Oct. 29, 2024

Why Coaching for Performance Matters in Today's Workplace

Show Notes
Transcript

Curious about unlocking peak performance? In this episode of "Beyond Confidence," Divya Parekh dives deep with Tiffany, a leader in investment banking, on breaking limits and transforming team culture. Tiffany shares how the "performance curve" model and GROW method drive resilience and results. Packed with actionable advice and inspiring stories, this episode is a must for leaders. Tune in live and subscribe for more insights on leading with purpose!

Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).

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This is Beyond Confidence with your host w park. Do

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you want to live a more fulfilling life? Do you

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want to live your legacy and achieve your personal, professional,

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and financial goals? Well? Coming up on dvparks Beyond Confidence,

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you will hear real stories of leaders, entrepreneurs, and achievers

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who have stepped into discomfort, shattered their status quo, and

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are living the life they want. You will learn how

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relationships are the key to achieving your aspirations and financial goals.

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Moving your career business forward does not have to happen

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at the expense of your personal or family life or

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vice versa. Learn more at wwdas you done divpork dot

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com and you can connect with div ants contact Dants

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divpark dot com. This is beyond confidence and now here's

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your host div Park.

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Good morning listeners, It's Tuesday, and I'm here with you,

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excited to be here with you, and I want to

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share a beautiful story with you'all. One of our audience Francesca,

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and it's a beautiful kindness story. So Francesca shared that

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her neighbors just had a young baby and not knowing them,

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she wasn't sure because in the good old days, like

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I know, I don't know about y'all, but like our neighbors,

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you know, we would take food if somebody had had

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a baby. So what she did was she created a

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beautiful card with stickers on it, so like for example,

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like you know, I'll do the grocery for you, I

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can make you a lunch or something. So she had

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put in like four or five stickers and put in

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like you know, welcome baby, congratulations, and placed it on

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her neighbor's doorstep, and they were so thrilled they reached

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out to her and took her up for a meal

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and a grocery. So think about it. Sometimes you may

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not see it but you can be innovative and be

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supportive and have that kindness. So thank you to each

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and every one of you who have got a books

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and I'm excited to share. I am planning to write

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a new book. It's in works, it's going to take

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some time, but excited to share about that. And I

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would highly recommend and encourage you to get our Entrepreneur's

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Garden and expert to influencer. They will impacked your life

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because they've written and from soul and heart and intended

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to make a difference in your life. And they will

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also make a difference in other people's lives because we

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take the profits and partially share with keyboard dot org.

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So thank you, thank you, thank you listeners for everything.

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And let's bring in our guest. Welcome Tiffany.

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Thank you so much, thank you to be thank you

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for having me.

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Oh, it's so pleasure to have you. So Tiffany share

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with us. Do you recall a moment from your youth

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or childhood where there was an event or a person

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who left a positive mark on you.

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Yes, absolutely, So I've obviously been thinking about this because

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I've been listening to your shoes and.

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The person for me has to be my grandmother.

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I didn't know my paternal grandmother, but this is my

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maternal grandmother.

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And she always had a glean in her eye. She

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was very sure. So she was practically my size. She

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obviously wasn't my size, but you know what I mean.

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And so she was almost like a.

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Child herself, like childlike energy, and she was always so fun.

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She was always up to mischief, and she was a

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great friend and allied to me when I was younger,

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and I felt like she believed I could do anything.

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Oh, that is such a powerful story. And I love

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that you're saying that she was fun because it has

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got nothing to do with fun. It's how you live

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your life. And when you bring that joy, and when

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you bring that fun in your performance or in your

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day to day life, it makes for avality. So tell

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us as you grew up and did you have any

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particular interest or anything specific like usually most kids do.

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Yeah, my thing was horsewriting. I loved I loved horsewriding, and.

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I loved animals generally. I was just completely mad about animals.

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I grew up on farm and surrounded by you know,

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dogs and guinea pigs and cows, and I had a pony,

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which I actually want. I used to I used to

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brush that pony so much that it's its coat was gleaming.

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And then yeah, and so yeah, I was very proud.

