Key success factors in any change program is to determine ‘quick wins.’

“Good things come to those who wait.” It is a saying that we are all used to, but sometimes in business quick wins are equally important.

This week I (Ak Sabbagh) was delighted to be invited to speak to a dozen or so CEOs as part of Bruce Fielding’s CEO Institute chapter here in Perth.  The topic was about not wasting a good crisis and using the time to be innovative and creative in your business.

We agreed that innovation does not mean that the business has to invent the cure for cancer or a new revolutionary app.  Indeed, many of the CEOs present were able to share how smaller innovations (like changes to current products and services, and tweaks to processes) have helped them to remain “business fit” in uncertain times.

With innovation comes ‘change.’ Change is an interesting thing – and right now, for many of us it feels like we are experiencing ‘change fatigue.’  Who isn’t exhausted by the amount of change that we are experiencing either directly or indirectly at the moment?

This led us to a conversation on our personal relationship with ‘change’ itself.  How do you feel about change?  For some, it is an exciting opportunity to challenge, create and grow.  For many, the mere thought of change brings up fears.  The fear of loss of control or agency, the loss of security and certainty, etc.

It turns out that these fears stem from deep seated chemistry within our brains.  In recent conversations with applied neuroscientists Lyra Puspa and Dr Paul Brown, I learned that our brains are naturally ‘lazy’ and love habit because it preserves energy.  This trait is essentially a key to survival.  Brains learn to become lazy by creating habits.  And as we get conditioned to those habits, (i.e. become creatures of habit), this reduces how much energy the brain exerts on doing things.

It’s why we look at systemising processes and creating procedures in what we do.

But there are times where we need to change the systems or the processes.  That means we need to change our habits, and our natural tendency is to resist the change.  Why? Because it means our brains have to work more to learn the new way of doing things.  This works at the most fundamental level – can you recall the agitation created the last time an invited guest sat at your dinner table in ‘your spot’ or your 2nd child’s usual chair?  Breaking the norm challenges us.

So one of the key success factors in any change program is to determine ‘quick wins.’  Incremental changes that move us towards the ultimate goal without a need to make major shifts all at once create an environment where ‘quick wins’ get associated with positive rewards (I guess that’s why they call them ‘wins’). A quick win sets off good chemistry in the brain.  Small, incremental, habit forming changes that are positively reinforced set off ‘liking’ and ‘wanting’ chemical markers of motivation (opioids and dopamine).  In contrast, change that cause negative reinforcements sets off cortisol – a key stress marker.

So, what are the innovations you are introducing that are creating positive motivations? Creating new, constructive habits? We’d like to know what’s been going on with you in your business.

Join us this coming Friday 21st August at 9am WST with other business leaders and owners for a Zoom conversation to discuss what we’ve collectively learned, what we take forward, leave behind, and how we Find a New Balance.

Join us to Find a New Business Balance, click here to register now.

Ak Sabbagh

Coach & Mentor

Director

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Making lemonade from the Covid-19 lemon

As business coaches and mentors, my colleague Margaret Armitage and I are often asked by clients and contacts “what are you seeing ‘out there?’.” Over the past 6 months of our shared Covid-19 winter in Australia, we have lost count of how many times this question has been asked.

Our response feels somewhat ‘bi-polar.’  It all depends on what lens you see the world through and how you interpret that input.  We do see the tough side of how some businesses are not coping well, but in the main we are experiencing and seeing positive outcomes.

Part of the reason for this is that, as generally positive people, we tend to attract clients who are optimistic by nature, are open to learning and growth, possess a ‘on-purpose’ mindset, and have a creative ‘open’ quality about them.

When I shared this observation with a client last week, her response was “So I guess you’d call yourself a ‘glass half full’ person, then?”  My response: “Well that depends…”

I find the “glass half full/empty” analogy problematic as it never really considers CONTEXT.  And context determines (consciously or unconsciously) so much.

