Peta Latimer Chartered FCIPD

Coaches Supporting Mental Well-Being: Insights from the April 2024 #ICF Survey 🌍🧠 As a coach, how often do you address mental well-being with your clients? The ICF study of over 9,000 respondents revealed some fascinating global and regional trends, including key differences in how Asia approaches mental health in coaching.👇 1️⃣ Mental well-being support globally and in Asia: Globally 50% of coach practitioners report that they significantly support their clients with well-being compared to 39% in Asia. 2️⃣ Contributing factors for seeking help: Clients cited business or career issues as the main contributing factors for seeking help with mental well-being. 3️⃣ Effective strategies: The most effective strategies are those that are employed least frequently - self-reflection, self-growth and self care and customised strategies/ approaches. 4️⃣ Referrals to mental health expertise: In Asia, 25% of coach practitioners referred a client to mental health professionals, compared to 44% globally, in part due to lower incidence of clients citing need for mental well-being support. 5️⃣ More training and equipping needed: While 71% of coach practitioners feel comfortable addressing their clients' mental well-being, there is a need for more training, support and information to further equip coaches. 💡 Coaches as first point of contact: Though going to therapists are more accepted nowadays, coaches may well be among the first points of contact for business executives suffering from mental well-being challenges before more intensive psychological interventions are required. 💡 Learning to incorporate into coaching practice: As coaches, there are opportunities to learn more about mental well-being, to incorporate effective strategies into our coaching practices and to learn when to refer to a mental health professional when the scope extends beyond coaching. 💡 Collaboration of support providers: As mental well-being happens along a spectrum of intensity from healthy, coping, struggling to unwell, there is potential for coaches, counsellors and therapists to collaborate together to help clients achieve growth, success and mental well-being; to live an abundant life filled with hope and confidence, with the believe that the best is yet to come. ✍ How can coaches better integrate mental well-being strategies into their practice? Share your thoughts in the comments! #ExecutiveCoaching #Growth #CatalyseChange #InspireHope #AbundantLife #BestIsYetToCome #Wellbeing ________________________________________________________________ 🔔 Follow Tiffany Cheong to learn more on changing the way you lead & live. 🌱 Partner for Growth Together! ♻ Repost and share with someone who would benefit from this.

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🌟Did you know?🌟 Gen Z is rapidly reshaping the Future of Work with their distinct behaviors and preferences. Understanding these generational nuances is key to building effective talent strategies. New research shows that while #GenZ is perfectly aligned on the importance of #purpose, #collaboration, and #flexibility, there are subtle nuances between males and females that can help organizations understand and engage them even better: - Gen Z women are highly active on community-focused platforms like #TikTok and #Instagram, where they value inclusivity, connection, and work-life balance. They are more likely to engage with employers who promote these values through social media and are drawn to Employee Resource Groups (ERGs) that foster a sense of community and shared purpose at work. - Gen Z men, on the other hand, gravitate toward information-driven platforms like #Reddit or #X, where they engage with content centered on technical challenges and innovation. They are particularly responsive to gamified recruitment strategies, which incorporate elements of competition and problem-solving. This demographic excels in environments that leverage technology to create engaging, tech-savvy experiences that challenge their skills and creativity. In today’s workforce, it's crucial for organizations to tailor their approaches to these unique characteristics. That’s a central theme in my book, *Reframing Generational Stereotypes,* and why I was honored to share my insights with HRM Asia in their latest article on “Reframing Generational Stereotypes to Foster a Supportive Workplace.” In the piece, I outline 6️⃣ strategies to help organizations better attract, engage, and retain Gen Z talent, from fostering inclusive workplace cultures and leveraging ERGs to implementing gamification techniques that resonate with different segments of Gen Z. A big thank you to HRM Asia and Shawn Liew for featuring my thoughts on this important topic. Let’s continue to evolve our workplaces for the better! #GenerationalDiversity #FutureOfWork #TalentManagement #DEI #EmployeeExperience #HRMAsia #multigenerationalworkforce #reframinggenerationalstereotypes XYZ at Work https://lnkd.in/eiQvqc7d

