What is Emerging Leaders

Emerging Leaders recognises that everyone in your practice plays a leadership role - whether this be navigating their own emotional and mental state or working to support those in the practice who are charged with the more formal leadership responsibilities. Emerging Leaders has been developed for your entire practice - from the owner down - to improve engagement, accountability and retention of your whole team. 

Below is a sample of the core material covered in Emerging Leaders. Every month, skilled Lincoln facilitators take your team through a highly interactive and fun training regime. You can join anytime and training times are flexible. Take a look and then contact us to see if it works for you.


Personal Leadership

This month we're going to highlight 3 aspects of leadership that are vital for the entire team to understand before embarking on their personal and team leadership journey.
Firstly, we’re going to do a small activity that will help the team to understand how effective relationships are formed. These relationships are the cornerstone of an effective team.
Next we’ll introduce a concept that will give the team a framework for being challenged and accountable.
Finally, we’ll take a look at what Harvard Business School once described as the first and most important step in becoming an effective leader. It will highlight for the entire team that managers and leaders are only as good as the team that they lead.


Self Awareness

We all struggle at some point in our lives with our “intended impact” not matching our “actual impact” when it comes to our daily interactions with others. Whether it be a sideways glance that is taken the wrong way or what we thought was a very carefully thought through discussion with a colleague that comes out all wrong.

An understanding of Self Awareness is at the heart of this mismatch.

In this module we’ll look closely at how we can be more self-aware, how this will benefit our relationships with the rest of the team and what really stands in our way when it comes to taking some of the necessary steps to creating a culture of Self Awareness.

This module is designed to help you think about Self Awareness in a way that will result in you developing and maintaining really strong relationships both at work and within your wider social network.


Social Styles

We place authenticity at the very heart of trusting relationships. Without authenticity, people don’t know what you stand for or how to work effectively with you. 
At Lincoln we believe that it is important to be ‘more of yourself, with skill’. This means that we need to understand as much about ourselves as we can.
This month we’re going to look at “Social Styles” to help us to understand ourselves more from two perspectives.
Firstly, how we process information and in particular, how we react to other people when we’re working with them. Our Social Style very much influences how we interpret what other people are saying to us and whether or not we chose to be receptive to another’s ideas. 
Secondly, our Social Style determines how other people perceive us. 
Most people fit into one of 4 social styles, two are very much ‘task’ orientated and two have a ‘people’ focus.  
We'll do some fun activities to help you see more clearly the impact your social style has on how you see the world, and how others perceive you.
By understanding this better, we can begin to see what causes the negative tension with some people and build strategies to improve our relationships.


Building Engagement

Have you ever worked with a colleague who has failed to acknowledge you at the start of the day - not even a simple ‘hello’! Or maybe they’ve failed to say goodbye at the end of the day.
Worse still, are YOU guilty of this? You arrive at work and are completely tuned out, caught up in your own thoughts and fail to acknowledge anyone.
Our everyday interactions can either boost team member engagement or erode what is arguably one of the most important qualities of a high functioning team.
We call these interactions Moments that Matter and this month we’re going to explore how these Moments impact on people in different ways. 
And it’s not just Moments with our colleagues that count. Everyday there are dozens of Moments that Matter for our clients.
We call these Moments our ‘engine’ - they are physical acts that lead to engagement. And like any engine, they need fuel. As such, we’re going to explore 7 fuel sources that will drive your desire to create Moments that Matter and in turn lead to more engaged colleagues and clients.


Accountability

If there was ever a personal leadership quality that profoundly influences the effectiveness of a team it’s Accountability. This one punches well and truely above its weight and yet it is remarkably simple to understand and even easier to make a part of your daily life.
Being personally accountable means to take responsibility for your actions - or in-actions. We consider ourselves to be accountable when we can directly link our actions with an intended outcome. In other words, accountable means that we can’t blame others or our circumstances for failing to achieve the result we want.
Accountable people stay ‘above the line’ when things don’t quite go as expected by simply asking “what else can I do”.
Once above the line, there are 4 important steps that once mastered, will ensure that you will keep pushing towards not just any outcome, but a well considered and achievable one.
Holding ‘others’ accountable has a slightly different focus to individual accountability and we’ll introduce a model that will assist you greatly in making sure members of your team, whether they report to you or are your colleagues, do what they say they are going to.
Accountability leads to results and we know you’re going to love this month’s content.


