Anchored in values
Values-based leadership, coaching and leader wellbeing.
A half day on staying anchored in values: leading self through values and ethics, coaching and the coaching relationship, and looking after your team and yourself under sustained strain.
- Level
- Explore
- Learning time
- 4 hours 30 minutes
- Where
- Leading yourself
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Content Note.
This topic is about mental health at work. Part 3, Safe to Speak, Safe to Seek Help, talks about suicide and how to respond when someone is in crisis. It follows the Samaritans' guidance on talking about suicide safely and gives no detail of methods. Take it at your own pace, pause whenever you need to, and come back to it later if that helps.
If you need to talk to someone now, call Samaritans free on 116 123, any time, day or night. For urgent mental health help, call NHS 111 (in Wales press 2, in England choose option 2; in Scotland NHS 24 is also on 111). In Northern Ireland, call Lifeline on 0808 808 8000. If a life is at risk, call 999.
Overview and Outcomes.
Who It's For
Leaders and managers in councils, housing, health and the voluntary sector working under sustained pressure
Overview
Under sustained strain, values keep judgement sound. The second half of the Immerse Steady under pressure begins with leading self through Schwartz's values theory, character strengths, moral courage, Neff's self-compassion and Clance and Imes on the imposter phenomenon. It turns to coaching, with Passmore and Clutterbuck on what coaching and mentoring are, Bordin's working alliance, Erik de Haan's research on the coaching relationship, and models from Gallwey's Inner Game to Whitmore's GROW. It finishes on looking after your team and yourself, using Maslach and Leiter on burnout, and a capstone on Barber versus Somerset County Council, moral injury in the Covid pandemic, and Dafydd, an illustrative officer returning from absence.
Aims
Everything here is designed to help leaders hold sound judgement under pressure by leading from values they genuinely hold, to use coaching conversations to support others, and to recognise early signs of strain in their team and in themselves before it becomes harm.
In summary, you will be able to:
- Identify the values and character strengths that anchor your judgement, and use self-compassion to respond to imposter feelings and moral pressure.
- Use the working alliance and coaching models such as GROW to hold supportive conversations that help colleagues find their own way forward.
- Assess early signs of burnout and moral injury in your team and yourself, applying lessons from Barber versus Somerset County Council.
What you'll develop
Across this Explore, you will develop the ability to:
- Distinguish stated from revealed values and use Goleman's five components of emotional intelligence to assess how you show up under pressure.
- Distinguish training, coaching, mentoring and counselling, and identify which conversation you are in.
- Explain the three elements of the working alliance and what the research says about its link to coaching outcomes.
- Explain Gallwey's formula of performance as potential minus interference, and his Self 1 and Self 2.
- Describe the pathway from pressure to strain to burnout and identify Maslach and Leiter's three dimensions of burnout.
- Explain why, following Barber v Somerset County Council, knowing that someone is struggling creates a duty to take the initiative.
- Apply the consequences, duty and character lenses to an ethical dilemma and plan the words you would use to act with moral courage.
- Explain Passmore's definition of coaching and use his continuum of helping to recognise when a conversation needs other support.
Built from 6 modules.
4 hours 30 minutes of learning.
- 01Leading Self: Values, Ethics and IdentityLeadership1h 19m
- 02Foundations: What Coaching and Mentoring AreCoaching and Mentoring36 min
- 03The Coaching Relationship: Contracting, Presence and TrustCoaching and Mentoring37 min
- 04Coaching Models: GROW and Its SuccessorsCoaching and Mentoring38 min
- 05Looking After Your Team, and YourselfMental Health at Work for Managers36 min
- 06Applied Case Studies: CapstoneMental Health at Work for Managers40 min