How to ensure your leaders add real value to your organisation

Success in business rests heavily on getting a good return on your investment. From producing products, to upgrading technological systems to marketing services, business leaders must be meticulous in ensuring they get top results in return for the money spent.

But what about your investment on the people leading your company? Managers and leaders are often overlooked as the most important organisational asset that holds the most potential in determining the business’ success. What value do your managers add to your company?

It’s a vital question to ask. In an era rife with corporate misdeeds at the hands of poor leadership – from Volkswagen’s ‘emissionsgate’, to the Facebook-Cambridge Analytica data breach, to the banking royal commission – more than ever, consumers are losing faith in businesses and their leaders.

So, who is leading your business? Do your leaders display the key qualities that drive success in today’s complex business environment? How are they adapting to the fast-changing pace of leadership for the future?

When hiring, assessing and developing managers and leaders in your organisation, ask the following questions:

Are they experienced?

In many professions, such as accounting, engineering and law, certain standards are indicated by the designations that these professionals possess. It’s a guarantee of the experience and understanding that they bring to the business. Their accreditations are recognised as an objective benchmark of professional competence and ensures they have the right knowledge, skills and experience to qualify as a practicing professional.

You would never entrust your taxes, construction or legal cases to underqualified professionals. It’s logical to think that you would treat your leadership investment with the same prudence. A professional recognised with an accreditation to manage and lead people and the business is guaranteed to practice management and leadership at the highest quality, ensuring your business is getting the most out of  both the manager and the staff they empower every day.

In Australia and New Zealand, the Chartered Manager accreditation is changing the game for leaders and businesses. As an internationally-recognised professional designation, it provides assurance to organisations that their managers have the necessary skills to lead the business towards success. Recognised by Royal Charter, it is a benchmark of management and leadership professionalism that has transformed organisational leadership around the world. In fact, the Chartered Management Institute (CMI) in the UK found that 96% of Chartered Managers used their designation as proof of their experience in leading people and managing change.

For Intelledox’s Head of Customer Services and APAC Professional Services, Sue Ann McKenzie-Smith CMgr AFIML, becoming a Chartered Manager helps her paint a holistic picture of her stature as an experienced manager and leader. McKenzie-Smith points out, “Being a Chartered Manager has ensured I am leading people with an industry standard recognition of my management skills to date, and throughout my career.”

Are they ethical?

In 2019, consumers know that business success and ethical behaviour are not mutually exclusive. In a decade of ethical leadership failures across organisations in all industries and locations, from Hollywood to governments to FIFA to banks, consumers are demanding businesses deliver results without sacrificing their moral compass.

Corporate ethics is an issue that concerns University of South Australia Business School adjunct professor, organisational psychologist and independent company direct Travis Kemp CMgr FIML. He recognises the importance of ethical behaviour in leaders. “A leader’s impact on society can be incredibly positive when it’s directed in the right way, to the right people, at the right time. And for that reason, we can all get better at doing it”, Kemp says. He believes leaders must guarantee that their actions are grounded on strong decision-making principles. “It keeps coming back to this notion of good people, doing good things, for the right reasons”, he adds.

As a Chartered Manager, Kemp is one of hundreds of professionals who must adhere to a strict code of conduct and practice that certifies that he commits to the highest standards of ethical behaviour whilst managing and leading. This significant pillar underpinning the accreditation is another reason Chartered Manager is transforming the leadership landscape across Australia and New Zealand as businesses begin to focus on corporate ethics as a core element of leadership practice in the workplace post-banking Royal Commission.

Are they impactful?

Managers are tasked with the often complex and difficult role of empowering and enabling people to achieve their full potential, whilst also working to achieve the business’ goals. However, it can sometimes be difficult to quantify if, how, where and what value certain managers are really adding to the business. Calculating whether leaders are providing a high return on investment is difficult to benchmark, assess and analyse. Ensuring leaders in your organisation measure up to an objective and universal standard of professionalism is essential to evaluating business success.

Kate Venables CMgr AFIML, Director of CatholicCare Social Services in Toowoomba described becoming a Chartered Manager as “the start of a journey”. Venables knows that being a manager is all about adding value by enabling those around you. According to Venables, “The importance [of being a leader] is that you empower and engage others to do the best in their job.”

As a Chartered Manager, Venables’ impact as a leader is benchmarked against the global standard of the rigorously-assessed accreditation which requires professionals to provide proof of the effectiveness of their leadership practice. After the accreditation is awarded to successful applicants, they commit to ongoing continuous professional development that guarantees their skills are updated, relevant and of the highest quality.

In their research of Chartered Managers, CMI found that:

  • 91% of Chartered Managers see the designation as proof of their ability to deliver results
  • It is estimated that Chartered Managers, on average, add $AUD626,309 in value to their organisations
  • 64% of Chartered Managers also report making significant cost savings through performance improvements and innovations

These strong statistics not only provide a clear insight into the real results achieved by Chartered Managers, they provide a benchmark of impact and leadership success amongst top managers and leaders.