With respect to the glass, we must consider its purpose.  What is the glass for? If it is for beer, then for a beer enthusiast, half full OR half empty is not a good situation – it’s only a half a glass of beer.  If it is half full it will be too full for a red wine lover.  And if cognac is your thing, then the glass is most certainly over full – even at half.

You can apply the same logic to most things.  When it is raining, is that good or bad weather?  It’s great if you are on the farm and need rain, and not so great if you promised the kids a camping weekend!  In the end it’s a judgement call on a situation, and in the same way we judge anything as ‘good’ or ‘bad,’ our attitude and perspective/context dictates the outcome.

The “glass half full/empty” concept is often used as an analogy to describe a person as being either an optimist or a pessimist.  Australian research just released by the QIMR Berghofer Medical Research Institute  shows a link between pessimism about the future and a greater risk of dying earlier.  It showed that, on average, participants who scored higher on pessimism were likely to die two years earlier than optimists.  Interestingly, a highly optimistic perspective did not show extended life expectancy above the average life expectancy.

Regardless, what I take out of the research is that while you may not live longer than average by adopting a positive/optimistic attitude towards life, business, and the world at large, it certainly doesn’t hurt.  And when we work with positive, and optimistic business owners, we witness incredible creative energy that spins off opportunity and a sense of Agency (refer to Margaret’s blog last week) and certainty in a world that for others seems out of control.

It’s time to stop thinking about how bad (or in some cases, good) the whole Covid-19 situation is – enough energy is wasted there already.  Instead, if we simply acknowledge that it is what it is and ask how we can make the most of it, then we can begin to see a way out.

So what are we seeing out there? We are seeing optimistically minded business owners making lemonade from a pretty bitter lemon.  Among other things we see them:

  1. Redefine their businesses, seeing growth in new markets that were unavailable to them only 4 months ago.
  2. Learn more about themselves and their personal relationship with “change” and “risk,” often surprising us with bold moves to expand when competitors have shuttered up.
  3. Take stock of Covid-19 Lockdown #1 – learning and determining what they will take forward, leave behind, or adapt if and when Covid-19 Lockdown #2 occurs.
  4. Be real about the situation – not being over-optimistic and betting on a cure-all vaccine by Christmas (although wouldn’t that be great), instead, they are pragmatic and prudent in their planning for what may be.

Above all they are not waiting for a ‘new normal’ to form.  They are pro-actively creating, defining, and shaping the new normal for themselves and their businesses.

What are you seeing out there? What have you heard?  What have you learnt?

We would love to know…

Are you waiting for a ‘new normal’ to form or are you pro-actively creating, defining, and shaping a new normal for yourself and your business?

If you belong to the optimists doing the latter, then please join us on 21st August at 9am WST with other business leaders and owners for a Zoom conversation to discuss what we’ve collectively learned, what we take forward, leave behind, and how we Find a New Balance.

Join us to Find a New Business Balance, click here to register now.

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How distance can improve business fitness in an era of social distancing

Last year my work colleague Ak Sabbagh, who often has moments of startling wisdom, wrote a blog about the similarity between Astronoauts and Business Coaches in which he explained that the gift they both have is PERSPECTIVE. To quote from Ak’s blog –

It is a phenomenon called the “overview effect” – described by space philosopher and author Frank White as “seeing the Earth from a distance, and realising the inherent unity and oneness of everything… The viewer moves from identification with parts of the Earth to identification with the whole system.”

The “Overview Effect” was brought back down to earth in COVID-19 and became a powerful exercise regime for keeping our coaching business and our clients’ businesses fit during lockdown. Lockdown caused society and businesses everywhere to cease ‘business-as-usual’ and stay still, whilst keeping on going – and that was the challenge that sent our minds and feelings into turmoil.

What immediately emerged, no matter how aware and well coached we were, was a reactive response of – ‘well that means I can’t do the things that keep me and my business healthy anymore, so I’ll just have to get fat and unhealthy!’ As a collective we felt disempowered because we were ‘prevented’ from making our own choices.

