Keynotes

 


Prof David Lane

Masters and Doctorate programme, Professional Development Foundation and Middlesex University.

Understanding client needs in a world of uncertainty.

In recent decades professions have increasing looked to competencies as a way to define and develop standards for practice. Critics of this approach argue that this undermines practitioners’ ability to develop a meaningful knowledge base for practice. How can we build from competencies as a foundational basis for our work when dealing with a world of uncertainty?

This paper will use defining client needs as an example of how to address issues of competence and performance in complex situations. 

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Prof Sharon Parker

Winthrop Professor, Business School, University of Western Australia;
Honorary Professor, University of Sheffield.

Helping people to 'make things happen': A framework for proactivity at work.

Why is it that some people do not 'step up' and make things happen, either in their careers or in their jobs? Why is it that some people are proactive outside of work but not in work? This presentation will outline an evidence-based model of proactivity in the work place including identifying three broad types of proactivity (proactive work behavior, proactive strategic behavior, and proactive person-environment fit behavior). A 'can do', 'reason to', 'energised to' model of proactive motivation will be explored to identify the most important personality and contextual determinants of proactivity. Some suggestions of ways these models might be used in a coaching relationship will be discussed.

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Prof Michael Platow

Professor of Psychology, the Australian National University.

There is no leadership if no one follows:  Why leadership is necessarily a group process.

This presentation will review a tradition of research in social psychology which the self-concept is understood to be inherently social.  In this tradition, the personal self has no special status in defining who we are above and beyond the social self.  This simple, but fundamental, assumption about the self allows researchers and practitioners to re-evaluate how they approach analyses of group membership, trust, influence, and leadership.  The implications for practitioners of going beyond personal identity and individual differences will be explored. 

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Dr Sven Hansen

Founder, the Resilience Institute.

7 Keys to Professional Resilience.

Resilience, defined as bounce, courage, creativity and connection, is a foundation for human productivity, leadership and organizational success.  Building on the increasing evidence for the ROI of investing in wellbeing, stress mastery and emotional intelligence leads to the next step, how can we train the brain to be more effective in a modern workplace?  With resilience featuring in leading business literature, organisations are challenged to develop evidence-based, practical skills to integrate biology into work and leadership. 

Sport and combat excellence have institutionalised resilience into recruitment, training and leadership. Organisations such as Google and Rolls Royce are applying resilience into business and leadership.

Current thought leadership and practice on how to embed resilience into professional practice as coach or human capital specialist will be discussed. 

Topics covered include:

  1. Understand resilience: bounce, courage, creativity and connection.
  2. Get brilliant at bounce back – post traumatic growth.
  3. Master rejuvenation – the vagal break and calm performance.
  4. Sleep very well – mastering a good night’s sleep and beating fatigue.
  5. Nail down your non-negotiables – how rituals cultivate success.
  6. Master emotion – how EQ transforms performance.
  7. Train your mind – build focused attention.

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Dr Michael Cavanagh

Deputy Director, Coaching Psychology Unit, School of Psychology, University of Sydney.

Coaching the future and the future of coaching: Courage to go where angels fear to tread (and growing the wings we need to get there).

The world of business is changing and so the world of coaching is changing. This keynote explores the current trends in coaching in Australia and internationally, and the implications these have for coaching practice, training and development, and for coaching research. How do we lead the field in times that are both uncertain and high stakes? 

This keynote will help purchasers of coaching think about how to match coaching offerings to organisational needs, and understand the benefits organisations can (and cannot) expect from different types of coaching offerings.
The keynote hopes to stimulate coaches’ thinking as they assess the trajectory of their practice in the market and identify their developmental agenda.

Finally, the keynote hopes to provoke some different thinking in those involved in coach training, development and research.

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