Ennovate Lab’s Post

Phase 2: I spoke to the senior leader (principal, director role) with 30 years of work experience in various international schools across the world. I would like thank him for his participation in my recent research titled "Comparing the Leadership in International Education in the UK and in China: Challenges and Development.". He is such a leader that l would describe as being humble, honest and patient. He is kind enough to offer me help and guidance when l approach to him for professional advice. From our conversation, I can truly feel how his fellow colleagues and subordinates see him as a reliable co-worker and a leader especially when one had witnessed the real time at war and still taken the responsibility to lead the team under such circumstances. Here’re some of his perspectives that l wish to be enlightening for (future) leaders like myself who work in international education and beyond: 1. Be curious and find something truly fulfilling for ourselves; 2. Make our way to become a reliable leader and team player, and trust can be earned through; 3. Be more observant and understandable culturally. Many more great insights are shared from him and stay tuned for the whole story from the research. (For all the sharing, I wish to keep it anonymous for participants’ privacy purposes.)

Many people say, ‘I’m just not good with conflict.’ This is a self-fulfilling prophecy. If you tell yourself you’re no good, you will then either avoid the issue or deal with it badly, because you haven’t taken the time to learn what you should do and practise how to do it. As a busy leader, you’re time-poor and may tell yourself, ‘I don’t have time for this crap.’ But for many hard conversations, it makes sense to step back, do the preparation and get on with it. You will often address and resolve the issue. Effective dialogue not only solves problems, but also builds relationships and drives results. The research on becoming highly proficient in any activity is clear – learn what you are supposed to do and then practise, practise, practise. From the book 'MASTERING HARD CONVERSATIONS' by Mark Rosenberg - a finalist in the Leadership category in the Australian Business Book Awards. https://lnkd.in/gG5EkmKi

My major take home from the entire session here in Accra, Ghana 🇬🇭 was Dr Frazier's session, during the Africa Leadership Conference, where he said. "Time is life, and most people get ahead in life with the same time other people waste". he also laid many hearts to rest when he said, "Your most productive years are not in your 20s or 30s, those are your preparation years, your first most productive years are in your 50s - 60s, your second most productive years are in your 60s - 70s, and the highest and most productive years are in your 70s - 80s" He further buttressed that when you see many making it early, what will determine if they are truly wealthy is if they can sustain and keep increasing their wealth in their later years. We should use our early years to master self discipline, proficient leadership, financial capability, and most importantly, powerful networking, these will make or mar you in your later years. he further added to remember that life moves on at a speed that we can't even imagine, it is like closing your eyes and opening it, to find out you're 80 years old, and you have either achieved nothing, or everything. At the end of the day, what is the vision driving you? And what is the purpose of that vision? If you don't have a clear vision for your life, you're a living dead. Dr Stephen Akintayo gave us an assignment to write your 1 year vision, 5 year vision, 10 year vision, and more, very clearly, and repeat it to yourself everyday. Dr Linus Okorie, finished work when he said, what makes great men are 3 things. 1) Intensity of vision 2) Intensity of process 3) Intensity of presence To everything, add intensity. I like to end with Jim Rohn's quote on life, where he said. LIFE IS NOT JUST THE PASSING OF TIME, IT IS THE COLLECTION OF EXPERIENCES, THEIR FREQUENCIES, AND THEIR INTENSITY. Joe Terhile ®

For leadership coaches who have been coaching more than 3 years, here’s a way you can contribute to ongoing coaching research with a minimal amount of your time - about 15 minutes total - 10 minutes now and 5 minutes in about 6 months. The link is found in Dr. Boyatizis’ status below! #coaching #coachingresearch #coachingdevelopment #coachingsupervision

**Coaches** Sharing an opportunity for you to contribute to a research project that is beneficial for our field. By participating, you can: > Enhance Professional Identity: Gain insights that help us grow as coaches. > Promote Well-being: Highlight the importance of coach well-being. > Contribute to the Field: Advance leadership coaching, which can create a lasting impact on the profession. > Network and Collaborate: Engaging in this research connects us with other experienced coaches and researchers, fostering a community of learning and support. > Stay Informed: Receive updates on new trends and key findings to support your coaching development. I encourage all experienced coaches to take part. Your insights are invaluable! #coachingmatters #coachingresearch #coachdevelopment #coachwellbeing

Leadership coaches! Here’s an easy opportunity to contribute to coaching research!

Dear LinkedIn, I invite you to participate in this survey on ethical leadership. This research aims to understand how ethical leadership is perceived and practised in various organisational contexts. https://lnkd.in/gGuAwG6s Thanking you all in advance.

Do the Corporate World and Think out of the Box attitude go hand in hand!! Nowadays, Colleges are involving vocational training as part of their curriculum. Books, theories and projects are still compulsory. The agenda has brought case studies, practical aspects and presentations that have widened the scope. It has allowed the students to think like professionals in the corporate world. The students have developed an attitude of critical thinking with engaged participation. For instance, I am a management student. I abide by the rules of my college. Still, my mentors encouraged me to go against their objectives. It has made me say what I have in my mind like a leader. Earlier, I used to think about the importance of these criteria. The answer I found is thinking allows you to aspire to the vision you have. It is what is a must for being in the corporate world. Key takeaways:- 👉Always discover what you think and curate creative ideas 👉Be passionate about learning and leave your imprint with your knowledge 👉Be scared and confident as well to thrive in the business arena 👉Frame the solution for every problem by thinking critically in an exceptional manner Now Tell Me your secrets to become the next corporate leader!!??

Apart from all the very interesting University of Leeds events and meetings last week, the Thursday that has just gone by threw up an unexpected treat. After what sounds like a fantastic talk, the speaker, Professor Elias Abujaoude, popped home for supper alongside some wonderful University of York colleagues (who I miss interacting with regularly due to my move to Leeds). Elias presented the better half with his latest book (and the subject of his talk), which I have started leafing through and seems very interesting indeed. A study of the dangers of belief in that developing lemming-like leadership is some form of 'excellence', via training, coaching etc., where simplistic, majoritarian norms are often created and imposed. Stifling emotional intelligence, this is a disruptive force to all forms of diversity, which, if unlocked, can power sustainable change via collaborative working. Elias was great company - we also joked how many of the institutional elite in cross-Atlantic academe would take these findings and ideas very seriously as he is based in Stanford University (as Professor across two influential departments). Or, we mused, that his ideas and criticisms would, therefore, be more difficult to dismiss by more exclusionary leaders trying to develop an army of mini-mes to cross-institutional disadvantage.

Ya can’t spell authority without author, and that is exactly what you do when delegating authority…you allow people to become the author of their own work experience. Becoming a leader is synonymous with becoming yourself. Without autonomy, people can’t become an authority in the room, they can only repeat what those they follow have said, done, thought before them. As a history teacher, my students were THE authority on what happened—I delegated historical documents for review—they offered their own interpretation with supporting facts. When they didn’t know whooo Bob Dylan was, they became THE authority on our curriculum, shaping what they learned in their last 6 weeks of school. More importantly, when they went to college, they were able to lead themselves through a tough class and writing assignments without me. Empowering future leaders looks like relinquishing control and the need to perfect. It demands you let go of your fears, and remember at 95 years old, these tasks don’t even make the highlight reel of life, so let it go OWLready Elsa (insert song here) and have more FUN creating leaders that SOAR alongside you, not behind you.