EXECUTIVE COACHING www.ceotodaymagazine.com 54 working with Japanese executives to help them understand and work effectively with Western foreigners. I enjoyed the one-to-one coaching experience, and this prompted me to return to Australia and enrol in a PhD in Coaching Psychology at the University of Sydney. As part of my research, I developed and validated a theoretically grounded measure of self-awareness. I feel the combination of being both a psychologist and a coach provides me with great insight into the workings of human behaviour and enables me to adapt to the unique needs of each client. I also understand mental health, which is paramount for each and every one of us. The need and value in delving in deep, learning more about oneself, being able to be vulnerable in a safe setting, and to be open to doing the “inner work” tends to be an extremely rewarding process for the client (and myself). Tell us more about this connection between leadership and psychological well-being. I am a firm believer that leadership development also entails personal development, and the leadership literature increasingly supports this. A favourite quote of mine is “to transform our organisations, our communities, or our lives, we must first transform ourselves. Leadership development, then, becomes a process of self-reflection aimed at personal growth: a journey inward.” (Ambrose, 1995). The distinction between the professional and the personal is much more blurred than people often make it out to be. Leaders bring their whole selves to work, not just a part of themselves. Hence, the well-being of the whole person is essential in Tell us about MAD Psychology. In 2011, I combined forces with fellow Psychologist Dr Michelle Roesler, and we formed MAD Psychology. Together we have a wealth of experience in the field. We’re quirky, always up for a challenge, and most importantly we take great pride in what we do. MAD Psychology offers a broad suite of psychologically-based services including leadership coaching, psychological and personality assessments, and resilience and mental health development. Importantly, we always use an evidence-based approach and provide a relevant, personalised “hands-on’’ service. Over the years, we have worked with a diverse range of individuals and organisations. Can you please tell us a little bit about your journey into the field of psychology and coaching? I have always been fascinated by humans and what makes people “tick”. Even as a child I would wonder why people were behaving in the ways that they did. After completing high school, I trained to become a graphic designer and started working as a designer within a large multinational organisation in Adelaide. Whilst I enjoyed the creative component of the role, I was intrigued (and perturbed) by some of the behaviours I witnessed and felt disenchanted about a number of work-related factors. I made the decision to return to University and study Psychology. I felt this would meet my innate drive to understand others. After completing my Honours Degree, I took a “one year break” and went to Japan to teach English. This actually became a six-year hiatus, in which I coached in a variety of settings, including order to perform effectively at work. Maintaining well-being requires focussing on all parts of life. Leaders who define themselves in terms of five arenas (family, work, community, personal and spiritual) have greater self-awareness. In addition, because their self-worth is based on their total self-concept they are better able to cope when they have difficulties in any arena of their life. Conversely, when an individual’s self-concept is dominated by one arena, they will experience higher levels of distress when difficulties occur in that or any other arena. Of the five arenas, research has found that developing the personal arena has resulted in leaders being more engaged in their work, exhibiting a greater commitment to helping others and being better able to contribute to achieving the overall goals of the organisation. Further, leaders that are better able to engage in their work are better equipped to deal with work stress, and this further contributes to their overall wellbeing. We are seeing a greater recognition by leaders that they need to have the capacity for authentic engagement with themselves and with others, in order to effectively navigate the ever-expanding complexity of the world. This capacity requires an ongoing process of self-development - better understanding of themselves and taking care of themselves. Leaders engaging in ongoing selfdevelopment also have the benefit of creating an environment in which ongoing learning and development is valued and encouraged throughout the organisation at all levels.
RkJQdWJsaXNoZXIy Mjk3Mzkz