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The 2024 World Alzheimer’s Month campaign, themed “Time to act on dementia, Time to act on Alzheimer’s,” is a global initiative aimed at transforming attitudes towards dementia. This campaign seeks to address and reduce the stigma and discrimination still associated with the condition. By spotlighting the efforts of organisations and governments worldwide, we emphasise the progress being made towards creating a more dementia-friendly society. Did you know? If dementia were a country, it would be the world’s 17th largest economy, with a global cost of US$1.3 trillion. Currently, over 55 million people live with dementia worldwide, and this number is projected to rise to 139 million by 2050, with the largest increases in low and middle-income countries. Already, 60% of people with dementia live in these regions, and this will increase to 71% by 2050. A new case of dementia arises somewhere in the world every 3 seconds. Let’s unite to foster understanding, challenge misconceptions, and support the positive changes needed to improve the lives of those affected by dementia. Follow: C-Suite Partners Website: www.c-suitepartners.com #CSuitePartners #WorldAlzheimersMonth #TimeToAct #DementiaAwareness #EndTheStigma #DementiaFriendly #GlobalHealth

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The 2024 World Alzheimer’s Month campaign, themed “Time to act on dementia, Time to act on Alzheimer’s,” is a global initiative aimed at transforming attitudes towards dementia. This campaign seeks to address and reduce the stigma and discrimination still associated with the condition. By spotlighting the efforts of organisations and governments worldwide, we emphasise the progress being made towards creating a more dementia-friendly society. Did you know? If dementia were a country, it would be the world’s 17th largest economy, with a global cost of US$1.3 trillion. Currently, over 55 million people live with dementia worldwide, and this number is projected to rise to 139 million by 2050, with the largest increases in low and middle-income countries. Already, 60% of people with dementia live in these regions, and this will increase to 71% by 2050. A new case of dementia arises somewhere in the world every 3 seconds. Let’s unite to foster understanding, challenge misconceptions, and support the positive changes needed to improve the lives of those affected by dementia. Follow: C-Suite Partners Website: www.c-suitepartners.com #CSuitePartners #WorldAlzheimersMonth #TimeToAct #DementiaAwareness #EndTheStigma #DementiaFriendly #GlobalHealth

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Coaching and Culture What I love about Coaching is that it is a highly effective and simple way to build a learning organisation that is psychologically safe! Read the article to find out how! #emergenetics #coaching #coach #positivework #culture #performance

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During periods of transformation, leaders who act as coaches rather than bosses foster stronger, more resilient teams. Leaders can help employees navigate transitions with confidence and purpose by guiding and supporting them. This approach not only builds engagement but also nurtures trust and long-term loyalty. Click the link to learn how to guide your team through tumultuous times: https://lnkd.in/g7BQkAny. #Leadership #ChangeManagement #Coaching #TakeCareOfYourPeople

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🔥 Is the Workforce Skills Qualifications (WSQ) system holding us back? Let’s talk about the elephant in the room in workforce development. The Singapore WSQ system https://lnkd.in/gEV8czbH, hailed as a cornerstone of workforce readiness, is also quietly becoming an obstacle in the race for future skills. Yes, you heard me right. A system designed to train us for jobs … is actually *limiting our potential* in the very roles that are on the horizon. Here’s the problem: competency-based training and assessment = rigidity. While WSQ does a great job preparing us for today’s jobs, it’s NOT preparing us for tomorrow’s world. And the future? It's arriving FAST. 🚀 Here’s where WSQ misses the mark: - It’s reactive, not proactive. New skills and roles in AI, data science, and green technology emerge every few months. WSQ's “competency catalog” just can’t keep up. - No room for true flexibility. When everything’s prescribed to the last detail, where is the room for the *out-of-the-box* thinking we need? - Risks creating skills that are outdated by the time you’ve “qualified.” The future waits for no one, and the shelf life of some WSQ skills is shrinking. It’s time we start asking tough questions: 👉 Is a “competency-based” approach still the best way to prepare for a world that’s anything but stable? 👉 Should WSQ evolve to foster *adaptive skills* like critical thinking, innovation, and the ability to *learn and unlearn*? 👉 When will it anticipate future skills, instead of just reacting to whatever’s current? WSQ has done its job … for now. But we need a revolution in how we think about skills and training if we want to stay relevant in the workforce of tomorrow. Let’s stop preparing for yesterday’s world and start gearing up for the future. Agree? Disagree? Let’s debate in the comments 👇!