Listening & Questioning

Do you remember when you were young being taught to listen? Or is it more likely that you were ‘told’ to listen - with little to no attention given to ‘how’?
We were all just expected to be good at it.
How many times have you been in a situation where you say to yourself… ‘if only I’d listened more carefully’?
One of the biggest challenges to listening is that we think up to 4 times faster than we speak - which means that whilst someone is talking to us, it’s way too easy for our mind to stray and start thinking about something else.
In leadership, one of the many benefits of listening is evoking in the person talking, a sense of self worth and a feeling that what they have to say is actually ‘worth’ listening to.
An environment where people take the time to listen to others is a more trusting and engaging one. This in turn leads to far greater retention, reducing the many costs associated with frequent staff turnover.
We really look forward to helping you and your team in this module of Emerging Leaders to develop ways to be a more effective listener.


Coaching

The “Law of 33%” (Tai Lopez) says that we should spend 33% of our lives leading people who look up to us, 33% with friends, colleagues and peers and 33% with people who have previously experienced what we’re going through, and therefore able to serve us in a mentoring capacity.   In practice, we can often find ourselves oscillating between being the person with the experience and therefore acting as Mentor to the one gaining from someone else’s experience as Mentee.  Either way, an understanding of how the two work together is helpful.
The second set of hats that we wear is Coach & Coacher. At Lincoln we distinguish between a sporting coach and a business coach. In business or your practice, the Coach is the person who doesn’t necessarily have all the answers, but asks the right questions in order to help you to come up with the right answers.
As coachee, being asked lots of questions rather than being given the answer on a plate can feel somewhat challenging depending on what the norm in the practice is however it is this challenge that helps us to grow and stay accountable.
So you can see that these two roles, Mentor and Coach have one very big distinction. The Mentor “tells” and the Coach “asks”.

In this month’s module we’re going to focus more on Coaching and help you to discover a great framework to make coaching (and being coached) simple and easy to apply in your day to day life at the practice.
We’ll help you to see how coaching is closely linked to high performance and how by asking the right questions or responding to these questions as Coachee we can rapidly improve our knowledge and standing in the practice, in turn driving our own personal level of satisfaction and engagement.


Diversity & Inclusion

When we walk into a room full of people that we don’t know, studies have shown that the first thing that we notice about the people in the room is their ‘age’. Secondly, we notice their ‘race’ and surprisingly, the last thing we code for is their ‘gender’.  No doubt their are exceptions to this but this is the norm.
Notwithstanding this immediately apparent diversity in the room, the real-richness comes from how each person ‘thinks’.

Diverse perspectives prompts fresh ideas and this in turn provides business leaders with the best opportunity to maximise the untapped potential in their team.
In this module of the Emerging Leaders program we’re going to explore ‘diversity of thought’ in detail and examine how we can create the right environment for your team to take advantage of its many benefits.
Teams whose opinion counts are more involved in the decision making process and are therefore more engaged. This leads to greater accountability or a willingness to see things through. It also leads to far greater retention, reducing the many costs associated with frequent staff turnover. 

Finally we’re going to look at the impact of ‘unconscious bias’. As the name implies, this is bias that sits beneath the subconscious and can drive decision making - and we’re unaware that we’re even doing it. Importantly, we’re going to look at some strategies for bringing the unconscious bias to a conscious level so that we are at least aware of how our thinking is driving our decisions.