Who’s leading your business?

If business success is calculated on the checks and balances of investments, then the investment in people – and especially leaders – should be front and centre of the business. Top results are achieved at all levels of the business by ensuring the person who makes decisions and manages people is the most experienced, ethical and impactful leader.

So, who is leading your business? How do you ensure the managers and leaders you hire and develop have, do and will continue to work to the highest possible professional standards? Indeed, what is that professional standard?

Chartered Manager is the global highest status that can be achieved as a manger and leader. It is an international standard of leadership excellence.

Chartered Managers demonstrate all the vital business skills and qualities to drive you towards business success. These professionals add value as leaders because they:

  • Have top-level experience: 73% of Chartered Managers have met or exceeded business targets
  • Are committed to ethical behaviour: 95% of Chartered Managers believe the designation shows their integrity
  • Make impactful business contributions: 86% of Chartered Managers made improvements to their business

Is it time for your leaders to make a real difference to your business? Is it time to future-proof your business with Chartered Managers?

If you want to see where Chartered Manager can take your business, click here.

Career Doctor: Why is coaching and mentoring so important?

By Peter Cullen FIML

One of the greatest privileges and sources of satisfaction for a manager is to become a coach or mentor. It’s always a privilege to have someone demonstrate their trust in you and there’s nothing more satisfying than witnessing someone achieve a desired outcome. It can have a profound impact on the individual, the manager and the organisation.

Often coaching and mentoring are mistaken for being the same thing with a different name. They are in fact, very different.

 

COACHING

When is it coaching?

Coaching is typically provided by an immediate manager to help people develop competencies, new skills and self-awareness. It also assists in improving performance and equips the coachee for new responsibilities and professional development. Importantly, it is 100% coachee-focused, open and honest. When coaching, the coachee must think of potential alternatives, determine solutions, confirm goals and take ownership, responsibility and accountability for outcomes. On the coach’s side, you spend around 80% of the time listening and 20% asking open, probing and expansive questions to stimulate the coachee to develop and confirm their next steps.

What is a good coaching model?

A very simple and popular model for coaching is GROW: goal, reality, options and wrap up. Goal is the agreement on the specific objective of the conversation. Reality is the discussion around your past and current state. Options involves creatively thinking about potential solutions. Finally, wrap up confirms the best solution set against a plan that includes follow-ups and timing of completion stages. Although GROW appears linear, you may find the need to move backwards and forwards between the steps as more information is provided.

Can coaching be informal?

While coaching can be formal or informal, following a structure leads to lasting results. For instance, if a direct report often comes to you with a problem and you happily provide a solution, that’s informal coaching. Being time poor, you might feel satisfied that you were able to provide a quick solution. Unfortunately, you are also teaching this person to come to you for answers instead of thinking for themselves. This is an ideal situation for the quick and effective use of GROW. You may also use GROW formally during performance discussions, professional development or when helping team members consider potential career aspirations.

 

MENTORING

When is it mentoring?

One difference between coaching and mentoring relates to who mentors you. Unlike coaching, a mentor is typically someone you do not report to or know, is several positions more senior and has broader experiences and knowledge in your field. It is important to have a safe, trusting and confidential environment knowing you can speak openly about your concerns and desires. Many companies also provide mentoring programs that give you access to mentors in other organisations or you can source one through colleagues, networks and business associations. Details of IML ANZ’s mentoring program can be found at managersandleaders.com.au/mentoring-program

What makes a good mentor?

Good mentors ensure the relationship is goal-oriented, focused on you and have your best interest at heart. They will happily share wisdom gained from their personal and professional experiences and guide you to build capability in areas that match your goals. The very best mentors will invite you to reshape your thinking and consider the bigger picture as part of their commitment to help you.

Coaching and mentoring are vital and valuable skills that add a great deal of depth to your role as manager. It allows you to develop individual and team capability while nurturing an open and honest environment built on a foundation of trust. Importantly, acquiring and using these skills not only benefits the coachee but increases your value as an asset to the business.

Peter Cullen is an education and training facilitator. He conducts three-day programs that engage participants in developing and implementing their capabilities as managers and leaders.

This article originally appeared in the February 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine.

7 leadership lessons from Indra Nooyi

Few people in the corporate world command the respect that Indra Nooyi receives. Consistently listed as one of Time’s 100 Most Influential People and Fortune’s Most Powerful Women, she is praised largely as a forward-thinking leader. Her adaptive response during her 12-year tenure as CEO of PepsiCo helped revenues grow from US$35 billion to US$63.5 billion while at the helm.

Beyond aiming for financial success, Nooyi was also the chief architect of Performance with Purpose. This saw PepsiCo step up their growth efforts while making a positive impact on the environment and society.