According to neuroscience, funny things happen in the brain, when we feel like this – and we probably don’t need neuroscience to tell us that, do we!  Our brain loves ‘autopilot’ and feels mighty uncomfortable when things aren’t ‘normal’, as Lyra Puspa, leadership coach and neuroscientist explained to me. In practice the brain unconsciously feels secure when the past, present and future are connected.

One client told me how helpless he felt when lockdown was announced and swimming pools closed because his ‘normal’ exercise regime is a 5am swim three times a week. This keeps his body, particularly his back, fit. He blamed the government for making him ‘fat and unhealthy’. In desperation he decided to try a new exercise, walking, allowed under the COVID-19 regulations. He found it wasn’t too bad, although it was slow and not really keeping him fit. He needed to jog, but knew he couldn’t because his knees wouldn’t stand it. However, he tried it once and came back feeling invigorated and no sore knees. Now he is jogging his way through COVID-19, staying fit to emerge from lockdown with a new level of fitness and equipped if this situation comes back.

What is happening from a neuroscience perspective is that to manage the discomfort caused by being prevented from swimming, the brain looked for things that in the past have provided security. This is called Attachment – and the past things we are attached to affect the present and will flow through to the future.

However, the brain is stimulated by new things and also likes familiar or old things. New things, different behaviours can be exhausting for the brain as they demand energy. Therefore, the brain attaches to Familiar patterns because it requires less energy when changes take place. The attachment to something that worked in the past and is familiar, makes us think we are in control of the situation and have Agency. Our brain tells us it’s okay, “I know what is going on here, even if things are different out there”. This is called Certainty and is what helps our brains grow. Uncertainty gives rise to fear which shrinks our brain, as Lyra explained it. Hence, my client’s reaction to changes with lockdown can be explained by neuroscience. His past attachment to swimming and feeling of helplessness when it was taken away by  government lockdown, in the present made him view the future as fat and unhealthy.

The same applies in our business lives. One client, a business owner of a highly skilled dental practice was significantly impacted because her industry was the first to be totally shut-down when COVID-19 emerged. Despite having the initial response of ‘What are we expected to do NOW???’ this client decided to use a low-energy activity, to ‘go digital’. This felt a bit like walking as an exercise, it wasn’t really making the business fit, just keeping things moving. This client extended her energy to keeping ‘business-fit’ by building her leadership team and strengthening them to lead the practice out of lockdown, fitter and stronger than ever. Now that the business can return to it’s pre-COVID business regime, there is a new energy in the place and a strong and well-equipped leadership team to manage things back to normal.

In this new normal of unknown, uncertain times, as we move out of lockdown, we can stay fit and healthy by adjusting our view from focus on the individual parts of our business, to view this from above, looking at the entire business system itself and strengthen and develop the parts that make the whole strong.

In this age of social distancing, creating a space which allows you to objectively consider your business is a healthy move towards Finding a New Business Balance.

If you don’t want to wait around until the ‘new normal’ is dictated upon you, but you do want to pro-actively create,  define and shape the new normal for yourself and your business, then join us on 21st August at 9am with other business leaders and owners for a Zoom conversation to discuss what we’ve collectively learned, what we take forward, leave behind, and how we Find a New Balance.

Join us to Find a New Business Balance , click here to register now

Margaret Armitage

Coach & Mentor

Beckon Business

 

 

 

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Brains, Drains and Webinars: How a Leader’s Brain Works in the Virtual Covid19 World

Margaret Armitage, 22nd April 2020

Amongst the flood of valuable online material, webinars, zoom meetings that make up life in COVID-19, there are one or two that have really resonated and bring a whole new awareness to me as a Leadership Coach (and a person, dare I say) in both an online world and when we return to ‘normal’.