Building Trust

Whether you believe that people should be trusted and it is up to them to actually lose your trust or that no-one is to be trusted until they have proven themselves, there is one aspect to trust that is common to both schools of thought; “trust comes in on a snail and leaves on the back of a horse!”
Stephen Covey once said that Trust = Speed. As trust grows between two people, agreements require less detail, decision making time is substantially reduced, people do what they say they will, and on the occasion where expectations are not met, blame is applied to the circumstances and not the individual.
Conversely, take away trust and everything slows down. The time spent finding blame is often enough to erode value and relationships - which may be tenuous at best - breakdown irreparably requiring team restructuring at great cost in terms of both time and expense.

To say that trust is something that you have or don't have and there is nothing you can do about it is to short change the power that exists within all of us to build and sustain strong relationships.
In this month’s Emerging Leaders training we're going to provide you with a detailed understanding of the 4 pillars on which trust is formed.


Difficult Conversations

The first thing we need to understand about difficult conversations is that unlike a good bottle of red wine, they don’t improve with age.  In fact, the longer we leave them, the harder they get.
So exactly what is a difficult conversation. We think it can best be summed up as being one of those discussions that you need to have with someone where for a wide range of reasons, the underlying message may not be well received.
The story that we tell ourselves about difficult conversations is often very different to the reality and this is because we don't want to hurt anyone’s feelings. In this lies the secret to having an effective ‘difficult conversation’.

In this module we’re going to take you through a step by step guide to having a difficult conversation and show you a fool proof way to make these conversations not only much easier, but also how they can become an asset to you as you and your team strive for high performance.
Before the training, we’d like you think of difficult conversations that you have had in the past. Maybe you had to deliver the hard message or maybe you were on the receiving end.  What was it that made the conversation difficult?
Was it that too much time had elapsed from the event that triggered the need for the conversation in the first place?
Or was it that the conversation became very personal rather than focussing on the issue?
Another thing that we know about difficult conversations is that they can be ‘habituated’. We’ll explain in more detail what we mean by this when we get together for our training but don’t worry, its a good thing! And we’ll show you how to do it.


Influencing & Courage

In this module of Emerging Leaders we’re going to look at how we can influence situations at work in a way that leaves every member of the team feeling empowered and will leave you respected for your ability to clearly think through and present your case around issues that are important to you.
Without the necessary skills to influence others it is hard to be an effective member of the team and certainly hard to progress into more senior positions in the practice.
We’ll teach you a 4 step process to help you influence a situation including developing an understanding for who it is you are seeking to influence, establishing a clear objective so that you know what success looks like, gathering the right ‘intelligence’ and finally how to develop a plan to communicate your message.
Of course a big part of influencing lies in our ability to muster the courage to open a dialogue in the first place.  We’re going to introduce the concept of ‘facing up’ and provide you with a 5 step process to follow that will enable you to do this with ease.
The over arching theme of this module is the need to create a win win situation.  ‘Influencing’ cannot be effectively conducted if we take an adversarial approach - that is one where we are arguing. We’ll learn that arguing only serves to further entrench your counterpart in the very idea that you are seeking to influence.


Goal setting

One of the biggest drivers of well-being and happiness in the workplace is people knowing their role and how what they do contributes to the success of the business as a whole.
In fact, we know that this often rates #1 in engagement surveys as both the most important source of engagement and happiness for team members whilst also being the one most overlooked.
Furthermore, we're often not really aware of what “others” are doing, nor how our contribution affects others.
The Boston Consulting Group recently used a relay race as a metaphor to help explain how productivity can be lost when we are unclear on our goals as well as how we can most effectively contribute to the success of others.
The biggest challenge comes in a relay race when one runner has to pass the baton to the next person. This baton transfer requires a switch in focus away from the legs, and therefore speed, to the arms and the voice as you approach the next runner, yelling as hard as you can.
This switch in focus means that you're not running the fastest 100m in the world to be the best relay team in the world, but the fastest 90m or so combined with a deep appreciation for how you can contribute to the success of the next person in the race.
If we think about how this might apply to our workplace, we need to be mindful of how what we do contributes to the bigger picture in order to be at our most effective.
This month we’re going to take a look at what you need to do to be an effective contributor to the business as a whole - and at the same time get a big dose of engagement and happiness to boot!