Nooyi has accumulated a treasure trove of leadership lessons. Here we share just seven gems from this business powerhouse:

 

1. THANK PEOPLE

One of the most unusual things Nooyi did as CEO of PepsiCo was to write more than 400 letters each year to the parents of her senior executives. She was inspired after a family visit to India. She watched her mother bathing in praise from visitors who congratulated her for her daughter’s stellar career. Moved, Nooyi went back to PepsiCo and penned the letters to the executives’ parents. “I wrote a paragraph about what their child was doing at PepsiCo,” she told CNBC. “I said, ‘Thank you for the gift of your child to our company.’”

 

2. KEEP LEARNING

As CEO, Nooyi made the tough decision to overhaul PepsiCo’s IT system. To understand the technologies required, CNBC reports she read 10 textbooks cover to cover and had professors on call to answer her questions. This legwork didn’t just inform her and help her clearly identify the right solution, it also empowered her to face sceptics hesitant to make a change.

 

3. LEAD BY PRINCIPLE

Indra’s legacy is evident in PepsiCo’s guiding principles. These inform every action and message from the global giant. These six principles are:

  1. Care for our customers and the world we live in.
  2. Speak with truth and candour at all times.
  3. Respect others and succeed together.
  4. Sell only products we can be proud of.
  5. Win with diversity and engagement.
  6. Balance short term and long term.

 

4. STAY TRUE

Never one to imply a veneer of perfection, Nooyi is refreshingly honest. She is candid about the relentless hours required to be an effective CEO, and the toll that takes on her personal time as a result. Nooyi was known to work as many as 20 hours a day, often seven days a week. When asked if that made her a good role model, she answered, “Probably not.”

 

5. BRAVE CHANGE

Nooyi recognised the need to accept change as part of the course large companies take. She started putting key elements in place at PepsiCo that are now considered normal by most companies. Today, PepsiCo is no longer just synonymous with soft drink, but now has a new strong ethos of healthy product choices and a socially responsible mission.

 

6. FOLLOW YOUR MORAL COMPASS

In the 12 years with Nooyi as CEO, the beverage giant continued to be guided by Performance with Purpose. As a result, PepsiCo made the Ethisphere’s list of the world’s most ethical companies during each of those years.  ey also made a commitment to improving access to clean water in developing communities, winning PepsiCo the Stockholm Industry Water Award.

 

7. ENCOURAGE INNOVATION

Not one to leave her company standing still, Nooyi believed in innovation. She gave her management team cameras and photo albums to visit retailers and discover innovative opportunities. Additionally, Nooyi brought in an innovation expert from 3M to spark creativity within PepsiCo. The company also runs the Nutrition Greenhouse, a collaborative accelerator of emerging and innovative businesses using healthy ingredients, or waste from the food industry.

 

This list only just scratches the surface of leadership lessons from Indra Nooyi. She’s a leader like no other who excels in everything from financial literacy, employee empathy, having a strong vision, moral leadership, embracing change and remaining true to herself. Her example can help any leader become someone people want to follow.

This article originally appeared in the June 2019 print edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and advertising enquiries, please contact Karyl.Estrella@managersandleaders.com.au. 

 

Step-by-step guide to mentoring

By Nicola Field

 

Lleyton Hewitt and Pat Rafter; Mark Zuckerberg and Steve Jobs; the Teenage Mutant Ninja Turtles and Splinter the rat. Look behind many household names, and chances are you’ll find a successful mentorship.

That’s because leadership is not about being the best. It’s about bringing out the best in others. And this lies at the heart of what mentoring is all about – allowing up-and-comers to tap into the knowledge and experience of someone who’s been there before them.

What’s particularly special about mentoring is that it benefits both people in the relationship. But it’s a partnership that calls for careful management to deliver maximum results.

 

TWO-WAY REWARDS

A wealth of studies confirm the power of mentoring. Mentees typically enjoy increased compensation, a greater number of promotions and enhanced career satisfaction. They are more engaged in their workplace and feel more positive about the organisation they work for.

On the other side of the partnership, mentors can also enjoy greater career success and personal fulfilment.

Mobile Learning Business Manager at the University of Melbourne, Edwina Coller AFIML, has extensive experience as a mentor both through local government initiatives and, more recently, through the formal mentoring program – Member Exchange – run by IML ANZ. Coller’s personal experiences confirm research findings.

“I really enjoy watching people expand, grow and move forward,” she says. “I’ve seen mentees make extraordinary leaps and bounds – to new jobs and new titles – it’s very exciting!”

Onno Van Es FIML, Manager HR Strategy and Engagement, Mackay Hospital and Health Service, has been a mentor for nine years. He agrees that the pluses flow both ways: “Mentoring is extremely good for my own self-development through the sharing of experiences and the self-reflection it brings.”

Van Es cites the example of a mentee he worked with, who was highly qualified but quite introverted and keen to learn about self-promotion. Together, they set out to build the mentee’s confidence. Van Es observes, “It made me realise that I can have similar people on my own workplace team, and I could use the same techniques to help them reach their full potential.”

