A - Z Professional Development Tips
We have started the A-Z of PD Tips and Techniques to help you quickly and easily focus on your PD and better lead others and achieve organisational success. To contribute please email Julia Richards.
A - D E - H I - L M - P Q - T U - W
A for Attention"Do not dwell in the past, do not dream of the future, concentrate the mind on the present moment.” Budda Attention is one of our most valuable resources and yet we rarely pay attention to how we pay attention unless, it seems, we are a meditator or neuroscientist. The concept of focused attention comes from Buddhist tradition and is now being incorporated into neuroleadership (application of findings from neuroscience to the field of leadership). Saki Santorelli, Executive Director of the Centre for Mindfulness, Bangor University, has said that Leaders are “beginning to understand the benefits of purposefully learning to be more attentive and focused, non reactive and clear.” B is for BuoyancyBuoyancy means keeping afloat, being unsinkable. In challenging and changing times buoyancy is required. A buoyant leader fosters buoyant followers and buoyant followers have the energy and enthusiasm to create the changes that can make a difference. C is for CoachingCase Study - Read about Annie McDowall, Chief Executive, SHARE Community experience about coaching. Introducing a coaching ethos into your organisation can radically alter the quality of conversations and dramatically improve performance. Person-centred coaching, when delivered well, makes people feel clear, empowered, and valued. It’s an approach to problem solving that identifies who has the expertise, and gives them the power and authority to act. Organisations that adopt a coaching approach demonstrate that they believe in the capacity of others to learn, develop, and reach their potential. Our learning and experience, our ability to explore and fully understand issues, and to know ourselves and gain insight, is significantly enhanced through the coaching process. But organisations need to invest in training and development in order to ensure consistent high quality. A skilled coach creates a space in which the person being coached can explore issues of interest or concern to them. Taking a non-directive, person-centred approach, allows the person being coached space to reflect and think creatively and also to take responsibility for their decisions. By listening with full attention, reflecting back, and asking apposite questions, the coach unlocks insight and clarity. Personal transformation leads to organisational transformation enabling excellence. Coaching conversations take place in formal supervision meetings, in two minute corridor catch-ups, anywhere in fact....Read the case study in full D is Decision makingMajor decisions can cause you stress and worry in the day and keep you awake at night. This impacts your performance as a leader. Read more on the strategy and models to take the stress out of decision making.
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