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In the journey to effective leadership, understanding one's strengths and weaknesses is crucial. Developing deep self-awareness helps leaders recognise how their characteristics compare to the strengths and limitations of others, leading to improved performance. Krista Pederson, Managing Director, Asia Pacific, likens leaders to airline pilots, emphasising the importance of self-awareness as a "map" for navigating leadership challenges. Pederson describes this as "strategic self-awareness," where leaders understand their reputation and adjust behaviours to drive team success. This self-awareness isn't about personal career advancement but about empowering teams to excel and outperform the competition. I believe that leaders who develop self-awareness are better at building and maintaining high-performing teams. They recognise the importance of fostering a culture of open feedback, clear communication, and collaborative problem-solving. By understanding their own biases and managing their emotions, leaders can make well-informed and balanced decisions. Self-awareness also involves understanding the impact of one's behaviour on others. Leaders who are attuned to their team's needs can create an environment where employees feel valued and motivated. This leads to higher engagement, better performance, and ultimately, greater organisational success. How do you incorporate self-awareness into your leadership strategy to ensure team success? #self-awareness #teamsuccess #leadershipstrategy

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Governance & Directors Role in Self-Directed Learning/Research: While the article headline will no doubt draw nods of agreement and stories about “directors, I have known who did that”. The sub-heading is equally impressive in its claims, stating “The desire for social recognition means that non-executive directors are failing shareholders.” Are the headlines and sub-headline, just that, headlines.   Sure, we can all recount stories of directors we know who stayed too long. Perhaps the “hankering for status” explains why some directors gather directorships, like trophies, for bragging rights. You know, I see your two directorships and raise you five. Or perhaps it’s not a “hankering for status” but simple economics that makes them stay beyond their use-by date. They need the money, as little as it may be. Or perhaps, no one has said, it’s time to go, or done a review, that identifies their lack of contribution, fit, or whatever. There will be many other reasons directors stay past when they should.          Why raise this with you? Two reasons. First, because directors like most of us have a habit of reading headlines, which we agree with and accepting the statements as facts, evidence to support our own already entrenched views (biases). I would like nothing more than for these statements to be true. To have the weight of scientific research supporting them. But they don’t. Anecdotally yes, factually no, especially if you want to extrapolate the findings to all director groups, which the headlines do.     Why am I being critical. Because the headlines and findings in this article are based on interviews with only 11 directors. Who were chosen through a process called “purposeful sampling.” Here, the researchers asked two well regarded and experienced directors to draw from their network to put them in contact with a second layer of potential study participants from different organisations. All participants are from the same country, possibly (not stated) the same city, demographic, schools, suburbs, etc. Who knows?   In relation to the sub-heading, nothing in the research identifies how the conclusion that “non-executive directors are failing shareholders” was tested. In fact, the word shareholder appears once in the whole paper.     It is an interesting article, but only that. As directors, we (you) have a responsibility to dig deeper, ask more questions about headline grabbing statements, be they in relation to research or a business report. Directors who do not ask questions and are not inquisitive are in my view a far greater issue for boards than a director who stays too long. The latter is easily dealt with. The former is not! The Chartered Governance Institute Chartered Governance Institute New Zealand Good Governance Academy Institute of Directors (IoD) Australian Institute of Company Directors https://lnkd.in/gZu5V-PM

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This week I was a panel member on a BlueSteps webinar for "Compensation Mastery: Negotiating Your Worth at the #Executive Level" 💡 With over 350 participants across APAC, we had an hourly long discussion about how to communicate your value, how to #negotiate a job offer and navigating #salary discussions with confidence. I will share the recording next week in case you missed it. My quick tip was: "Always approach salary negotiations #tactfully, #truthfully and #transparently. Focus on your value proposition and how you can contribute to the employer’s success." 🎯 #salarynegotiations #remuneration #executive #consulting #executivesearch #UnderwoodExecutive #joboffers Association of Executive Search and Leadership Consultants (AESC)

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Some interesting insights in this research on the performance of internationally dispersed virtual teams during the peak of Covid . Key takeaways include that the scale of impact of the crisis for individuals negatively impacted team alignment and performance. Also that greater levels of team alignment in collaborative behaviours ("consensus") was consistent with better team performance. Gordon (Gordy) Curphy, PhD this sounds a lot like the importance of creating shared norms from the Rocket Model of Team Performance. #teamdevelopment #virtualteams #teamperformance https://lnkd.in/g3EziQHr

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Time is more precious than money! But the time spent productively, ensures better returns. My latest article focuses on the very aspect. "Why should HR prioritise expertise over experience?" https://lnkd.in/gCi3T7rN In that context if the years of experience are to be weighed over premium education, there sure will be a point worth pondering! 'Experience' Vs 'Education' or 'Skills'... How about a perfect blend! Its fondly called 'Expertise'. Recently there was an industry brainstorming over the lack of experienced professionals in the strategic roles. My article may shed some helpful arguments in this regard. Industries seek leadership mindset, a virtue that shapes with fine pruning of years! The debate seems to be staying-up for a while... I would be happy to hear from peers about their views and the relevance of the matter in the present context... #leadership_trends; #HR_trends; #Talent_management; #Talent_acquisition; #Sustainable_workforce;

