<?xml version="1.0" encoding="UTF-8"?><rss xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:atom="http://www.w3.org/2005/Atom" version="2.0"><channel><title><![CDATA[Gram Consulting Group]]></title><description><![CDATA[We work with both individuals and teams to help you become more highly effective. We do this via team days, executive coaching & leadership programs.]]></description><link>https://www.gramconsulting.com.au/insights</link><generator>RSS for Node</generator><lastBuildDate>Thu, 11 Jun 2026 04:23:33 GMT</lastBuildDate><atom:link href="https://www.gramconsulting.com.au/blog-feed.xml" rel="self" type="application/rss+xml"/><item><title><![CDATA[Why Leaders Avoid Difficult Conversations]]></title><description><![CDATA[The hardest leadership discomfort isn't tasks or decisions — it's people. Why leaders delay difficult conversations, and a simple practice to have them well.]]></description><link>https://www.gramconsulting.com.au/post/difficult-conversations-leaders-avoid</link><guid isPermaLink="false">6a28f203750b8b39abc252a0</guid><category><![CDATA[Leadership Development]]></category><pubDate>Wed, 10 Jun 2026 05:13:53 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[Comfortable in the Uncomfortable: Future-Focused Leadership]]></title><description><![CDATA[Future-focused leadership means getting comfortable with the uncomfortable: deciding on imperfect data and moving before you feel ready. A simple practice to do it.]]></description><link>https://www.gramconsulting.com.au/post/future-focused-leadership-discomfort</link><guid isPermaLink="false">6a28f002bcf454bfefdfd2dc</guid><category><![CDATA[Leadership Development]]></category><pubDate>Wed, 03 Jun 2026 14:00:00 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[Why Delegation Feels Uncomfortable (and How to Stay With It)]]></title><description><![CDATA[Delegation feels uncomfortable because of the gap between handing over and seeing how it lands. Why that discomfort is the point — and how to stay in it.]]></description><link>https://www.gramconsulting.com.au/post/why-delegation-feels-uncomfortable</link><guid isPermaLink="false">6a28e677579005354aa0510d</guid><category><![CDATA[Leadership Development]]></category><pubDate>Thu, 28 May 2026 04:32:52 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[Are You a Team or a Crew?]]></title><description><![CDATA[What do you actually mean when you say “team”? NASA astronaut Christina Koch drew a sharp line after the Artemis II mission: a team works together; a crew relies on each other. The distinction matters — especially when pressure rises, priorities compete, and no one has the full picture. The question of whether you are a team or a crew shapes how you perform when it's hard. Same word, different assumptions For some, “team” means clear roles and individual accountability. For others,...]]></description><link>https://www.gramconsulting.com.au/post/team-or-crew</link><guid isPermaLink="false">6a2a33b18ae4d2c74dd18be8</guid><category><![CDATA[Team Coaching]]></category><pubDate>Thu, 30 Apr 2026 00:00:00 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[Team Coaching: Why Coaching the Leader Isn't Enough]]></title><description><![CDATA[Coaching the leader won't fix the team. Many organisations invest in coaching their leader — and it works: the leader grows more self-aware, more deliberate, better under pressure. But the team around them often operates exactly as before. This is why team coaching matters: it develops the system, not just the individual. Why developing one leader isn't enough When only the leader changes, the team's patterns stay put. Decisions still take time. The same tensions sit beneath the surface....]]></description><link>https://www.gramconsulting.com.au/post/team-coaching-not-just-the-leader</link><guid isPermaLink="false">6a2a3399f8e7e84c72c154aa</guid><category><![CDATA[Team Coaching]]></category><pubDate>Thu, 19 Mar 2026 00:00:00 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[Coaching as a Leadership Capability, Not a Role]]></title><description><![CDATA[Coaching as a leadership capability means leading in a way that builds other people's thinking, judgement and confidence — rather than stepping in to solve for them. It isn't a separate role, a job title, or a one-off program. It's how the most effective leaders operate every day. Why capable leaders slip back into "solving mode" Effective leaders are excellent problem-solvers. They think quickly, diagnose accurately, and move things forward. So even leaders who genuinely believe in coaching...]]></description><link>https://www.gramconsulting.com.au/post/coaching-as-a-leadership-capability</link><guid isPermaLink="false">6a2a2d67b34d9652f555a71e</guid><category><![CDATA[Leader as Coach]]></category><pubDate>Thu, 19 Feb 2026 00:00:00 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[Why the Best Leaders Ask More Questions]]></title><description><![CDATA[The best leaders ask far more questions than they tell. Research into communication has found that effective communicators ask around twenty times more questions than ineffective ones. The shift from telling to asking is one of the highest-leverage moves a leader can make. Why asking beats telling Questions invite insight, surface blind spots, and signal that people's input matters. They build a culture of collaboration and shared ownership — where the team thinks, rather than waits to be...]]></description><link>https://www.gramconsulting.com.au/post/leaders-ask-more-questions</link><guid isPermaLink="false">6a2a33da8ae4d2c74dd18c41</guid><category><![CDATA[Leader as Coach]]></category><pubDate>Thu, 07 Nov 2024 00:00:00 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item><item><title><![CDATA[The Four Best Words a Leader Can Use: How Can I Help?]]></title><description><![CDATA[“How can I help?” may be the four most useful words in a leader's toolkit. Under pressure, leaders often assume they must have every answer and solve problems on the spot — and in doing so quietly take ownership that should stay with their people. Why leaders jump to fixing When the pace is high, the instinct is to react and fix. We know cognitively we can't make every decision, yet under pressure we step in anyway — and each time we do, we narrow someone else's ownership and initiative. What...]]></description><link>https://www.gramconsulting.com.au/post/how-can-i-help</link><guid isPermaLink="false">6a2a33c4b2d71ad74fee4899</guid><category><![CDATA[Leader as Coach]]></category><pubDate>Thu, 22 Feb 2024 00:00:00 GMT</pubDate><dc:creator>Liane McGrath</dc:creator></item></channel></rss>