In this webinar, NeuroCapability CEO Linda Ray and Rachel Grahl from Grahl Consulting share insights around what the research is telling us about leadership and the gap between that knowledge and what we see being put into practice.
We have included links further below to the research papers referred to during the conversation and also a link to a research paper mentioned in the Chat Pane (we’ve also included most of the comments from the Chat Pane).
The research paper about the Coaching Ripple Effect mentioned in the Chat Pane can be downloaded from this link:
The coaching ripple effect: The effects of developmental coaching on wellbeing across organisational networks
From the Chat Pane
Rachael: “Leading a whole person” – I love that comment, Rach!
Tzara: That’s a beautiful reflection Rachel
Reid: …because that’s how they were led…didn’t know what they didn’t know
Dallas: My organisation is worldwide, we’ve connected significantly since working remote. As Rachel noted, from getting to know their pets, children, partners, and hobbies is just the beginning.
Rachael: Indeed Dallas… what a great place to start 🙂
Reid: …cut milo and coffee for the team 🙂
Reid: …you just answered the webinar question…we get leadership wrong because we are still struggling to understand ourselves
Jessica: Boards are (or should be) focused on building culture, how can we educate, encourage, support Boards to ensure the psychological safety (and therefore high-level performance) of their organisations?
Roger: I’m curious to know if there is data on number of leaders who are appointed without first being trained?
Tzara: Sean O’Connor has written a paper on the ‘coaching ripple effect’ as a systemically integrated approach within organisations and specifically C-suite leaders.
Reid: Can I add something to your model…you need a pause…the conscious choice to reflect. That is how we develop resilience, we let emotions flow…we don’t block…helps to understand
Christine: Social safety is a great concept from a diversity and inclusion perspective true inclusion happens when those in a minority are valued and able to contribute at the same level as those in the majority. Diversity does in some environments lead to unsafe environments for those who may be seen as outliers in these workplaces.
Monica: Hi Christine, I agree with you 100% on that.
Bill: Totally agree Linda. The challenge for many leaders is that their own personal focus on themselves and their own needs and outcomes and often a blaming style of handling their own stress – does not create social safety.
Reid: Couldn’t disagree more…culture should be forward planned as a component of the strategic plan
Nancy: I see a parallel with ‘are you ok?’ which asks the enquirer to demonstrate their social safety rather than saying to people: let me know when you’re not feeling ok (you have to make the first move when you might not be feeling psychologically safe)
Terence: How would you qualify a person to be fit for leadership without prior leadership experience?
Ashleigh: This is a great session, Linda & team – congrats. We at The Accountable Leader have started measuring the behaviours and actions of leaders and the respective impact. We are running a survey for all organisations at no cost on April 21 right on point with this content. Again – great stuff.
Roger: Thanks for taking my question and I agree Linda. Leadership roles should come with a model of training and development. Thanks for re-framing it Rachel, being set-up for success is the key, you’re spot on.
Dallas: @Terence training, and support/opportunities to lead (begin small)
Reid: …but don’t confuse, leadership, management or command. Each has it’s placed depending on context and circumstance…after all leadership is at every level of an organisation 🙂
Jack: Maybe boards should prefer candidates with humanity degrees rather than finance or engineering qualifications
Craig: Self assessment = Dunning-Kruger effect… 🙁
Christine: Amazing tool the PS25 definitely recommend it
Mahi: KPIs are very important as the evidence drives change – organisations want to have data to support their decisions and assessments to measure.
Dave: I think compressed training is a major contributor to the gap between knowing and doing.
Reid: …if I could add to the list. Linking leadership expectations to the organisations ‘why’. Assists with strategic alignment
Christian: Non-leaders in leadership positions tend to focus on metrics, whilst adopting a laissez-faire approach.
Christian: Laissez-faire does more harm than command & control
John: What if there is no more feedback or review just co-designing outcomes , KPI’s and managing performance as a personal strategic plan
Monica: Leadership development has to be immersive and practical. Smaller learning programs provide the space to allow things to be discussed and learning to be absorbed. Coaching plays a big role to drive change – combining the collective and personal change works better from my experiences and the changes which I have seen.
Craig: Technical degrees for Management.
John: IT should be a Head and Heart contract working together
Jeff: With a massive shift to online shopping during covid there is a huge disaster in retail industries as some many companies still operate by a command/control model using KPI’s, unrealistic sales targets and the stress levels on front line staff is overwhelming.
Craig: Humanities degrees for Leadership
Dave: Neuroscience of Leadership qualification for those identified as potential leaders???
Jessica: For some people, they could have a degree in management, and answer the questions right to get through – but doesn’t mean they are living it or leading in that way.
Craig: I agree with you Rachel G.
Mudavanhu : Agree 100% Rachel
Craig: We need measurement, but as tool, and not as a weapon…
Ashleigh: Spot on Craig
Monica: Great point @Craig – really important
Bill: Thanks Linda, Rachel, Rachel and all the comments.
Dave: Chat pane needs a “like” button for comments. Absolutely @Craig
Jessica: I agree Dave!
Kate: This has been brilliant, thank you so much!
Roger: Thanks Linda, Rachel and Rachael 😉 very insightful
Ashleigh: Thank you team.
Jane: Thanks Linda, Rachel and Rachael. This was great!
Sheryl: Thank you
Monica: Thanks a lot
John: thank you
Joanna: Much appreciated thank you!