create more transformational leaders
TRANSCRIPT
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
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
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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?
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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
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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
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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
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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.”