Growing a Resilient Team

   


What do you notice most about resilient people? Is it that they are always happy – and that they just put out of their minds anything that they might find distressing? Is it that they are have learned to ignore all the turmoil that is going on around them? Is it that they have just become so hardened to what life dishes out that they can simply shrug off anything that doesn’t make them happy? I this module, we’re going to demonstrate that just putting things out of your mind and ignoring or shrugging off issues are not strategies for building greater resilience. In fact, the opposite is true. We’re going to define resilience as having two elements; the first is how we interpret what happens to us and the second is how we then deal with this interpretation. It is this interpretation of what is happening around us or to us that lies at the heart of Resilience. We’re also going to spend some time looking at our Practice Values and take a look at how ‘meaning’ and ‘gratitude’ play such a major role in how we interpret the world around us. We’ll develop some strategies that will help you to quickly overcome setback without being a burden to yourself or your team mates.


Self-Regulation

   

 

The workplace and home can be really stressful places. Not only do we have to deal with the constant turmoil that is our own minds, we’re often told to ‘leave our troubles at the door’ when we go into work and spend the day with people whom, in many cases, we didn’t elect to spend a significant part of lives working alongside, and in some cases, the behaviour of these same people only serves to frustrate us even more. Despite the importance of managing our emotions properly, the process calls on years of discreet training, which many of us have never been exposed to – in fact the examples set for us by those people who we might consider to be our mentors, can be the very opposite, leading to a lifelong education in how not to respond. By way of example, animal behaviourists, when called upon to ‘fix’ a dysfunctional dog for example, often reflect on the need to ‘rehabilitate’ the dog and ‘train’ the owner in how to keep cool in the face of frustration. The anxiety in the dog (which the owner interprets as poor behaviour) is simply a reflection of the mistrust built up by living with an owner who is emotionally erratic. If, from a young age, we are exposed to the anger and frustration of those with whom we are meant to trust the most, is there any wonder that as we grow up, we exhibit the same. Dr Daniel Goleman has written widely about Self-Regulation and he identifies Emotional Intelligence as not only something that can be taught and practiced but can also emerge as “a ‘discriminating’ competency that best predicts who among a group of very smart people will lead most ably”. We’re going to look closely at the negative effects of poor Self-Regulation and together develop some strategies that will help you to better control your response to distressing or upsetting circumstances and in turn help you to be more productive and happy.


Becoming an Effective Team

   


 It may surprise you to know that teams rarely just come together and work effectively. In fact, the very best teams can be deceiving because they make it seem so easy – which often leaves us feeling inadequate or wondering how they do it. All teams, whether they be just starting out or working well together for years, all face the exact same stages of growth and ALL need to progress from one stage to another before they can claim to be performing well. Even the very best teams face team members leaving or a change in their external environment that leads to a change in the team’s life cycle and development needs. We’re going to look at each stage of development and what you need to do as a member of this team in order to help the team progress from one stage to another. Like climbing Mt Everest. Even if you could catch a helicopter to the very top, (which you can’t because the air is too thin for helicopters to fly), how long would you last without having gone through the stages of the climb that are necessary for sustaining life at the same altitude as an airliner flys! Apparently, it’s 8 minutes! Nothing quite that dire here however the analogy holds true – we can no more expect to have a high functioning team without going through the stages of team development than we can climbing Mt Everest by hitching a ride straight to the very top. We’re going to have a look at what stage your team is operating and then share with each other, how we move you from your particular stage to the next.