 

CONNECTING THE MENTEE WITH THE RIGHT MENTOR

Emily Allen-Rose MIML, who oversees IML ANZ’s mentoring program, says, “The beauty of mentoring is that it provides a very individual perspective – an ability to focus on exactly where the mentee wants to improve, and that gives mentoring an intensity that you just don’t get through group training sessions.”

For mentees however, it can be challenging to find an appropriate mentor. As Coller points out, seeking out a more experienced colleague within their workplace is not always the best solution.

She explains, “There are often areas that mentees don’t want to discuss with their manager because it’s about them personally and not relevant to their role.” The sorts of issues Coller is referring to can range from job interview tips to the career impact of starting a family. Topics that understandably may be off limits with a workplace manager.

Coller notes that other areas of mentoring such as learning how to conduct a meeting or how to get a team to listen to you, can be difficult to raise with a manager. “The mentee may be concerned it will reflect poorly on their skill and abilities,” she explains.

It can make outside mentors a sensible option though this can be a costly process. As the value of mentoring becomes widely understood, the number of organisations offering a user-pays mentoring service has mushroomed. Some industry bodies offer programs for as little as A$300 though mentoring programs available through the private sector can cost upwards of A$10,000.

That’s where IML ANZ’s program fills the gap. Not only is it free to IML ANZ Members, Allen-Rose explains that their mentoring program uses a professional matching service that ensures a strong correlation between the mentee’s goals and objectives, and the mentor’s experience and industry background. This matching can be especially helpful when mentees are looking for guidance on niche issues such as working in a particular overseas location.

 

SETTING THE PARAMETERS

Allen-Rose is quick to point out that mentoring is by no means an easy shortcut to career success, and the first meeting is essential to set some ground rules. She says mentors and mentees are encouraged to discuss expectations and boundaries – the latter being instrumental in establishing confidentiality and building trust.

For Coller, the number one factor to be bedded down is the mentee’s motivation. “As I’m giving up my time for the mentee, I want a commitment from them, and it’s critical that the desire to be mentored comes from the individual not from their boss,” she explains. “The mentee has got to want it for themselves – be prepared to invest in themselves, make change in their own life, and they’ve got to be prepared to put the work in.”

In fact, gauging the mentee’s level of commitment is critical. A US study found successful mentoring relationships were characterised by mutual respect, clear expectations, personal connection, and shared values. Failed mentoring relationships, on the other hand, were characterised by poor communication and lack of commitment.

 

 

ESTABLISHING GOALS, BOUNDARIES AND FREQUENCY

Research by recruitment firm Robert Walters found that mentoring can be most effective when a clear set of goals is in place backed by calendar dates that confirm the frequency of meetings.

In terms of goal setting, Van Es says, “Different mentees all have different reasons and motivations for seeking a mentor. That’s why I always start out by asking, ‘What do you want to get out of mentoring?’”

He notes, “For some mentees it can be a single issue goal such as building their LinkedIn presence. Others are making a transition in their career; some want to improve their networking skills.”

Coller also onboards mentees by discovering what they hope to achieve: “This helps to formulate a direction, and from there a strategy.”

In terms of a timetable, IML ANZ’s mentoring program spans four months with a recommended six to eight meetings though Allen-Rose notes this is flexible. “We suggest the initial meeting lasts 1.5 to 2 hours,” she says. “From there, meetings are generally held every two to three weeks.”

As a guide to the degree of flexibility, Coller says she generally meets mentees for two hours in the first meeting, with one-hour monthly meetings thereafter.

IML ANZ’s mentoring program formalises the relationship by asking mentors and mentees to sign off on set terms and conditions. “It’s our way of establishing boundaries but it also represents their commitment to the mentoring partnership,” explains Allen-Rose.

 

mentoring experts

THE MENTORING METHOD

Exactly how the mentor helps the mentee achieve their goals varies widely. Van Es explains, “My style of mentoring is based around adult learning principles. It’s not a lecture style of learning, where I provide all the answers. Rather, I focus on the mentee taking ownership of their learning by being internally motivated and self-directed. At the end of the day the mentee has to drive the learning process.”

Coller uses a similar approach, saying, “My belief is that the mentee often has the resources they need within themselves – sometimes they just can’t see how to draw upon their own abilities.”

Reflecting this, Coller focuses on the mentee’s strengths and how they can tap into these. “It’s about leveraging what’s working well. We tend to lose sight of this within ourselves. But when you foster this, a person can truly develop.”

Flexibility is the key according to Van Es. “The strength of mentoring lies in developing a program unique to the individual mentee. It’s a bit like sports coaching: you customise your approach to the mentee’s level of skills and experience.”

Allen-Rose says that, in most cases, mentees work hard to be accountable to themselves and to get the most out of the experience.

That said, mentors are encouraged to push mentees to apply their learnings in the workplace. “It’s about mentees getting out of their comfort zone and exploring new ideas,” says Allen-Rose.

