Change is a constant in large and small organizations, particularly in this pandemic period. Human Resource Management in 1995 reported that managing change was considered the most important skill.

Change management practitioners in Forbes claim that leaders are the key to facilitate and help their organisation to navigate this change.

And if this is true, how do leaders gain their employees’ trust to lead them? 

More fundamentally, what do we know about trust in leadership?  

What you can expect to learn from this webinar:

A conversation that delivers impact first and foremost is a focused and directed conversation. We will explore ways to integrate the Focused Conversation Method developed by the Institute of Cultural Affairs (ICA) that helps people reflect through a series of the question at four levels: objective, reflective, interpretative and decisional (ORID), to engage in a more in-depth, meaningful conversation.

Key Learning Objectives:

• Understand the essential characteristic of ORID questions
• Explore the fundamental of establishing an agreement
• Learn how to use the ORID to create a meaningful focus

Lisa Tong, PCC I Magda Tepoi, PCC I Pernille Baumann, PCC

According to an article in the Harvard Business Review, "coaching is an essential tool for achieving business goals" (2015).  Coaching develops the organization's people and in turn, allows them to deliver their business goals in support of the organizational business goals.  As Leaders (or Managers), the coaching tool is simply part of the toolbox that great Leaders carry.  Building this tool, sharpening it, and knowing when to use it, all elevate a Leader's ability to engage their teams and stakeholders effectively.

In this webinar, the panel of speakers will unveil key differences between wearing a "Manager" hat versus a "Coaching hat" and share some key pointers on how a Leader can build, sharpen, and elevate their coaching capabilities. 

Some critical questions answered will be:

• What outcome does a manager hat versus a coaching hat drive to?
• In what instances does it best serve to wear which hat?
• How does an organization benefit from coaching leaders?
• How is this applied in real businesses corporately as an offering to support the growth of leaders?
• What can a Leader consider in building and sharpening this tool?

Core Competency: Trust and Intimacy I Active Listening

By fostering organizational trust, you can increase employees' productivity and energy levels, improve collaboration, and cultivate a happier, more loyal workforce. This can also be defined by the competency of "Creating Trust and Intimacy", the ability to create a safe, supportive environment that produces ongoing mutual respect and trust. 

By applying active listening as a leader, with the ability to focus completely on what the team member is saying and is not saying, to understand the meaning of what is said in the context of the team member's desires, and to support the team member's self-expression through a current situation to support the organization's objectives.  This will help the leader support their team member beyond a transactional conversation to better the team to transform in performance and business outcomes.