Managing Conflict

 

 

Managing Conflict comes in many forms. We conflict with our boss, or colleagues, our friends and family. Even ourselves!! It’s pretty much inevitable that we’ll spend at least some part of our day in conflict and as such, it’s worth thinking about ways to better manage it. We say ‘manage’ it because experience tells us that conflict – which is usually associated with ‘change’ – is inevitable whilst ever we are growing – and as such it’s just unrealistic to think in terms of eliminating it. It’s also worth noting that a little bit of conflict isn’t all bad. Life would be very dull if we all agreed on everything, all the time. In this module, we’re going to look at how conflict arises in the first place and some strategies to help you to navigate your way through it in a way that will ensure your relationships stay intact. We’re going to bring our business values to life in this discussion because it is through our shared values that we’re able to turn conflict into something that is not to be feared or avoided but embraced and an opportunity for growth and even a strengthening of relationships. Weather conflict for you manifests as a deeply personal internal struggle, a workplace dispute or dealing with inevitable change somewhere in your life, the strategies that we’ll work through will help you to not only feel safe embracing conflict but enable you to feel great about the outcome.


Making Better Decisions

   


Often decisions are hard to make because there are multiple inputs, all of which lead to different outcomes with various compromises. We find ourselves either unable to make a decision or pushing forward and finally end up making a decision that appears on balance, to be the best outcome. Then there is a slight change in circumstances and we start to question the decision that we made. Making better decisions is a skill that can be learned and in this module, we’re going to look at the key questions that you should be asking yourself as well as some of the important principles that sit behind the decision-making process to ensure a considered outcome is reached. No matter how big the decision, the same questions and principles apply. Of course, there are no guarantees around good decision making – except perhaps that, like everyone else, you’ll make poor decisions from time to time. We’ll talk about the importance of actually getting on and making a decision in the first place, despite the fact that it might not always be the perfect decision - and if it proves to be not the right one, well, we make a new one.


Making Values

   


Making Values stick Roy Disney (the older brother of Walt Disney) once said, ‘It’s not hard to make decisions when you know what your values are”. A guiding set of principles that act as an enabler for client interactions, patient treatment and team member relationships. Values are profound in Practice because on a day when life gets the better of us and we don’t even come close to achieving any of our goals or objectives, we can always live by our values. But how should we be thinking about values to ensure that they truly come to life. In this module, we’re going to work through your Practice Values and truly bring them to life. We’re going to put them under the microscope, road test them under some pretty tough conditions and share as individuals what they mean to us.


Effective Team Meetings

  


Why are meetings such an integral means of communication for some teams, whilst for others, they hold very little value and in fact their very mention has some people looking for the nearest exit! What should a team meeting even look like and how should it be structured such that the team gets the very most from it? Should every meeting involve the entire team – and if not, how frequently should we be getting together to meet as a team? What is your role in the meeting and how can you ensure that your contribution adds value to the meeting rather than you feeling as though you are a by-stander who has no contribution or ownership? How long should meetings go for and what content should be covered? These questions and many more will be unearthed in this module on Team Meetings – in fact, we reckon you’ll be so inspired you’ll want to launch straight into a team meeting to catchup on your new insights!


Increasing your Energy for life

   


Have you ever found yourself feeling flat and you can’t quite put your finger on why? Perhaps you’re suffering from a general lack of resilience; where even the little things really get under your skin - and you’re taking it out on the people that are most close to you. Or perhaps you get sick at the drop of a hat. The challenge with this is that it can have a cumulative effect whereby one ‘flat’ or negative interaction with a colleague, family member or client can lead to a poor response from them resulting in an erosion in the relationship. Or perhaps the opposite is true; you find yourself feeling on top of the world and able to handle anything and as a result, you lift those around you, inspiring them to be their best. Well, these feelings often don’t happen by accident. It is surprising how much control you CAN have over your energy – if only you knew how. In this module we’re going to look at your 4 primary sources of energy; Physical, Mental, Emotional and Spiritual. At any point in time we can find ourselves either in abundance or suffering from a deficit, depending on what’s going on in our lives. Our challenge is to not only understand what each of these sources of energy look like but how much or how little we have of each and what we can do about it. We’re going to pose a few short questions that will help you to create a ‘map’ of your own energy, check for any areas that need improving and give you strategies to develop these in order for you to be your best self.