The first that resonated was a revelation for me at a personal level regarding my own energy, or lack of! Many of us – me, my clients, colleagues and friends and family are feeling more exhausted being locked down, working from home, which is strange when you think about it because I for one expected to have so much more time and be more  relaxed without travel (in the air or on the ground) to fit into my life, or to negotiate my time around grandchildren’s school runs, or an exercise class or a myriad of things.

Well, it isn’t as I expected!

The online environment is more demanding – this new intimacy significantly amplifies the need for those in leadership to be present and expand our awareness. In other words, we need to stay focussed, we cant doodle, check social media or let our minds wander and then plug back in. It is more demanding because we are “missing many of the environmental and personal visual cues which enable us to easily speak or present face-to-face”.

I learnt this in a post from Claire Braund, Executive Director of Women on Boards, “The ON-switch is never OFF in this new World of Work”

The message to take from this is that our brains are working in a different way which accounts for some of the exhaustion we are feeling and we need to develop extra muscles used to build intimacy and presence at the same time as we are managing other tasks, such as checking the ‘chats’ and questions in our zoom meeting , ‘admitting’ people to the meeting, helping out those who ‘can’t get on’ –  all this whilst remaining fully engaged with the webinar we are running and of course – looking into the camera. It can be exhausting!!

The second amazing series of revelations came from an equally incredible woman, Lyra Puspa a neuroscientist and leadership coach who gave a webinar titled “Decoding the neuroscience of Leaders” or in my lay terms “How do Leaders Minds Work?”

The first significant fact that I discovered is that even when we aren’t using them our brain consumes around 20% of our energy! Which explains why this new world of work which demands much more brain activity is causing leaders to feel drained.

Another amazing insight from Lyra was the impact that stress and lack of sleep can have on our leadership brain’s mechanism. Now we all might know this intuitively and even have experience it, but Lyra explained why. The mechanism our brain follows when making decisions are almost involuntary – we have Fast, intuitive thinking 95% of the time and Slow, reflective thinking only 5% of the time. It is much easier to think Fast, like being on autopilot than it is to Slow down and be deliberate and intentional. When we are tired our default is Fast thinking – although we might feel like we are slow!

In addition to that we have two distinctly different Thinking Neural networks to inform our decision-making. The two networks cannot work at the same time – the DMN (Default Mode Network) manages the Relational thinking for feelings, empathy,other-centered information whilst the TPN (Task Positive Network ) manages Rational thinking, based on judgement, task, action and goal oriented neural activity.

Therefore, leaders cant work on a Financial Report and actively support the emotional needs of staff at the same time. It is impossible for our brains to do this.  Switching from one network to another quickly and easily is what leadership is about.  If we have had a bad night’s sleep or are stressed and anxious we will flip too quickly into Rational/Judgemental TPN thinking and may even show up as more racist or harsh in our decision-making.

 

Finally, leadership isn’t located in one part of the brain, however, there are two hormones, testosterone and cortisol, that influence our leadership style.  These hormones are present in everyone but the aim is to have higher Testosterone levels to help us be inspiring, fearless leaders and lower Cortisol levels to keep us healthy. Cortisol, sometimes called the ‘stress’ hormone blocks testosterone and reduces our immune systems. Studies show that high performing leaders have high testosterone, are resilient, bounce-back easily and see stress and failure as just another event. Whilst low performing leaders have high cortisol and take failure very seriously. Lyra’s research showed that cortisol reduces when we are at peace and in a deep reflective state and testosterone lifts. Brain measurements showed that during facilitated leadership coaching leaders can move into a deeply reflective state that induces a mindful state, similar to deep meditation in Buddhist monks. Following this deeply reflective state, an ‘aha moment’ frequently occurs resulting in transformational change. As a leadership coach, I hope for that for  all my clients.

So, it isn’t just an old wives tale that sleep and reflection builds strong leaders – It is proven by neuroscience that good rest, good food and mindfulness build up the muscles in our leaders brains helping us lead through difficult times. Please look after yourselves.

