An area of capability improvement in Paul’s online self-assessment was Employment; specifically, the dynamics and interactions of his team members with each other and his leadership of them.  Paul noted that there was confusion and debate in his team about their roles and that he needed assistance to provide greater role clarity to his team.  Paul also identified several commonalities between his personal Values, Beliefs & Faith and those of his organisation. 

In our first coaching session, we discussed Paul’s personal values.  We also discussed his observation that they had a lot in common with those of his organisation.  We discussed whether his team were sufficiently aware of the organisation’s values – they were not.  We discussed Paul leading a session with his team where he would ask his team members to share their personal values, including Paul openly sharing his own; the objective being to find commonalities and differences between the team members’ personal values and those of the organisation.  Paul felt that completing the session and discussing their observations could be the beginning of a more understanding, aligned and collaborative team dynamic.

In our coaching session, we also discussed his organisations’ strategy and business plan and how that was linked to his departments’ annual plans.  In turn, we discussed the importance of each team member having a role description that explained not only the tasks and outputs for their role but also how these interact with other team members and contribute to departmental and business outcomes.

David has a technical degree and a technical post graduate qualification and works in a functional role for a large multi-national.  David is well respected for his technical skills and contribution.  In David’s online self-assessment, he aspired to build further capability in his Employment by continuing his Education & Personal Development.  Specifically, David wants a role in operations leading people. 

In our first coaching session, David’s plan was to return to university and complete additional study so that he might be considered for an operations role.  We discussed the skills, competencies and benefits that his proposed study would bring.  We also discussed the skills and competencies required to lead people and compared these to David’s current skills and experiences.  David concluded that continuing to obtain additional qualifications was not necessarily the best path forward.  Instead, David’s new plan is to talk with his site leadership team about obtaining more project work in operations where he can utilise his technical skills to add value and at the same time build his operational skills by having regular contact and exposure to seasoned operations leaders and their teams. 

Sandringham, Victoria, Australia
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