The Power of Collaboration and how to do it

   


Many of you will have heard of the power of Synergy – perhaps you’ve heard it expressed as 1 + 1 = 3 or the combined value is greater than the sum of the parts. In this module we’re going to take a look at Collaboration, a close cousin of synergy and one that has a profound impact on the performance of a team. When we ask team members what it means to be successful in their role, the collaborative team member will always respond by referring to their colleagues. They’ll reflect on the fact that for them to be truly successful, they need to have a positive impact on those with whom they interact. Perhaps the most powerful example of collaboration is a relay race – where each person is called upon to do their very best in their individual sprint, however their ability to place the baton into the palm of the next runner – or take the baton from the previous runner - is critical to the success of the team. There is no better example of this than the women’s 100m relay final in the 2003 World Championships. The US team were the favourites to win, yet they were beaten by the French who decided that if they couldn’t run as fast as the individuals in the US team, they would focus on how well they passed the baton from one team member to the next. In the end, the slower baton won the race. In this module we’re going to look at ways that you can improve you baton transfer in order to improve your team’s performance and frankly, make you feel as though you’re part of something far greater than just you and your 100m sprint.


Increasing your Empathy for Others

   


Empathy lies at the heart of understanding others for who they are. For this reason, it is often described as one of the most powerful leadership tools that we have at our disposal. Many of you will have heard Empathy described as the ability to walk in another’s shoes. It’s the ability to see things from another’s perspective. It’s the ability to genuinely listen to understand others. It’s easy to see from this how this plays such an important role in developing and maintaining strong relationships. It’s also easy to see how, if it is your role to in some way influence others in achieving results, the ability to understand their perspective, and motivate them by ensuring that they feel listened to and understood is an essential skill to develop. But Empathy calls upon a certain level of vulnerability that for many is hard to muster. Vulnerability because genuinely listening to others requires that we expose ourselves to learning something new. Having our opinion changed or being influenced by what it is we’re listening to. The more diverse the team we’re working in, the greater this level of change in perspective is likely to be. In this Module we’re going to take a look at how we can display more Empathy and in turn have a really positive influence on those around us.


Working to your Strengths

   


If I asked you to list your strengths, like most people, you’d probably struggle to pull together an accurate list of things that you do well. And even if you could list them, you may be referring to skills that you’ve developed over many years of hard work that for any number of reasons, don’t even play to your strengths. This is just one reason why a discussion around strengths can so easily not be about those things that motivate you to strive harder, but rather about things that you simply do, even though you don’t enjoy doing them. Yet we know, that if we can tap into our strengths, we stand a far greater chance of remaining focused and engaged in whatever it is we’re doing. We also know, that organisations that focus on developing and working towards individual strengths are likely to increase engagement across their team by in-excess of 70%. Furthermore, a failure to address strengths can reduce engagement by as much as 90%. So let’s go back to that process of listing your strengths. It isn’t easy to do and often the only place it even gets talked about is in a job interview. In this Module we’re going to introduce you to a process of exploring your strengths and show you a method for bringing them to life in your daily work such that you’ll feel more engaged and committed than ever before.


The Power of Happiness

   


Did you know that Doctors are nearly 20% more accurate in their diagnosis and teams are up to 70% more productive if they are happy? Positive Psychology is a revolutionary new field of study that predicts many more benefits from simply reversing the formula for success and happiness away from the traditional model of “achieve results at work and home and you’ll be happy” to one of “being happy in order to achieve amazing results”. If we’re going to reverse this formula, we need to re-think happiness and move beyond the traditional ways in which we might attain it. In this module we’re going to discuss some key aspects to finding lasting happiness. We’ll place some historical context to this and you’ll be both amazed and reassured by the findings and how, as with so many people throughout history, they can help you in even your darkest moments. We’re going to help you to understand why it is that the more we ‘aim at’ happiness, the less likely we are to ‘hit it’. Finally, we’ll provide you with some really practical tools for being a more effective, resilient and happy in your day to day life.

Last modified: Monday, 20 March 2017, 3:12 PM