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Oh that's perfect because you know, think about it, so

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many kids one body, all right, and to grow up

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with animals, it grounds you in nature like nothing else will.

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So you mentioned that you're like ghostwriting. And as you

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grow up, did you continue your journey in riding?

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Yes, so I kind of did, and I kind of didn't.

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So I still love to see horses and you know,

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to kind of like go up and talk to them,

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Like if I see a police horse going along, I'll

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want to go and say hello. But really, like when

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I moved to town, you know, away from the farm,

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which was really sad, it was just no possibility.

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So you know, there's still very much in my heart,

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but it's something that I need to believe in my childhood.

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Right, And where did your career take you?

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So I was you know, ever since I was little,

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I had this belief that anything is possible.

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When I was at school, I was really naughty. I

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was I was always like rebelling.

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I couldn't really understand what the point of school was like,

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it's like, why am I learning about this?

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How does it make any difference to me in my life?

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And I couldn't. That line wasn't there for me, that connection.

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So I often got called.

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Into the headmistress's office and.

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So that was going on.

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Now. When I left school, I suddenly realized that I

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had really limited my opportunities and that was a real

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wake up call for me. I remember the moment I

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got my results and I was like, yeah, you know,

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I was on strike. I was on strike during my exams.

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That's why my results were so bad. But everyone just

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saw the bad results. So I suddenly realized that, oh

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my goodness, I have changed my life trajectory and.

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As a result, I couldn't get the job that I

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wanted to get.

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I was, you know, there was very much a ceiling

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above me, and it wasn't even glass.

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I didn't think.

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I kind of created it myself. So yeah, I've always

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believed that anything is possible. So I took ownership of

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what I created in my life and decided that I

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had to.

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Go back to school.

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And I put myself through school as a mature student

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and did all my exams again. This time, I really

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paid attention. And then I went to university as a

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mature student, and yeah, that was me the first time

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I turned my life around.

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Well, that is very powerful, and I sincerely believe that

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life begins when you are committed to it. And it

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sounds like you were committed to it. And sometimes some

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are just laid bloomers. And it's okay because what I

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found is that when you live your life to the fullest,

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that's what counts. And I'm sure that you know when

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you were going through the college as an adult loner,

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did you feel any different than what would you have

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felt if you had gone a bit earlier.

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Oh yeah, I mean I was.

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I was the first person in every lecture I was

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in the library from nintil, you know, as long as

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it was open. I mean, I really applied myself and

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and that paid off because I came out and I

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got a what's it called in the back office of

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a bank. It's called the management training scheme. I got

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that in an investment bank. And so that was great

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because what I had decided, you know, with this mindset

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of anything as possible, I had decided that I was

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going to get a job in the most difficult place

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that I could think of, and that was the drivetips

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trading floor of a bank. So that was my first

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step when I got into that back office and I

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got that management training scheme.

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And so I worked really hard.

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After a couple of years, I earned my spot on

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the trading floor. So I became one of five women

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on a trading floor of.

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Two hundred men.

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So I had literally completely turned around my you know,

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trajectory that you know, I realized was getting so badly

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wrong when I was younger.

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Absolutely, and that is fascinating how you turned it round

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and you knew you were committed to it. So you

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talk about performance, tell us like, you know, what are

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the four stages of that cultural mindset? Because you've talked

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about your individual performance, but now you are one woman

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in two hundred men, one of the five women, as

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you mentioned, So what would be those four stages and

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how does that performance scurve look like?

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Yeah?

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So the performance curve, which is a model that I

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my team created recently, I mean like in the last

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ten years to help organizations think about the culture they create,

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because too often cultures are just created unconsciously, but we

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can actually create them consciously. And that is going to

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make a complete difference first of all to the people

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working in the organization, but also on performance for the

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organization itself.

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So it's a win win.

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So when I was actually on the trading floor, I

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was in one of these four cultures, and I'll just

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take you through them. So, first of all, the first culture,

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which is the lowest performing culture, that's an impulsive culture.

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So in this culture, you never know what's going to happen. Next,

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it's firefighting.

