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Leadership Greatness begins with Leadership Coaching by Goodnews Cadogan

Pan African Coaching symposium : CAD05100

The time has come for African leaders and coaches to come together and accept that coaching belongs in the continent as one of the levers that can enhance leadership capability in all forms of organization existence. For our continent to prosper, it should have prosperous regions. For the African regions to prosper, they have to have successful member countries, and these countries should not only have great leaders, they should have great coaches.

Leadership greatness begins with leadership coaching, in one form or another. In the African tradition, the healing profession and traditional authority are one such good examples of how coaching has made it possible to pass on, from one generation to another, the art and practice of same. Coaching is one of the cornerstones of indigenous knowledge systems. Modern schools of thought on coaching, borrow a lot from how our ancestors have always passed on practice of any of their crafts through coaching and mentoring.
I invite you, together with my partners, to share, craft and envision the role of coaching in the socio-economic development of the African continent.
If you are a coaching executive in a corporation, public or private, or in government and even in the non-governmental sector, you ought to be here. If you are a highly respected professional in any discipline, or just a C-Suite or other executive, you may want to join us, and you will come out richer as we shape the malleable role of coaching in leadership development for Africa’s growth.

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Leaders are going back to humanity and humanness – Valuing Ubuntu

Article Author: Frank Waltmann

Focus On Africa – Article placed in Training – The source for Professional Development
Goodnews Cadogan, founder of the Centre for Courageous Authenticity in Leadership in South Africa, says leaders are going back to humanity and humanness, valuing what “we call in Africa Ubuntu, ‘I am because you are.’”

Goodnews Cadogan is an executive leadership and professional-life coach who focuses on individual, team, and organization development. As founder of the nonprofit Centre for Courageous Authenticity in Leadership in South Africa, he stresses advocacy, research, displays of courage and authenticity, and professionalism as a means of effecting lasting change or transformation. “My observation over the last 20 to 30 years is that leaders are struggling to exercise courage and authenticity,” Cadogan explains. “They capitulate in the face of threat, they lie to blend into the environments in which they operate, and they don’t appear as who they are. They appear as who they want to be, to fit the description of those who can dispense patronage to them. This (patronage) could be either monetary or non-monetary rewards from those who have the power to dispense them.”

Cadogan says that in South Africa, his experience is this is much more prominent in what he refers to as the “out-group” people. “In every situation, there is an ‘in-group’ and an ‘out-group,’ and in South Africa, the out-group people are, in most instances, women and black people,” he notes. “They are not able to be who they are. So, at the Centre for Courageous Authenticity in Leadership, we assist leaders to be more of who they are and help them develop courage and authenticity. It all can be linked to who they want to be and what impact they want to have. This can be impact on their family, impact on their team as an executive leader, impact on the business unit, impact on the enterprise, impact on society—it could be a country, a village, a region, a number of countries. It could even be impact across Africa.”

Cadogan recently presented at Novartis’ Africa University. Afterward, I sat down with him to discuss leadership skills and obtain specific insights on leading in Africa. read more

Goodnews Cadogan – 7 Reasons for Leadership Success on the Back of Courageous Authenticity

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Reasons for Leadership Success on the Back of Courageous Authenticity
By Goodnews Cadogan, C-Level Executive Coach and Advisor to Executive Teams and Boards, 2014-05-14

As part of the coaching service we provide to both individuals and teams at the top of organisations, we assess them before and after the coaching relationship that usually lasts for about two years at the most. The 360 degree assessment we use was developed by Bob Anderson, and can be accessed at and it can be used for all leadership levels, with the Manager Edition for functional managers. As the reference suggests (360), it is a measure of both self and others’ assessment of the leader. Amongst the competencies that we measure, Courageous Authenticity is one of the most revered by peers and followers alike. It is paired with Integrity to contribute to the composite element: Authenticity.
I have observed and listened to leaders, followers and peers alike, lamenting poor display of courageous authenticity by a leader who is a subject of evaluation. There are a number of ways in which a lack of courageous authenticity manifests itself in the leader, both within and externally. Most observers of these leaders highlight the following, as what they are looking for in the ideal leader: read more

Better Leadership Through Anxiety Management By Paul de Beer

A key factor in the success of modern leadership is learning to hold back personal assumptions and listening to the views of those that are able to deliver valuable input on a particular subject.  This is a very difficult skill to master, as it necessitates that such leaders are able to trust first, believe in the potential of others and embrace the fact that their own personal view of the world may be skewed with their own subjectivity.

More traditional or directive leaders often feel that their style is participatory, but are sometimes shocked to hear that this is not what their subordinates think.  Leadership rank tends to have a magnifying effect on their actions, and often limits the feedback given to them by others.  Modern leaders need to learn skills such as coaching and facilitating in order to help enable their teams.  Good coaching and facilitating requires the suspension of personal judgments while guiding others towards the best solution.

So why do we as people feel such anxiety when hearing views that contradict our own, particularly in the workplace? Can we learn to embrace differing views without anxiety?  The normal human response is to avoid anxiety by taking input, but discarding many of the ideas proposed to us.  Leadership behaviour such as this, in a team setting, could be described as energy-draining behaviour, and will result in decreased creativity and minimised team performance.


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Calling Circles: A business practice for conversations that matter by Kerry Sandison

Symptoms of conversations that don’t matter

Many managers complain about the number of meetings that they attend daily. People often feel that many meetings are not really productive, take longer than they need to, waste time and are vehicles for a few people to air or enforce their views. Many are de- energising rather than energizing, boring rather than enlivening.

In our experience most culture and climate surveys the quality of communication is one of the lowest ranked items. People express frustration at being kept in the dark, not being consulted about things that affect them, of their ideas not being explored or their frustrations and feedback being ignored.

Many groups in organisations feel marginalized. Some typically marginalised groups are women, junior staff, Blacks, back office support staff. They know they have a lot to offer and yet their perspectives and uniqueness are seldom valued or tapped into. Their experience is that their voice is silenced or minimized in a myriad intentional and unintentional ways.

Why conversations matter

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