Disagreeing well is an important skills in today’s working environments, where roles are moving from task-based to capability focused; team members are asked for their subject matter expertise and often required to mentor others, and top-down, ‘leader knows best’ structures are giving way to manaakitanga, agile practices, and shared knowledge and expertise.
We coach, develop and work alongside leaders and teams to shift ideas on leadership and provide the skills and tools needed to grow teams.
I am a leadership coach.
As part of setting up a new coaching relationship, I often have a set-up meeting with the coachee and their manager. During this ‘three-way’ meeting I ask the manager to outline what they would like their direct report to use the coaching to focus on.