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And as I'm talking these through, you know, you can

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think of places where you've worked before where you know

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this has gone on. The one after that is independent,

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I'm sorry called it dependent, and in this one it's

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about hierarchy. And so what happens here is that leaders

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are the ones making the disc decisions, and the people

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who are working in that environment, they are thinking, there's

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no point me showing up with anything other than, you know,

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just to do my nine to five job, because I

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can't bring anything to this because everyone else has made

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the decisions for me, So it's very command and control.

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Now the third one, it's me and the bank, and

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that's independent, and that is I'm a staff performer and

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so I thought I was brilliant, right, I was like

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my targets and I was going for my you know,

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multimillion pound turnover and all this kind of stuff.

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And the problem in that environment.

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So the leaders have given targets and we're clear about

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what those targets are and we're going for it. The

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problem is that internal competition. So that's what happens there

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silos as well. And then the lasser it's not the

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highest performing environment, you know, whereas banks might think they've

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got the highest performing environment, but they don't. This one

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is interdependent and this one here is the highest performing

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and it's where collaboration comes in. So people are working

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towards the values and medium purpose of the organization. So

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it's not rules based, it's values based, and that's an

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interdependent culture. So really, yeah, I was in it was

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in that third one when I was on the trading

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floor of the bank.

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Yeah, no, definitely get that because when you're collaborating, you're

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not only feeding off each other. And I've always found

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that especially and just I've been running a leadership cohort

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for a couple of years. And then we break them

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up into different groups and then they come back and

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then they're sharing and it's the same exercise and it's

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so much fun when they look at each other and

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that different perspectives are coming through. Oh, we didn't think

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about it like that. There is in collaboration and in groupthing,

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there's so much power. So now for organizations, how can

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they encourage their culture to be in the fourth place?

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Yes, exactly.

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Well, in the book that was released literally last month,

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so Coaching Performance, we have put it is like a how.

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To how to do this because what we want to do.

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Is get the knowledge out into coaches and also into

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the hands of leaders. So in terms of so the

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first thing, so if we use the Grow model for this,

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because it was created by si John Whitmore who passed

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away in twenty seventeen, and he is a person that

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I and David Brand founded, co founded Performance Consultants with

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So sorry for your last Yes, well, he was an

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amazing man and he lived an incredible I mean that

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was not a corner of life that.

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John left unturned.

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So he created the Grown model, which is the most

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used coaching model in the world. And he was actually also,

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whilst we're here, the first person to call coaching coaching.

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So he is the original pioneer of this industry, and

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he created the grown model because he wanted a simple

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structure for leaders and coaches to be able to use

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when they're thinking about how to tackle something, and so

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organizations can.

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Use it as well.

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So the first part of it is g So that's

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for goal and that is so the question is there

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that goes with this one is if you had a

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magic wand how would you love it to be? So

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it's getting completely out of the weeds. It's getting completely

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out of reality and going to the what's possible place,

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and that's where we need to create from as human

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beings and as organizations, and we need to think about

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how we'd love it to be unconfined by limiting beliefs

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and you know all the noise that we have going

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on around us. The next one is reality, So.

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Where are we now?

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And this one here is where between the goal and

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reality we get the gap analysis. So you know, from

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a consulting point of view, one always thinks about the case.

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We need to understand where we.

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Want to go and where we are now.

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To be able to get there. Right then it's options.

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So this is the blue sky thinking all options you

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know coming up with any options, no matter how crazy

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they sound. And when you've got to the end of

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those options, it's saying, okay, so what would my grandmother say,

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for example, you know, just to make sure that we

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do not think in our old mindset, because our old

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mindset just limits us.

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And then it's will what will we do?

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And really that right there a route map can be

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built for organizations to move from where they are to

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where they want to go.

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The grow feedback model is so powerful, and sir John

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Witmore coined it.

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Yes, so the grow feedback model is something that we

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So the thing is, so John has this extraordinary legacy,

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and what we're doing is we're building on his work.

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And so in the book, what we're doing is we're

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sharing how we're extending and we're building on. And the

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important thing about the grow feedback model, which we've created

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more recently, is that this is the thing that transforms

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an organization from any of those first three stages that

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we talked about to the fourth stage.