 

AN ONGOING RELATIONSHIP

While IML ANZ’s mentoring program typically spans four months, in many cases the mentoring relationship continues for much longer though at a less intense level than in the early stages.

Van Es says, “I still maintain casual contact with mentees that I worked with years ago. Even though I may only hear from them a few times a year once the formal process of mentoring is completed, my mentees all know I’m still there to help them if they need it.”

 

PASSION – THE KEY INGREDIENT

It’s worth noting that mentoring isn’t always about the young harnessing the experience of older peers. IML ANZ has received enquiries from octogenarians seeking a mentor.

What matters, says Van Es, is that mentors have a passion and a real willingness to help others. He adds, “I get a real kick out of seeing people grow and become better managers and better people.”

Coller sums up the rewards when recalling how a colleague, moving to the next stage of his career, recently remarked to her, “You saw something in me that I didn’t see myself ”. And that, she believes, is the essence of good mentoring. “It’s incredibly worthwhile and rewarding watching people grow and rise to new challenges.”

Optimising performance while adapting to change

Change is the only constant in today’s business environment. Beyond companies merging and being acquired, there are system changes, team restructures and everything in between. As handling the flux while still delivering on business outcomes can often be too much to ask, what can leaders do to ensure employees can do both?

Even a team whose morale is high will have their performance suffer if they feel they need to juggle too much. Your high-morale team might find that managing change and delivering results pushes them to their limit.

Therefore, resilient employees – those who are flexible, adaptive and can optimistically learn from experiences – are a positive influence during times of change. Similarly, businesses also need resilient teams to thrive and survive. They are living testimony that change need not be a bad thing.

But as with any turbulence, you need deliberate tactics to navigate successfully. Here are some ways leaders can encourage top-performance amid change:

 

Strong leadership

Good leaders earn respect. Be trustworthy and give clear direction. Your teams will look to you for stability during uncertainty.

It’s also a good idea to be visible. Spend time with your team and hear them out. It doesn’t need to be a formal appointment. In fact, your employees might feel more comfortable to open up in an informal setting.

 

Provide perspective

It’s important to walk your people through the change. If you’ve ever been on a long drive to a new destination, you normally look for landmarks. These give you a sense that you are headed in the right direction.

Provide your teams with clear landmarks so they can mark progress and feel a sense of achievement. There may need to be detours but talk them through those as well. It will increase their sense of security that they are not on the change journey alone. And don’t forget to celebrate when key milestones are reached.

 

Develop soft skills

Inevitably people experiencing change will need to develop new skills to adapt. Instead of focusing on developing technical skills, look at enhancing your employees’ ‘soft skills’. That way you’ll help them improve how they make decisions, solve problems and deal with difficult situations.

Five minutes with a leader: Emma Skea

At just 21 years of age, Emma Skea IMLa started to forge a successful career. She previously worked in administration and as a paralegal at Shine Lawyers on the Sunshine Coast and now is an Administration and Operations Officer with recycling giant Remondis. Leadership Matters asked her to share five reflections on leadership.

 

1. COMMUNICATE

I am still quite young and I am still learning, but I observe a lot and have managed staff myself. I recognise that communication is the most important thing. You have to be honest as an employee and as an effective leader. Communication is something that you must learn and adjust to. In my workplace, we work in very close teams, and communication is essential. We have several team huddles throughout the week to ensure we are all in constant communication. Our team huddles allow us to touch base, as well as bounce ideas off one another.

 

2. BE HONEST

If you are having a problem with something or someone, you need to fix it. It needs to get sorted in a constructive way where all parties can agree on the outcome. Regardless of the size of your team or where you rank, if a resolvable issue is at hand then honesty is the best policy.

 

3. PERSONAL DEVELOPMENT

Personal development gives you tools along the way to grow your capabilities. Ten per cent of your salary every year should go toward personal development. It’s a great way to expand your knowledge and skills as well as network and meet people in a similar industry, or even the complete opposite. I myself take it as an opportunity to get to know my community as well as grow my skill set and knowledge.

 

4. SET AN EXAMPLE

I worked in hospitality and, when I was running events, I would have 30 staff with 500 people attending and it could very easily turn into a high-pressure situation. One thing I took out of it, was that everybody has to be on the same page. If the manager is saying one thing and doing another, not only is it a bad look, it gives extra room for errors and doesn’t allow you time to perform at your highest standard. The best teams are headed by strong managers who nurture growth and play to their team’s strengths.

 

5. BE KIND

I have always been told: do to others as I would like done to myself. If you are kind to your colleagues and team, especially in a high-stress workplace like a law firm, that kindness is contagious. Being kind is such a little thing but it can change someone’s day and mindset. The happier you are as a team, the more productive you will be.

Is coaching different from counselling?

