Geoffrey Abbott

Geoffrey Abbott

Director of Executive Coaching at QUT Graduate School of Business. Leadership coaching advocate, educator and practitioner with a commitment to the power of 'serious play' in coaching conversations.

Location Brisbane, Australia

Activity

  • Try another browser Tanja

  • When these kinds of changes happen, the staff member often is a little cautious about believing it is a real change. What have others experienced?

  • It almost seems too good to be true!

  • The questions are just samples Kirsten. Once you get into the model you can reframe them and create your own.

  • It's a tasting measure Julia. We have a year long Executive Graduate Certificate that covers a lot of it.

  • I think you are right Nehal. Even a year!

  • This is a different kind of quiz!

  • Well thought through Bob!

  • Yes Abdul - with adaptation it can be used in multiple contexts

  • I agree with the comment about the quiz results. Like any quiz, it's just a conversation starter.

  • GROW is more simple. eFIRE engages a little more with complexity and also draws in the energy side of things

  • Insightful comments Jane. I'm with you on question 12 - something to stir the pot!

  • The model draws on Appreciative Inquiry, and GROW - and other models too!

  • I wonder what others think about the use of questions

  • Helpful insights Jane. The shift from fear to action is critical.

  • Interesting comment. What bits do you think are obsolete?

  • In designing eFIRE, we drew on GROW and FUEL and also Richard Boyatzis's Intentional Change Theory.

  • Good point about reframing. I recommend a reframing of the questions for context though the general thrust can remain consistent.

  • Skeptical optimism is a nice place to sit!

  • It's a fine line sometimes!

  • Helen's message is a bit mixed - is this something others have seen in the 'real world'? What might be the reason?

  • There seems a gap between intention and how she is coming across! Have people seen this in management?

  • Curiosity is lacking here Sylvia! Insightful comments

  • There is a lot of knowledge coming from neuroscience. I hope it helps TELL!

  • Very wise Andrew!

  • Maybe 'edge of chaos' where the learning opportunity sits?

  • @IreneC Maybe try another browser?

  • It's not an easy quiz because there are no 'right' answers. Thanks for the feedback Kim.

  • You are clearly thinking about this at a deep level Bob. Keep it going!

  • The drawing of pictures is often of high value - have you tried it?

  • Good to see you staying with the course Tanja. How are you going with application?

  • 'love' works in different ways. Sometimes in Australia it only works with AFL teams!

  • Interesting comments Bob. Questions that tease out different perspectives are always helpful in coaching

  • Thanks Kathryn, glad it was of value

  • Meaning and purpose are so important in organisational life - yet often overlooked

  • Me too!

  • It's interesting to see how your view of what Helen is doing differs from some other observations. That's organisational life!

  • Does shifting a culture need top down direction?

  • That's a good point about Helen looking engaged - so important in leadership!

  • Do you think that leaders need to drive coaching in the initial stages - even at the risk of using non-coaching approaches?

  • Perceptive observations. So often we see messaging conflicting with behaviour in leadership

  • When we get wrapped up in our views, we don't hear others. Very common!

  • Have others found that when leaders push too much the result is despondency and push back?

  • The reliance on out of date data is increasingly an issue in organisations in times of rapid change.

  • Good point Sam. It's interesting to contemplate what she thought she was doing as opposed to what was experienced by Jas

  • Good point that neither is working in the interests of the company

  • It does seem to be a long way from functional in TELL!

  • Is this rescuable i wonder?

  • I think Gerick agrees with you Vivien!

  • Solid foundation for moving forward. How will we know that Helen is up for it?

  • Wise Bob. 'It depends' is a great starting point in VUCA

  • What might be the personality factors that make leaders great at change?

  • Due diligence is vastly underrated!

  • Yes, so easy to be so wrapped up in now that we miss what's coming

  • Looking behind the scenes like this is very wise Sam

  • What are the factors that might people blind to obvious change I wonder?

  • Nice proviso Farid

  • Interesting points. It's easy to see with hindsight!

  • Looking forward to engaging with everyone!

  • Thanks for all of your kind comments.

  • We really appreciate your comments Onno. Come and visit us at QUT Graduate School of Business next time you are in Brisbane

  • Yes, rather counter productive!

  • The comment about the system is very insightful.

  • Great observations Myles. I wonder how often this happens in real situations when CEOs stand up and try to sound genuine! On the other hand, it's tough for CEOs who might not be natural in making corporate videos and might come across as wooden when really they are warm and genuine (like our friend Helen)

  • I tend to agree with you on this Elizabeth. The people doing this course mostly are, but those who are not familiar with coaching generally would not be on the same wavelength.

  • These take things forward in a very positive way.

  • Valuable thoughts and suggestions Vinod

  • Kerry and Perry - very insightful comments. Thanks!

  • Dive back into the pond Katharine and see what comes up :)

  • Great comments Monika. interesting to see the range of scores and replies.

  • Thanks Nicola!

  • @KatharineMorrison That is very kind to share your comment Katharine and well done Nicola

  • This is a small tasting measure of our larger Exec Graduate Certificate at QUT.

  • @PerrySimpson Perry this is very thoughtful feedback. Context is king in coaching!

  • There are some interesting conversations in the media about this issue. What do others think?

  • Fair enough Perry. There are some other models with a more straightforward approach such as Cultural Dexterity. What do others think?

  • I use the site often and so far so good

  • Interesting question. How eFIRE is used determines its cultural fit.

  • Good points Perry and Mariuca. Calibrating language to culture is important

  • Thanks for the reference Myles.

  • It is contextual as how these correlate. Maybe use the dimensions as a frame for observation. Each organisation is different. Google 'Hofstede dimensions' for more detail

  • Quite a common trend I think Lyndsay

  • Coaching makes for good business results too.

  • Excellent point Kerry. Values are critical - not just written down but also acted on.

  • A very sensible approach.

  • Thanks for the comments Amy.

  • Good questions Karyn. I think there is a mix of people and cultures, but not many cultures have moved far up the dial.

  • Very grounding comment Helen

  • I hope you have other options to consider ahead Travor. Sometimes it's healthy to move on.

  • Sounds like a great place to work.

  • Coaching by numbers can be really counterproductive. Thanks Rhonda for the comment.

  • This why the mindset is arguably more important than the model - hard hard to 'train'

  • Good point about new hires - induction is critical.

  • Good point Mariuca. Coaching is a tag that collects good practice in leadership that goes way back!

  • The artificiality is there - and maybe it is real as leaders try to use coaching approaches when moving from other modes like command and control?

  • Again, very interesting observations. The 'parent' mode in leadership is very common and hard to shake if ingrained over many years. That triggers transference and countertransference!

  • @PerrySimpson A very in depth take on the conversation. Thanks!

  • interesting comment how the context might impact the actors

  • Good point Peter. This is a constant tension in the leadership coaching space

  • I appreciate the feedback -as well as the feedback that was not so positive about the exercise.