Ian Paterson

Leadership Coach | Director - Paterson & Paterson Consulting Pty Ltd
Topic:
"The Leadership Circle as the Universal Model of Leadership A deeper dive into the 2 TLC Operating System - Part 2"
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Personal Information

Ian’s primary focus is in executive leadership and team development with CEO’s, senior public servants and professionals who are under increasing pressure to improve their top line performance and bottom line results.

Ian has had a long relationship with The Leadership Circle, first being certified in late 2012. This culminated with Ian joining the TLC Asia Pacific Certification faculty team as a facilitator of the TLC certification workshop in late 2020. He also works very closely with the global faculty as Asia Pacific’s representative ensuring that we continue to develop this important flagship workshop and that we stay global aligned.

Ian’s executive coaching and leadership consulting work is built on more than 30 years’ organisational experience gained across a range of general management, business development, consulting, and organisational development roles. Clients that he is currently working with include Ernst & Young, Sequiris; and KPMG. His initial career as a classical musician studying and working in both Australia and West Berlin provided an excellent grounding in and personal experience of the power and importance of collective leadership.

Session Highlights

1. Understand the two internal operating systems that the Leadership Circle ProfileTM is revealing – the Reactive Mind and Creative Mind.
2. How to develop yourself as a Leader?
3. How to support and sustain the major changes and challenges that leaders and their organisation are facing today?
4. A reflective process designed for Leaders to observe, reflect on and modify these invisible assumptions.

Session Description

Dive deeper into understanding the two internal operating systems that the Leadership Circle ProfileTM is revealing – the Reactive Mind and Creative Mind. Our own internal operating system is made up of well-patterned beliefs, assumptions and mental models. Some are accurate and serve us well, and some do not. Developing ourselves as leaders requires us to observe, reflect on and modify these invisible assumptions that are embedded into our operating system. This is not easy work because by their very nature they are unseen by us, operating beneath the surface without us even realising it.

These two operating systems will be explained in more detail, how they each work, and how they then result in patterns of behaviour given certain conditions. This is the behaviour that others then experience under our leadership. Leadership Circle research has shown that to make real shifts in performance, a Creative Mind is necessary to support and sustain the major changes and challenges that leaders and their organisation are facing today.

Advice
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Extracting from Shunya. Coming soon.

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