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Events this week – Acknowledging the Leader

Leading a business can be challenging at the best of times let alone in the uncertain times we find ourselves in today.  So I thought I’d reach out to you to say g’day and to also invite you to a Zoom conversation along with other business owners and leaders.

Why?  Because right now as a leader you are probably focussed on everything but yourself: your staff, your business, your strategies and contingencies, your suppliers, cash follows, clients, commercial rent, mortgages, income, family, kids, and obviously COVID-19!

Yet for any system to manage well, it needs to be looked after, particularly the main cog in the wheel.  And as coaches we want to support you in this.

To that end we’d love you to indulge yourself for 40 minutes – take some time out to connect with other leaders we know – to think about:

  • Who is supporting you and how are you supporting yourself as a leader?
  • What tools can you use to help you get clarity, maintain your energy and stay in context?
  • Your focus and presence.

Earlier this week I was asked to co-present, along with professional psychologists, on working people strategies around COVID-19, to a large  group of business owners and leaders.  It was so well received that it was suggested we share it with our clients and community.

Please let us know which of the following dates and times (WA zone) you would like to join so we can send you the link to join us.

Wednesday 8th April at 4:00pm – 4:40pm (join us for a virtual drink!) Register here

Thursday 9th April 9:00am-9:40am  Register here

Regards,

Ak Sabbagh

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Vacuum bigger killer than the Virus?

Just got off the “Zoomiverse” from countless calls to clients and contacts this morning.  Key themes coming out are around keeping staff connected and engaged, motivated and focussed.

What I’ve heard is that younger staff who haven’t experienced a major downturn or calamity, displacement, war or existential threat are really struggling.  And in some organisations the “end users” – i.e. front-line staff are not being communicated with enough right now.  The term “being treated like mushrooms” is being used a bit.  It’s probably because leaders don’t want to ‘throw more s**t onto the pile right now,’ and I get that.  But communication is our secret weapon in this fight.

One of the true signs of effective leadership is to know that you can be vulnerable.  In fact, it is that very vulnerability that leads to creativity.

Being able to say “I don’t know…” is a real leadership strength and in our experience leads to a very open and honest conversations that brings a whole team along.  We also know the power of a collective goes well beyond the sum of its parts.  Shared ideas, wisdom and insights from a team most times lead to great ideas and initiatives.

During this time please remember that a vacuum of communication and connection with your people and teams will be a bigger killer than any virus.  Vacuums kill confidence. Vacuums beget noise that is not constructive.  Vacuums suck the life out of your personal and commercial brand.

So how do you bring atmosphere to the vacuum? I don’t know!  I asked around and here are a few ideas that have come about from not knowing:

  • Make time to connect right now. Yes, you are busy, but connect right now.
  • Create Friday “happy hours from home” to connect with your people over a drink (because no one likes drinking home alone).
  • Diarise 2-3 times in the week where all teams can connect online with no agendas – it’s a virtual coffee machine chat.
  • Create internal buddy systems for people to support one another. Structure it. Leaving it to be organic won’t work. Structure creates purpose and beats confusion.
  • If you are a ‘shy’ leader who really isn’t comfortable in the front line, this is your time to step up, adapt and get out of your own way. Be present, vulnerable and real.

Create the atmosphere.

Seek the innate wisdom from within.

 

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All Choked up and Nowhere to go?

The Holden drama, or soap opera as one of my colleagues calls it, that we have seen play out in the last few weeks has raised commentary from many quarters on what should have been done and what could be done.

As a Business Coaching firm, Beckon Business has followed the scenario closely. My business partner Akram Sabbagh asked me “Are we seeing the Battle-for-a-Brand or Death-of-a-Business-Model?” Whatever the answer there is a lot of passion – feeling and angst about Holden’s shut down. The brand was/is loved. It has a cult like following.

