Leaders increasingly operate uncharted territory characterised by volatility, uncertainty, complexity, and ambiguity – the VUCA world. Rapid decision making is expected in response to rapid change. Read more
That which serves to indicate the bounds or limits of anything whether material or immaterial; also the limit itself. (OED)
Boundaries are part of life – they enable us, and they constrain us. Many self-help books and coaching guides stress the need for busy people to set boundaries and learn to say no.
Am I imagining it, or in organisations and in life is it harder and harder for people to find agreement? It’s Brexit – or stuff it. It’s coal – or you are out in the cold; It’s Me Too – or too bad; it’s Black Lives Matter – or what’s it matter? Increasing complexity and a plethora of pressures seem to be attracting us to ideas and people at the extremes (the ’five percenters’ at either end) to find answers to seemingly intractable problems – or we just tune out.
One thing is certain – today’s leaders face the reality of a ‘VUCA’ world of volatility, uncertainty, complexity, and ambiguity. In times of rapid change, the temptation is to pull back.
Our inaugural Leadership Coaching Conference, with a theme of Crossing Boundaries will be held at QUT on 22-23rd November this year.
We are delighted to announce keynote speaker, Matthew Ames.
Jennifer St George has been managing businesses and leading teams for more than thirty years. As her career progressed, Jennifer realised she had been coaching her staff using the approach modelled by her first mentor and knew she could do better. Determined to delve deeper into the expertise of others, Jennifer enrolled into the QUT Leadership through Coaching and Mentoring program (LCAM) and has never looked back.
She shares with us insights from her personal journey of organisational change and self-discovery.
Top-level executive teams are invariably populated by highly-intelligent, capable, passionate and often competitive individuals. They have to make decisions under pressure, and face the brunt of the volatility, uncertainty, complexity and ambiguity (‘VUCA’) that typifies the global economic environment. Employees, shareholders commentators, and external advisors observe top teams in action.
It seems that design thinking is the new black! But what is it, and what are its fundamentals?
There isn’t much doubt that for the most part we are all in a bit of mess. That is, there are lots of forces conspiring against our dreams of a sensible, ordered world where people behave rationally.
If we have been in organisational life for any length of time, we will have experienced coaching. We may have had someone coach us, we may have been a coach ourselves to our team, or to colleagues, or we may have had some help from a professional coach. Read more
You know it in your gut. You’ve experienced it on several occasions – the blush of undergoing a leadership intensive, only to return to the workplace, and find yourself slipping back into the habits of a lifetime – the “same ol’; same ol’.” You know there is a better way, but you can’t muster what it takes to make it happen.
Veteran Harvard luminary, Michael Beer, and his fellow researchers, Finnstrom and Schrader nail “what goes wrong with leadership training” with this recent addition to the Harvard Business Review stable. Read more