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🌏 The Impact of Culture on Executive Coaching with Asian Leaders 🌟 In the dynamic world of executive coaching, culture plays a pivotal role, especially when working with leaders from Asia. The International Coach Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. However, when working with Asian leaders, this partnership takes on unique cultural dimensions rooted in deep-seated traditions and values. In many Asian cultures, leadership is profoundly influenced by Confucian virtues, which emphasize respect, hierarchy, and the value of seniority. For Asian leaders, a coach is not just a partner but someone whose experience and seniority command respect and trust. Sometimes they even call the coach their ‘teacher’. This cultural perspective shapes the coaching relationship, requiring a coach to adapt and align their approach to meet these expectations. Key considerations for effective coaching with Asian leaders: ✔Respect for Hierarchy: Acknowledge and honor the importance of hierarchy and seniority. Demonstrating respect can foster trust and openness. ✔Cultural Sensitivity: Understand and integrate Confucian values such as loyalty, respect, and the collective good into coaching practices. ✔Adaptability: Be flexible in your coaching style, recognizing that the perception of the coach's role may differ from Western norms. ✔Experience Matters: Emphasize the coach's experience and wisdom, which can enhance credibility and rapport with Asian leaders. By appreciating and incorporating these cultural nuances, coaches can create more meaningful and effective partnerships with their Asian clients, driving impactful and sustainable leadership development. 🌐 #ExecutiveCoaching #CulturalSensitivity #LeadershipDevelopment #Asia #ConfucianValues #ICF #ProfessionalGrowth #GlobalLeadership Feel free to share your thoughts or experiences on the impact of culture in executive coaching in Asia! Secure your spot today at the Solution-Focused Approach Conference to learn more. 👇 Conference website for more info: https://lnkd.in/emTAKCqA Eventbrite page to register: https://lnkd.in/eJA-TAqf

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Loving Craig Forster's take on our deep listening workshop today. We are tag teaming on this one - seeing how many different fabulous things we can come up with the deep listening impacts. What a fun thing to do - Thanks for this one Craig! - From CONFLICT TO CONNECTION. YES YES and YES! We can see this around the world, in personal relationships, in work relationships, in siloes at work, in merger culture issues, in global politics, in war... People NOT LISTENING is a foundational problem that we can all start to do a little better at..... Craig and I both KNOW the impact of deep listening, from years of trainings AND all our work with clients - We SEE the transformation that happens in the CONNECTIONS between people as they slow down, start to listen to themselves, listen to others, listen for connection and understanding rather than listening to interrupt, rather than simply listening to the words...... Link to register in the comments. It's free, because hey we're great 🤣 and well, listening is free.... and ANYONE can learn to do it well! #deeplistening #resolvingconflict

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🎙️Episode 65 of The SIXCOMMS Podcast is out! I've been shining a spotlight on some amazing Singapore-based professionals! 🇸🇬 Meet Nur Adam , M.Couns. a trauma recovery therapist at The Good Life Counselling, specializing in mind-body integration and nervous system healing. We explore emotional resilience and how to speak the language of our emotions - yes we absolutely can! Key takeaways: 🌟 Guided Imagery: Visualize your happy place to shift focus from stress to calm. 🌟 Breathing Dump: Use writing or video diaries to release and process emotions. 🌟 Validate Emotions: Acknowledge and affirm your feelings with compassion. Tune in to the full episode to gain valuable insights and practical tools for enhancing our emotional well-being. ✨ 🎧 The link to this episode is in the comments. ‼️These episodes are crafted to spark conversations and shared learning. We're all learning together—none of us are experts! So... 👉 We'd love your feedback. After listening, what resonates with you and what would you like to add to this conversation? SIXCOMMS #Podcast #CommunicationSkills #EmotionalResilience #EmotionalIntelligence #Resilience #SelfCompassion #PersonalDevelopment

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The Role Of Executive Coaching In Addressing Leadership Blind Spots https://lnkd.in/gWBMzGMn #executivecoaching #leadership #leaders #blindspot