The merits of effective coaching as part of a leader’s key skill set is undeniable. The ability to guide team members to achieve a higher-level whether that’s in their performance, productivity, knowledge or expertise takes deep understanding and lots of practice. But is the coach also expected to be a counsellor? Should a line be drawn between what constitutes coaching and counselling and if so, how can you tell if you’ve crossed it?

This isn’t a new debate, with some therapists claiming there is no difference between coaching and counselling, it’s just another label to describe the same activity. On the other hand, given the more involved nature of counselling, coaches may be hesitant to claim that they are performing the same practice. After all, counselling as a profession is more formally and heavily regulated.

To be effective in either, knowing what sets each apart is vital. Let’s unpack the similarities, differences and the importance of understanding what each practice entails.

 

Key similarities

Both practices are motivated from a place of care and concern. The goal is the same – improvement or development in some area of the coachee’s life.

Each practice also uses similar approaches and skills. In both forms the following activities feature heavily:

  • Personal communication (whether face-to-face or via phone)
  • Listening
  • Questioning
  • Creating a non-judgemental relationship
  • Uncovering deeper self-awareness

When it comes to workplace coaching the lines may not be as blurred. A coach may simply decide that they are only involved in matters within the context of the workplace. However,  the challenge for coaches is that no one is really capable of separating their ‘work-self’ from their ‘personal-self’.

 

Identified differences

Some of the common differentiators between coaching and counselling have been enumerated in the past. These include coaching’s concern with making future opportunities possible while counselling is limited to developing awareness of how past experiences impact current and future decisions.

Another key difference identified is that often, people who seek counselling do so with the aim of remedying an illness, dysfunction or pathological challenge whereas coachees are not necessarily characterised by these attributes.

There is also the distinction between coaching conversations being more structured versus the free-flowing and undefined counselling style.

 

When knowing the difference matters

When healing is required. In one study, the process of coaching helped participants identify the need for additional help in the form of counselling. If a coach identifies that there is a need to remedy or heal emotional challenges, it is worth considering whether counselling is required.

When a crossover is necessary. As part of effective coaching, it may be necessary for the coach to visit the coachees’ past experiences. Normally this is mainly for the purposes of helping the coachee to move forward with agreed goals. If unresolved past experiences hold a person back from progressing, the coach may need to crossover temporarily into the counsellor space – but only briefly.

When it is healthy to hold the coachee accountable. When a counsellor is required, it is often because the client is not in a state to reach goals and overcome hurdles on their own. This is when getting the difference right between coaching and counselling matters the most. In a coaching arrangement, the coachee is usually responsible for achieving the desired outcome, the coach is simply there to guide – not to provide the answers. There will inevitably be situations where a clinically-trained counsellor must take-over.

Reference: Semantics or substance?  Preliminary evidence in the debate between life coaching and counselling

How managers can become good coaches

Managers are placed in positions of influence and responsibility on the basis of skills and abilities. However, being accountable for the performance of others makes people management a larger component of the manager’s role. It’s then important that managers are equipped to guide their people. Effective coaching is key.

If coaching is not a feature of your team, it should be. And if you are already coaching, is it time to assess how effectively you’re doing it?

Ask yourself these three questions:

Is coaching expected of managers?

Hitting targets and meeting KPIs are all expected in most roles, managers included. In the hustle and bustle of taking care of business, coaching often falls quite low on the list of priorities. This is one of the reasons why managers do not have effective coaching skills. It’s not treated as a priority and an integral part of a manager’s role.

But doing so could have real benefits. A recent Gallup report notes that focusing on employee performance development (instead of waiting for poor performance and then ‘managing’ it) improves the quality of work, productivity and leads to better business outcomes.

Ongoing and effective coaching plays a huge role in the continuous improvement of employee performance.

 

Do managers know what coaching involves?

There are many misconceptions about coaching. Some think of it as maneuvering people. Others believe it’s the same thing as teaching. But coaching should really be about helping the coachee to find their own way.

Tennis is an interesting lens to view coaching from. The all top players have coaches. Tennis, in contrast with other sports, lacks coaching interaction during the match. There are no pep-talks, the athlete is left to perform and the coach simply looks on in encouragement. What’s the point? Coaching isn’t about telling someone how to do their job, it’s about empowering and guiding them to make the right decisions come crunch time.

In fact, Sir John Whitmore, a leading figure in executive coaching, defines coaching as, “unlocking people’s potential to maximize their own performance. It is helping them to learn rather than teaching them”.

Coaching can be done externally, where a consultant is brought in to help the coachee, or internally, where the direct manager of the coachee supports their improvement. It can also be conducted informally, not following a set structure or schedule but still demonstrating coaching skills in the way the conversation is carried out.

 

Are managers equipped with the skills to coach?

Because coaching isn’t weaved into the fabric of expected managerial duties, it’s likely that most managers lack the skills needed to be an effective coach.

