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    I Collaborate: Strategies and coaching practices for leaders
    I Collaborate: Strategies and coaching practices for leaders
    I Collaborate: Strategies and coaching practices for leaders
    Ebook101 pages1 hour

    I Collaborate: Strategies and coaching practices for leaders

    By John Bradbury

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    About this ebook

    In the workplace, good relationships are the key to making things happen.

    So often poor relationships get in the way of progress and efficient delivery of results.

    Adopting the collaborative strategies and practices that John has laid out here will enable individuals to problem solve their relationship challenges and thereby create a

    LanguageEnglish
    PublisherWorkplace Culture Pty Ltd
    Release dateJun 20, 2018
    ISBN9780648336884
    I Collaborate: Strategies and coaching practices for leaders
    Author

    John Bradbury

    John Bradbury lives in Australia, where he teaches and coaches the concepts described in this book. After working in both the UK and Australia in various leadership positions over a twenty-year period, John realised that the culture in a workplace is something that takes a lot of effort to get right. He started his own business, Workplace Culture, to address this significant challenge that leaders face. The tools of his trade are coaching accreditation with Integral Coaching Canada and a licence to practise the Collaborative Way® team-development program. John is currently developing a series of online training programs, which can be found on his website, www.workplaceculture.com.au.

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      Book preview

      I Collaborate - John Bradbury

      Preface

      This book is for anyone interested in developing themselves. The behaviours and skills I discuss here all make common sense. However, they are not yet common practice.

      I wrote this book because I am inspired to share what I’ve learned about human relationships and how we can all do better.

      I wrote this book because of my belief in the power of collaboration and in our ability to change.

      John Bradbury

      Coach, teacher, facilitator

      Introduction

      This book is all about you. It’s about your development as a person. It’s about taking responsibility for what you create each minute of the day. Learning to improve your interpersonal skills will potentially benefit all your relationships, and many of the strategies and practices in this book relate to communication skills that can be used in a wide range of situations.

      However, the material will be particularly beneficial for anyone in a leadership role who wants to improve their interpersonal skills. If you want to become a transformational leader, the journey starts with you. How can you transform yourself to more effectively lead others?

      As a leader at any level in an organisation, you are influencing its culture, minute by minute. Every word you utter and every gesture you make potentially has an impact on others. Creating a culture of collaboration in an organisation starts with the individual. The best way to influence the culture is to be the culture you would like to experience. This is a powerful way to take responsibility.

      Adopting this approach brings a focus to the workplace on who you are as a person, as well as on what you do. When members of a group observe these two facets of their leader, existing side by side, the chances of building a successful, high-performing team significantly increase. So, ask yourself, How can I develop to positively impact my business and personal relationships?

      Creating a collaborative culture

      My aim is to become your collaboration coach, by offering a mixture of challenge and support. The support comes in the form of information about how to be skillfully collaborative. The challenge comes in the form of coaching practices that ask you to become more aware of your behaviours and choose to make changes.

      I spent over twenty years working in corporate environments, and the one thing that consistently stood out for me was the way that people often went out of their way to undermine each other. I can’t claim innocence myself, but I do know that undermining others never leads to a collaborative, successful culture in the workplace. It always has a ripple effect through a team and builds mistrust.

      For the last fifteen years I have been working as an independent coach, helping organisations build a more collaborative culture in their workplaces. I find this very rewarding work and I wrote this book to share some of my experience in coaching and teaching collaboration skills.

      After gaining accreditation with Integral Coaching Canada and becoming a licensed facilitator of the Collaborative Way® team-development program, I have been applying my skills in organisations as a change agent in service of business outcomes. The approach I take embraces both individual and team development—I have found that a commitment to both is required to effect any significant change.

      This book contains elements of The Collaborative Way®, and I have blended this information with my coaching experience to create a number of coaching practices to support leaders in their growth and development.

      If you are serious about leading change, taking the approach I’m just fine as I am, thank you, but you all need to change is not an effective strategy for getting results. Instead, demonstrating a preparedness to look at yourself, and make changes to the way you work, naturally recruits others into the same mindset.

      Building a collaborative team and culture starts from within. It requires a sustained commitment from you. This book will show you what it takes and how to make the change in yourself.

      If you commit to engaging with the coaching practices in this book, you will develop your skills of collaboration and that will affect those around you, sometimes in a profound way. You might not see the difference in yourself, but others almost certainly will.

      Embrace discomfort

      When I do coaching work with my clients, one of the requests that I make is that they give themselves permission to be uncomfortable. I know from many years of self-development work that it is natural for us to avoid discomfort and that, paradoxically, when we strive to stay comfortable, we limit our own development.

      I remember attending a presentation skills course over two days and I found it to be incredibly uncomfortable. We were repeatedly put in the position of having to present to the group. By the end of the course I realised that I had lost my fear of presenting. I had a new-found confidence and was able to stand up in front of people and talk. Prior to the course, this had been a terrifying thought. Afterwards, the thought of presenting became quite exciting. This wouldn’t have happened without embracing my discomfort.

      When you engage with the coaching practices in this book, the ones that make you feel uncomfortable are the ones to focus on. Discomfort is an indicator that this is an area worth working on until it no longer creates this feeling in you.

      Expect resistance to change

      I learn from every coaching client I work with, especially those I find challenging. I recall one client who consistently refused to apply any of the coaching practices we agreed on. I could see that his leadership skills were lacking, and as a way of highlighting this I organised a 360 review—which involves interviewing the person’s manager, peers and those who report to them—to give him some constructive feedback.

      I then had a conversation with him and pointed out how powerful his resistance to change was. But even after this feedback process, he steadfastly refused to make any changes to his leadership style and, unfortunately, he subsequently lost his job.

      This is an extreme example, but I tell this story to highlight that resistance is normal and to be expected.

      If

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