet folks who bring a unique perspective to strategic conversations, creating new thoughts, ideas and innovative thinking. Antoinette is one such person, drawing on a wonderful knowledge and understanding in so many aspects of life and business.”

Anne Tucker Manager HSE Sydney Trains

“Antoinette is a master of motivation and spiritual wizardry! After every session, I leave feeling inspired and motivated with a sense of awe and wonder of my own unlimited potential. Her exuberant energy and zest for life is contagious yet she provides an architectural framework providing structure and support

How refreshing to have been blessed to have her as my Executive Coach and share our life experience in the transformation of the soul.”

Marianne Hammerton Director Rail Heritage

“My meetings with Antoinette proved to be very valuable, enjoyable and timely. Building on some early insights and an established rapport, Antoinette guided me on my leadership journey. Her warmth, wisdom and understanding, leadership knowledge and conversational skills are indeed a powerful mix.”

Nicola Vague Founder of Evolving Leaders

“Antoinette is an extraordinary leadership coach who truly ‘listens’ from multiple levels. Her innate ability to access her vast inner wisdom and bring it into form to guide others is a powerful gift. Couple this with her extensive knowledge and an established suite of leadership development tools and approaches - the result can only be WOW! Antoinette holds a nourishing space from which I have been able to reflect and evolve. Antoinette, thank you for shining so brightly.”

Richard Host CIO Fire and Rescue NSW

“When I first came to see Antoinette, I was fatigued , stressed at work and not enjoying life In the very first meeting, the underlying issues were exposed.

Antoinette shed light on my life and revealed things that I simply had not seen or understood. She had a positive, forward-looking approach that made me feel optimistic. And most importantly, she addressed my whole-of-life progression, not just my work-life,”

Gary Groves, District Director Illawara Shoalhaven, FACS

“I found Antoinette’s perspective to be thoughtful and insightful, revolutionising my thinking and my actions. My engagement with Antoinette began at a time when I found myself in a newly collaborative leadership role managing several portfolios that were unfamiliar and challenging. Her experience and viewpoints were extremely helpful to me in strengthening:

Antoinette has a unique ability to recognise, understand and explain complex leadership issues. Her mentoring continues to make me a better person every day, at work and at home.

Attuning my inner self and harnessing my authenticity to be an innovative and strategic leader has awoken the inner warrior in me and helped me lead my organization to success over the last 12 months.”

Jane Simmons, Executive Director, Learning and Leadership NSW Education

“Antoinette is a sensitive, creative and highly gifted coach. Her ability to coach senior leaders through the strategic maze of government whilst they balance their personal development is her strength. I endorse as an Executive Coach of the highest calibre.”

Greg Ellis Executive GM Transport for NSW

“I enjoy my coaching meetings with Antoinette principally because I find myself uncomfortable. She continually challenges my normalised way of thinking. The coaching is not a linear process. It’s emergent, disruptive and can be disconcerting and that’s where the magic is.

Antoinette considers things from a deeper dynamic perspective. Her focus on embracing our uniqueness in inspiring and amazingly effective.”

What  Clients  Say

20

Pat Richards Founding CEO Businesslink

Anne Cosgrove Executive Director People and Culture Businesslink

Judith Speight Chairman TUANZ MD Accelerating Aotearoa

Michael Bullen, Deputy Director General DPI

“Antoinette was an engaging, skillful, intelligent, challenging and enthusiastic person to work with. She integrated many new initiatives to transform our culture creating momentum from which results soon flowed.

The terrific speed of success was due to her great ability to engage with the leaders and ensure that the adopted strategies were well understood and effectively implemented to drive toward the desired outcomes. She was a vital source of energy and inspiration in setting our course and getting us going!.”

“Antoinette instigated a terrific collaboration with us by leading a Strategic Off-Site for our new Executive Team. It was an invigorating and extremely productive two-day session that not only set our strategic direction but also the type of leadership culture we wanted to create.

We then ran a Confident Leaders Program designed and led by Antoinette that gave the top 75 leaders the opportunity to become more self-aware and develop the courageous authenticity and team accountability we need to uplift our performance.

Antoinette’s broad strategic perspective and deep insights into mindfulness, emotional intelligence and personal power stimulated a significant shift in our capacity to collaborate with our business partners to build a thriving sustainable agricultural sector in NSW ”

“Antoinette’s Program is unique in that it takes a holistic approach to transformation.

She is a collaborative intuitive whose depth of knowledge in leadership development is unsurpassed. She has clear Insight into what drives different behaviours and how to make momentous changes in perspective.

Her strong strategic focus, business acumen and gracious understanding of people mean that you will gain far more than you may expect.

Did I say that there was a whiff of culture change in the air? Well, I mean there is a gale force wind blowing and the organisation and its people are the ultimate winners!”

“While working with the Board and Management Team, Antoinette helped us to turnaround our national Association. Her commitment to bringing our vision to life and focus on results, inspired us to achieve much more than we thought was possible.

Her style is fast-paced, insightful, strategic always positive and encouraging. Her high energy level literally “swept us up” and moved us along. Together we achieved audacious goals, developed a national profile and became a significant influencer of government policy.”

We  need  to  create  more  

Transforma/onal  Leaders  

and  Generate  Higher  People  

Engagement  which  will

Lead  to  a  High  Performance  

Culture  and  Enable  You  to  

Produce  Extraordinary  

Transforma/onal  Results!