Managers do well to invest in training on skills that support coaching. Tips include:

  • Active listening
  • Asking effective questions
  • Assist employees to set clear goals
  • Aim to instil accountability based on fair and accurate evaluations

The Info: Women in leadership must-read books

By Sarah McDuling

 

We are living in a time of great change and challenge; a time when people are being encouraged to examine gender biases and work towards gender-balanced leadership.

The goal, of course, is to create an environment of inclusivity and equality – a culture which not only allows women to achieve their goals, but one that actively encourages young girls to succeed professionally in the same way that young boys have always been encouraged. The question is how do we get there and, perhaps more importantly, how long will it take?

Currently, 47% of the Australian workforce is female, but only 13.7% of chair positions in the country are held by women and only 16.5% of Australian CEOs are women. In fact, 70.9% of reporting organisations in Australia have a male-only team of key management personnel.

Meanwhile, internationally, only 25 of the CEOs in the Fortune 500 are women. When can we expect that number to rise closer to the 50% mark? It has been estimated by the World Economic Forum that the gender gap won’t close entirely until the year 2186. As a single professional woman, I find these numbers deeply concerning. Do we really need to wait that long?

Knowledge is power and when it comes to women in leadership, empowerment is key. As a woman there are two questions I find myself constantly contemplating: How? And who? Firstly, how can I achieve my professional goals in a culture that is intrinsically skewed in favour of men? And secondly, who are my role models?

Luckily, I happen to work in the book industry and so when seeking knowledge, I don’t have to look very far. Here are two recommended reading lists titled How to Lead and Who to Follow. The first is a list of books by successful women in leadership roles, full of valuable advice for women who aspire to become leaders themselves. The second is a list of powerful and thought-provoking memoirs by female role models. Read these books. Read them, not only to learn how to become a great leader, but also to discover what kind of leader you want to become.

 

HOW TO LEAD

 

DARE TO LEAD BY BRENÉ BROWN

How do you cultivate braver, more daring leaders? And, how do you embed the value of courage in your culture? Dare to Lead will answer these questions for you.

 

HOW WOMEN RISE BY SALLY HELGESEN & MARSHALL GOLDSMITH

Do you hesitate about putting forward ideas? Are you reluctant to claim credit for your achievements? Do you find it difficult to get the support you need from your boss? If your answer to any of these is ‘Yes’, How Women Rise will help get you back on track.

 

LIVE LEAD LEARN BY GAIL KELLY

The first female CEO of one of Australia’s big four banks, Gail Kelly is celebrated as one of our finest, most innovative thinkers on leadership and workplace culture.

 

WOMEN LEADING BY CHRISTINE NIXON & AMANDA SINCLAIR

Women Leading smashes tired prescriptions that women should lead like men, highlighting a long history of innovative female leadership.

 

THRIVE BY ARIANNA HUFFINGTON

As the cofounder and editor-in-chief of the Huffington Post Media Group, Arianna Huffington is by any traditional measure, extraordinarily successful.

 

HOW REMARKABLE WOMEN LEAD BY JOANNA BARSH, SUSIE CRANSTON & GEOFFREY LEWIS

How Remarkable Women Lead explores provocative issues such as whether feminine leadership traits (for women and men) are better suited for our fast-changing, hypercompetitive, and increasingly complex world.

 

WINGING IT BY EMMA ISAACS

CEO and entrepreneur Emma Isaacs believes that you can’t plan every detail in life; instead, take action now and figure the rest out as you go along.

 

LEAN IN BY SHERYL SANDBERG

Sheryl Sandberg is chief operating officer of Facebook and co-author of Option B with Adam Grant. In Lean In, Sandberg reignited the conversation around women in the workplace.

 

WHO TO FOLLOW

 

UNFETTERED AND ALIVE BY ANNE SUMMERS

Anne Summers’s story has her travelling around the world as she moves from job to job, in newspapers and magazines, advising prime ministers, leading feminist debates and writing memorable, influential books.

 

200 WOMEN BY RUTH HOBDAY & GEOFF BLACKWELL

Two hundred amazing women answer the same questions about life, happiness and regrets.

 

FIGHT LIKE A GIRL BY CLEMENTINE FORD

Clementine Ford is a beacon of hope and inspiration to Australian women and girls. Her incendiary debut Fight Like A Girl will make you laugh, cry and scream.

 

WOMEN KIND BY DR KIRSTIN FERGUSON & CATHERINE FOX

Dr Kirstin Ferguson joins Walkley award-winning journalist Catherine Fox to examine how women’s shared clout is transforming communities, workplaces and leadership.

 

ANY ORDINARY DAY BY LEIGH SALES

In her powerful book, journalist Leigh Sales examines what people fear most and why? And when the worst does happen, what comes next?

 

EVERYWHERE I LOOK BY HELEN GARNER

Including Garner’s famous and controversial essay on the insults of age, her deeply moving tribute to her mother and extracts from her diaries.

 

MY LIFE ON THE ROAD BY GLORIA STEINEM

From journalist, activist, and international icon Gloria Steinem comes an all-new memoir of a lifetime of listening and learning from people, travelling America and the world.