The question made me think – is there anything Holden could have done differently to keep their business alive? I’m not going to make a list of dos and dont’s. Instead, I’m going to reflect on similarities in leadership approach with the fabled business story of Kodak and what brought about its demise.

It seems the one big thing that happened with Kodak is that Management/Leadership failed to keep their company relevant. Let’s consider:

1. Shift in consumer mindset: Leadership at Kodak were out of step with the changes in their market and didn’t get that there was a shifting sentiment from taking high quality photos for high quality printing to simply capturing the moment. The renowned ‘Kodak Moment’ no longer needed printing.
Sounds familiar with the move in car industry from developing a replacement Monaro to meeting the demands of environmentally friendly transport.

2. Shift in market values: The digital disruption changed the entire process of capturing the moment and impacted on the value placed on archiving family snapshots. Kodak’s leadership failed to see that their market was no longer women recording the family history, but everyone and anyone snapping the experience.  The market also moved from “trusted relationship” with their brand  to transactional convenience. Consumer’s wanted instant, quick and Kodak was still working on a quality and lengthy turn-around model.  They got the “moment” confused with the “chemistry.”

Fast forward to today and we have the same situation in the car industry where, despite a romantic/passionate bond to history with a brand name, the market is no longer looking for a legacy investment in the set of wheels that will be a family heirloom. Instead they value something that is going to be transitory and has minimal impact on the entire planet.

3. Weakened by your strength: Kodak leadership were proud of their role as a chemical company and saw their strength as producing high quality printed images with a consumer who valued this.

Despite having invented the digital camera, they minimised the digital aspect because it could never achieve the quality they saw as their leading market position. This was their weak spot. They didn’t see what the market loved about Kodak – that they could be trusted to capture the ‘’Moment.’  Again, the car industry has the same issue, especially those brands that have a cult like following. If you see your strength as a local car manufacturer when in reality it is your weakness then you may be going to end up like Kodak. That the manufacturing of vehicles in Australia was a loss-making venture has been known for years. The closure of the production plants is sad but predictable.  But I wonder if the people at GM are having their Kodak moment by seeing this as a manufacturing problem only?

Have they worked out the real value in the Holden brand itself?  Even if not manufactured in Australia, have they asked how ‘the Aussie’ cultural attachment to a century-old brand could be leveraged going forward right now to reinvigorate sales and imagination.

With the speedy changes in consumer sentiment, values, needs and beliefs, have the GM leaders missed the mark by seeing this as a manufacturing issue only?  Do they really know what their modern customers want from them?  What do the consumer’s value about their industry? What makes them relevant today? What are they very good at other than being a local car manufacturer in a globalised world?

And as a final thought… If you take out the brand names and industry specific references in this blog and replace it with your own, how does the above relate to your business and industry? What are you doing to keep relevant?

 

Margaret Armitage

Coach & Mentor

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Food for Thought

Like many of us, I have an interest in good food and good business.  In recent days I have been following the George Calombaris story in the press and it’s brought up a few key principles in business that are worthwhile remembering.

But before the sharpened knives of the “blame game” come out to cut down this tall poppy, let’s acknowledge that entrepreneurship is not for the faint hearted.  Calombaris, together with his business partners took risks.  It is the nature of entrepreneurship to take risks, lead with passion, grow and build brands, put personal reputations on the table, hire, fire, serve clients etc.

As his tale unfolds, the course that Calombaris is currently being served poses lessons that all of us in business can learn from.  The following thoughts are a taster…

As Entrée: it takes courage to put yourself out there as the brand and as a person. It means that when things are going well, you remain humble. And when it’s not going that well, fails or falters, it’s going to be tough on you personally.

Key ingredients: How I show up (especially in the tough times) determines how I will be regarded respected and remembered.

Matched with: the question – As a leader, how do I show up? In different situations – whether under stress or otherwise. Who am I being? Am I aware enough of my own beliefs, behaviours and attitudes, and how these ‘rub off’ on those around me?