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So any of those first three.

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Stages, feedback will look like something like Divia, I've got

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some feedback for you, and then your heart sinks rightly,

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It's like, oh my goodness, I am going to be told,

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you know something, this person's got something, that's some judgment

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they've made. So that is the old style. What leaders

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need to.

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Move to now is divia. I'd love to explore how

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you know, we're both experiencing this, for example, and so then.

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What we can do is we can literally just share

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our perspectives. And sharing our perspectives means that I'm learning

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from what you're saying as well as you're learning from

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what I'm saying, and we're aligning at the same time.

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So there's a complete win coming out of feedback as

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opposed to in the old model. You know, someone's disempowered,

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someone's being told and there's no learning going on all limited.

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Yeah, definitely, and you're absolutely right. It's such a powerful

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feedback model because you're talking about, like, you know, let

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us explore what could be our goal, and then you're

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diving into that, here's the situation and now to reach

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this level, what options could we use? And out of

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these options, which one works for both of us, you know,

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find that compromise and what will we do or will

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we create an action plan? So definitely that goes through that.

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So tell us your experience with I know that you

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mentioned that you have been a instigator of like, you know,

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taking so John's work and like moving through the book.

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Tell us your experience with that, and what would you

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say is what portion of the book resonates the most

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with you.

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So my experience of working on the book is that

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it feels like I'm still working with John very much.

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You know, I worked with him until his death from

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two I knew him from two thousand and four, so

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it's over fifteen years.

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And really.

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He wrote in such a fantastic way.

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So when I'm working on the book, I'm looking at

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what he's written and I'm just looking to see that

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it resonates with now, because what we need to do

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is we need to really reflect the huge shifts that

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have gone on even since the last edition, which is

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twenty seventeen pre pandemic. I mean, who could imagine that

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that was going to happen.

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And so it really feels like we're at a point

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in history where.

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Humanity needs to come together collectively to rise to the

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challenge challenges.

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That we're seeing in the world today. And this is

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what we really wanted to come through the book.

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And you know, talking about things like Abraham Manslow, so

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his hierarchy of human needs that's featured in the book

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for years. But what we've done is through research, we've

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identified secondary needs that the global workforce now wants.

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So instead of having a job and.

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Getting esteem from you know, the fact that I've got

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a job and you know, I'm doing it well, now

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it's about having that job, doing it well and it

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contributing positively to society or you know, business or whatever

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it is.

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So it's medium purpose, you know, being interwoven.

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And that becoming increasingly important, especially as we look at

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the intergenerations that are coming through the workplace right now.

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You know, they the new generations coming through.

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They will not put up with the cultures that we've had,

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the old cultures that we've had before. You know, they

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are looking for a place where they can thrive, where

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they can self actualize. And I think that's really exciting

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call to action for the organizations of today because if

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they don't actually do that, then they're going to lose

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out in so many ways.

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Absolutely, you're right, And a lot of people will talk

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about millennials and gen z as if. I think so

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every generation does that that they know less than what

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we do, and yet the humanity continues. So you mentioned

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that specifically gen Z are looking to thriving in the

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organizational cultures. So what could organizations do two things too, like,

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you know, understanding the needs of post great resignation world

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and then building their trust with gen Z.

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Yes, those are the two things they need to do. Absolutely,

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so you've answered the question. I mean, I would challenge,

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or rather call to action, every organization to think about

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the culture, take a proactive approach to culture. What sort

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of culture are they creating. I was talking to someone

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who worked in a bank and they were on the

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board of a bank, and this person was saying, listen,

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we need to measure our culture.

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And everyone else on the board was saying, no, no,

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we don't want to do that. And this guy said, listen,

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it's going to be horrible, first.

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Of all, but we've got to find out because then

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we can get from where we are to where we

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want to go to.

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And I thought, isn't that just so interesting because it.

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Is always a bit of an eye opener looking at

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culture and looking at you know, who we are, and

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it's like doing a leadership three sixty. You know, the

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first time you get to leadership three six You like,

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Why Coaching for Performance Matters in Today's Workplace

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