As the Chief Encouragement Officer, I believe in leadership at every level.
Starting in leadership at a ‘traditionally’ young age, I was told that I had not yet ‘earnt my stripes’ and that if anything I would need to be a wise, old (preferably male) leader before anyone would take my contributions seriously.
Now, in an age where we have multiple generations working together in organisations (Baby Boomers to Generation Z), the wisdom in decision making and leadership comes from multiple facets of us as human beings. Age, Race, Ethnicity, Gender, Sexual Orientation, Religion, Physical Abilities, Socio-Economic Status along with influences like marital status. All these diverse aspects of us as human beings show up across organisations and some individuals with intersections of these.
Whilst we know that team performance, financial performance and productivity are significantly impacted by diversity, and well documented, the practical approach to leading with these in mind is varied across industry and culture.
Starting with Program and Project Performance, the opportunity was to bring practical psychology and methods of connection to programs, enhancing the existing processes and traditional methodologies.
The hierarchy of a program can often be the first connection an individual has to leadership, irrespective of the hierarchy of the business. As a program contributor, they could have a particular accountability that leads a program stream or a requirement to influence their work colleagues in the contributions to a program. The role of project lead or manager is a way that leadership skills can be tested and refined.
Bringing Psychosynthesis to the workplace in a practical way not only helps the individual to see their own traits of personality in leadership but how they bring those to the team environment.
At Chief Encouragement Officer, I coach individuals in aspects of psychology into the workplace via project and program delivery. The aspects of our personalities can influence how we lead and support others in our team for the overall good of the program and team performance.
As we work together, we reference empirically based studies to review project team dynamics for what works and integrate those into our project start up phases of team roles and processes.
Another contribution I can make to project teams and the wider organisation is the work of Brené Brown.
Dare to Lead™ is an empirically based courage-building program designed to be facilitated by organizational development professionals.
Brené is a research professor at the University of Houston where she holds the Huffington Foundation – Brené Brown Endowed Chair at The Graduate College of Social Work.
Brené is also a visiting professor in management at The University of Texas at Austin McCombs School of Business.
She has spent the past two decades studying courage, vulnerability, shame, and empathy and is the author of five #1 New York Times bestsellers: The Gifts of Imperfection, Daring Greatly, Rising Strong, Braving the Wilderness, and her latest book, Dare to Lead, which is the culmination of a seven-year study on courage and leadership. The most significant finding from Brené’s latest research is that courage is a collection of four skill sets that are teachable, measurable, and observable.
The Dare to Lead™ program focuses on developing these courage-building skills through workshops, trainings, and coaching to help individuals, teams, and organizations move from armoured leadership to daring leadership. Individuals who successfully complete the full 16-hour Dare to Lead program will receive a certificate of completion and are allowed to put a Dare to Lead Trained badge on their LinkedIn account. Further information is available at daretolead.brenebrown.com.