As Main Course: with the sizzling pace of fast growth that Calombaris experienced comes the need to efficiently fill the capability needed to build sustainability.  Late last year we witnessed his issues with payroll.  No doubt other aspects of his enterprise probably lacked the depth of skills needed to keep his plates spinning.

When we start our businesses, they are generally small enough for us to do pretty much most things that that business needs to keep going. Chief cook and bottlewasher.

But as it grows, we need to remind ourselves that we are good at some things and not others – that there are people passionate about the things that we are not.  Calombaris’s story reminds me of the need to put the right skills in the right areas of the business. Being one of the most creative chefs in the country doesn’t mean that you’re a good business manager, payroll specialist, etc.

Key ingredients: For my own business that means I need to trust others to do the stuff that they are good at, and passionate about. And frankly, it’s a reminder that I’m crap at doing many things in my own business (and that is “OK”).

Matched with: Knowing that – to avoid too many cooks in my kitchen, I need to be clear about roles and responsibilities, delegate to skilled and reliable people. Trust that – as a team we are going to cook up a feast!

To Finish: in leadership I must be courageous in every step I take. Business is not for the faint hearted and the risks I take and the decisions I make have consequences that effect more than just me. Regardless of the outcome, I must own it, fully.

Matched with: Surround myself with “A-Players.”  Find the right people to grow my business with me.  Be OK with the fact that the right players today may not be up for the journey.  Know that at times I need to change my ingredients – and hence my menu to ensure a winning team in an ever changing environment.

Bon appetite.

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2020 Date Announcement: 14th February 2020 – Coaching Skills for Executives, Foundations Coach Training & Accreditation

Beckon Business’s Ak Sabbagh and Margaret Armitage are running a 1 Day EMCC Accredited Foundations Coach Training program on the 14th February 2020.

The program is designed to develop your own capabilities to coach, identify areas to focus and develop teams and specifically for:

  1. Business Owners, Managers and Leaders keen to add or develop coaching skills to their capabilities,
  2. HR practitioners,
  3. Internal organisational coaches,
  4. Professionals seeking to build a foundation and skillset in coaching,
  5. Individuals starting out on a professional career in coaching.

This training program is built on:

  1. 20+ years of real-world experience coaching in hundreds of client organisations and with individuals.
  2. The ethics, standards and coaching philosophies of the European Mentoring and Coaching Council (EMCC).

Participants start coaching immediately. You will complete the workshop with both theoretical and practical experience in a proven coaching process. Immediately take your new “toolkit” and process directly into your practice or work environment to begin working with clients or staff.

For full course details see the online brochure Foundations Program Perth 2020 February or register here to start your journey towards coaching mastery – at a global level of excellence now.

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Upcoming Event 28th Nov 2019 – Coaching Skills for Executives, Foundations Coach Training & Accreditation

Beckon Business’s Ak Sabbagh and Margaret Armitage are running a 1 Day EMCC Accredited Foundations Coach Training program on the 28th of November 2019.

The program is designed to develop your own capabilities to coach, identify areas to focus and develop teams and specifically for:

  1. Business Owners, Managers and Leaders keen to add or develop coaching skills to their capabilities,
  2. HR practitioners,
  3. Internal organisational coaches,
  4. Professionals seeking to build a foundation and skillset in coaching,
  5. Individuals starting out on a professional career in coaching.

This training program is built on:

  1. 20+ years of real-world experience coaching in hundreds of client organisations and with individuals.
  2. The ethics, standards and coaching philosophies of the European Mentoring and Coaching Council (EMCC).

Participants start coaching immediately. You will complete the workshop with both theoretical and practical experience in a proven coaching process. Immediately take your new “toolkit” and process directly into your practice or work environment to begin working with clients or staff.

For full course details see the online brochure Foundations Coach Training and Accreditation Program or register here to Start your journey towards coaching mastery – at a global level of excellence now.

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