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🌏 Exploring Leadership Styles: A Deep Dive into Japanese Corporate Culture 🗾 Insights from Krista Pederson, Anne-Marie Paiement, PhD Hogan Assessments. In Japan, harmony and humility reign supreme. Embracing core cultural concepts like group harmony (wa), private vs public personas (honne and tatemae), and Zen intuition, Japanese leadership styles differ markedly from their Western counterparts. Here's a fascinating look at what sets Japanese leadership apart: 🔄 Lifetime Employment: Many Japanese companies practice shūshin koyō, hiring fresh graduates and nurturing them until retirement. This approach fosters a unique loyalty and provides employees with extensive training and cross-functional experiences, enhancing their skills across various domains. 👔 Unique Leadership Style: Unlike the charismatic and individual-driven leadership often celebrated in the U.S., Japanese leaders thrive on consensus and coordination. The focus? Maintaining peace and group harmony, with less emphasis on personal achievement and more on collective goals. 🔍 Data Insights from Hogan: Since 2013, Hogan's assessments in Japan reveal intriguing patterns: Lower Ambition & Recognition: Japanese leaders generally prefer non-competitive, team-oriented environments, valuing shared decision-making and subtle accomplishments. Flexibility & Modernity: Despite scoring low on the Tradition scale, Japanese leaders embrace progress and are open to new ways of thinking, aligning with the transient nature of Zen culture. 🚧 Challenges Ahead: However, this consensus-driven approach can sometimes hinder decision-making, with leaders potentially over-relying on group agreement and avoiding direct confrontations, which may be perceived as causing disharmony. 🌐 Global Implications: Understanding these distinctive traits can enrich our global leadership strategies, allowing us to better navigate and integrate diverse workplace dynamics. In essence, effective Japanese leaders master the delicate balance of advancing collective goals while fostering individual growth and team harmony. A lesson in leadership that crosses borders and cultures! #GlobalLeadership #WorkCulture #TeamBuilding #BusinessStrategy

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🌟 Takeaways from the 2024 NZ HR Leadership Summit 🌟 Last week, I had the privilege of attending the HR Leadership Network (APAC) Summit in Auckland, with Human Fabric. Reflecting on notes from the excellent line up of speakers, I thought I would share some of my key takeaways: 🩷 People Values: Rebecca Wigram from ASB Bank shared their inspiring values of "We see you (belonging), we back you (trust), we lift you (growth)” - alongside insights from the reshaping of ASB’s employee benefits programme on what employees value. 🏢 Hybrid Teams: Lynne Miller from Fonterra shared evidence that hybrid teams perform better than fully WFH or fully in-office teams. This knowledge is important as we navigate the future of work. ⏱️ Operating Models & Efficiency: Edwin Dando from Radically demonstrated how traditional business operating models can lead to significant losses in efficiency and speed, due to waiting times and handovers between teams. He shared a modern organisational design that fosters higher performance. 🙋‍♀️ Gender Pay Gap: Dellwyn Stuart highlighted the stubborn 8.2% gender pay gap, which is closer to 20% for Māori and Pacifica women. Her statement resonated with me: "You won't be punished for a bad pay gap, but you will be punished for not doing anything about it." 🎓 Education Trends: Rachel Montejo showed us the growing demand for non-degree education such as short courses and online learning, as people seek to fit learning around their lives and careers. This trend is reshaping the future of education. 💻 AI in Learning: Joanna Smith shared practical strategies for using AI in creating modern learning solutions. Her quote, "A fool with a tool is still a fool," was a great reminder to apply when using AI. 🧠 Leadership Mindsets: Ruth Muller talked about the importance of leaders having the right mindsets rather than knowing how to solve all problems. Ruth's quote, "It's the difference that makes the difference," about being your true self as a leader, was particularly impactful. 🤝 Middle Managers: Lee Renata talked about the need to prioritise the development of middle managers. I agree – I believe that this is where culture and employee engagement is really shaped in an organisation. 🥰 Wellbeing: Lotta Dann pointed out how our ‘line of vulnerability’ (i.e. our resilience threshold) changes in different contexts and shared an insightful infographic on 50 ways to take a break to build our resilience. Thank you to all the speakers for their thought-provoking content and to the attendees who dropped by the Human Fabric table for some enriching conversations with Bex O'Malley and I about team performance, leadership, and neurodiversity at work. I look forward to partnering with many of you in future.

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Sustained organisational change hinges on two pillars: individual behaviours and systems transformation. Such deep change requires a ‘whole business’ approach to talent and inclusive culture change. Imagine aligning your HR, senior leaders, and line managers to drive collective action for equity and performance, embedding change across every level and within key processes. This is the power of the Delta Inclusion Ecosystem©. Let us help you build unstoppable momentum, creating a workplace where all people are deeply engaged and inspired to succeed. Are you ready to be part of this change? #DELTAinclusionEcosystem #GlobalLeadership #InternationalInclusion #Trailblazer #GlobalImpact #WomenInLeadership #LeadershipExcellence #DiversifyingLeadership #AuthenticLeadership #IntersectionalityMatters #InclusionEcosystem

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