Leadership/Executive Coaching
All people want leaders who are relationally responsive to them. They want leaders to listen deeply and to be able to participate at work.
Meanwhile, most leaders are time-deprived, grappling with how to become more effective and are challenged to find the time or framework to promote the self-reflection required to increase soft-skills; these “soft” (interpersonal) skills are catalytic to their “hard” technical skills mattering.
Just like in sports, there needs to be way to measure and think about your practice as a leader.
I’ll offer one way to simplify the complexity of Y-O-U as you focus on your self.Here are one or two more considerations that make leadership even more of a super-challenge. In today’s meaning-making work, everyone -regardless of generation - wants to understand the “why” behind every task while deeply wanting to make contributions with their unique skills.
Add to that fact how our work has been transformed into a hyper-meshing world sparked by the complexity of networks, life and work all frequently bogging down versus enhancing productivity.
Still, there is hope.
For the technology-driven leader, knowing oneself-amidst complexity can count.
But, how might a leader become technical in this process of self-understanding in a world of assessments that are over-used and under-supported?
Here’s one way to start simply by considering these (8) meta-competencies (on the wheel below) that are showcased in the IPsP™ Leadership Assessment (www.e3learninglab.com).
You can simply look at the simple language below and ask yourself:
Which of these competencies is proactive?
Which one is serving me now?
Do I really know which ones are important during critical conversations?
Who do I know that to be true?
Is there any other way for me to gain knowledge or skill applying one of these competencies?
What does that look like for me?
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