 

NOT JUST LUCKY BY JAMILA RIZVI

Jamila Rizvi exposes the structural and cultural disadvantages that rob women of their confidence, helping women fight for a more inclusive, equal workplace for all.

 

THE GOOD GIRL STRIPPED BARE BY TRACEY SPICER

When Tracey Spicer was sacked by email after having a baby, this good girl turned ‘bad’, took legal action against the network for pregnancy discrimination. (Spicer will be MC at IML’s International Women’s Day Great Debate in Sydney on 8 March. Details at iml.eventsair.com/international-womens-day)

 

BECOMING BY MICHELLE OBAMA

In her memoir, a work of deep reflection and mesmerising storytelling, Michelle Obama invites readers into her world, telling her full story as she has lived it – in her own words and on her own terms.

AVAILABLE FROM BOOKTOPIA

All these books are available at booktopia.com.au

Sarah McDuling is the Senior Content Producer for Booktopia and the Editor of the Booktopian Blog.

Everything you need to know about Member Exchange

The Institute of Managers and Leaders’ Member Exchange mentoring program.

  

The four-month program is a fantastic opportunity for IML members to share their knowledge and skills, while giving something back.

 

Since the complimentary program’s inception four years ago, some 2,000 mentees have benefited from being paired with a mentor – a role which about 1,500 members have taken up, many several times.

Margot Smith FIML, General Manager, Membership – Strategy and Engagement at IML, says Member Exchange pairs up professionals from a broad range of industries, which can range from the resources, education, finance and not-for-profit sectors to name a few, to help with a range of career aspects.

“It could be for coaching purposes. For one person new to the workforce, they might need help enhancing their LinkedIn profile. For others, they might need advice about talking to their manager about a change in role and responsibilities. It could be a raft of things, but it is usually about general management and leadership development,” she says.

 

Smith explains the key competencies of being a mentor are listening, developing a mentee’s confidence and providing a different perspective.

“You are not there to give answers, you are there to coach and lead mentees to solutions,” she said. “It could be providing clarity with goal-setting if they are having difficulties. Or helping them to see a pathway if they are currently feeling blocked.”

The program requires contact between the mentor and mentee once or twice a month.

A desire for career development and an eagerness to learn are Smith’s top tips for mentees wanting to get the most from their mentoring experience.

 

“Don’t be shy about what you would like to get out of the program,” she adds. “You need to be mindful that the mentors are volunteers and that they are giving back. But your career development is no one’s responsibility but your own — so be hungry for management and leadership development. Take the mentor’s advice and run with it. And importantly, do any ‘homework’ recommended – whether it’s reading an article, freshening up your LinkedIn profile or catching up with someone new to your network.

“Make sure you are honest with yourself, that you are setting goals and challenging yourself to learn.”

 

   

An opportunity to give back was what spurred Barry Gordon CMgr FIML to share his wisdom and knowledge as a mentor. Impressed by his experiences, he recently completed a stint as a mentee.

 

Humbling, positive and rewarding are the words Barry Gordon uses to describe his involvement with Member Exchange.

Gordon, a contracts and compliance director with Transport for NSW, said volunteering as a mentor felt like an obligation he should meet.

As he puts it, “If you have achieved some positive outcomes in your life, it is up to you to give back to others who may be struggling.”

 

His two mentoring experiences involved coaching and guiding a young woman in taking over a family business, while the other stint saw him assist an engineering project manager in ways to secure project director roles, via help with cover letters and networking.

He has remained in touch with both mentees, and says seeing the positive changes to their careers was rewarding.

“I have had nice thank you emails and we’ve caught up for a meal and coffee to see how things are settling in,” he says. “It’s rewarding seeing posts on LinkedIn of past mentees’ achievements.”

The positive mentoring experiences led Gordon to consider how he could personally benefit from Member Exchange.

“I started to think, ‘what else can I learn from this and what is in it for me on the other side?’” he says. “I probably looked at it like, I am in the same boat as my mentees. I am in position ‘x’ and looking at what is position ‘y’ for me.”

He said his journey as a mentee helped with gaining a different perspective, while also providing him with a sounding board from his mentor; a semi-retiree who worked in consultancy.

 

Gordon believes Member Exchange is successful because it bridges a gap. “I have found, and certainly with the mentees I have been linked to, that there is just a big gap. People want help but don’t know where to get it,” he says. “These networks don’t necessarily exist in their day-to-day roles.

“As a mentee — reach out, there’s a powerful network of people in IML that are willing and able to help where possible. So make use of it.”  

 

  

About the program:

 • All IML individual members are eligible (excluding IMLa members).

• Apply via the website: managersandleaders.com.au/mentoring-program/mentees

• Mentees must provide information about what their objectives are. E.g. Career development, returning to the workforce after having children, assistance in
career development.

• For more information please email mentoringmanagersandleaders.com.au or phone 1300 661 061.