Lincoln Amidy
Leadership and Performance Speaker, Facilitator and MC
A dynamic leadership and team performance expert, entrepreneur, and MC. Lincoln helps individuals and teams unlock their full potential by combining insights into human behaviour with practical strategies for resilience, stress management, and change. Known for his energetic and engaging style, Lincoln delivers tailored workshops and presentations that inspire teams to embrace challenges, work more effectively, and achieve lasting results.
Quick Contact
Lincoln Amidy is passionate about helping individuals and teams perform at their very best. He has spent years working to understand human behaviours – the keys to developing great leaders, functional teams, building personal resilience, managing stress, and facilitating change management.
An entrepreneur, workshop facilitator and MC, Lincoln brings fun, energy and adventure to his presentations. He ensures your people feel comfortable, willing to share and are open to new ideas.
Prior to delivering a presentation or workshop, Lincoln will work closely with you to identify what it is that’s holding back performance within your business or team. Then, using a tailored approach, he’ll provide the tools to unlock potential so your people can tackle, head on, the challenges they’re presented with each day.
With an ambition to challenge, educate, influence, and change, he will shift your team towards a more functional mindset. Highlighting the need for employers to take a realistic approach to management, he reminds them that life is often a bumpy road… so why not have fun and enjoy it.
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Topics
Leadership Performance Programme
Leadership Team Principles
After exploring your capabilities and areas for improvement, it’s about coming up with guiding principles to pave the way forward for the leadership team
- Consider current perceived obstacles on a personal level – ‘what’s stopping me’
- Consider how the leadership team is perceived by the wider business – what impact does this have?
- Consider how the change will be effective across the organisation
- Exploring the group’s belief in their principles and how committed they are to living by the principles
Leadership Perceptions
It’s about realistically exploring your own vs. others’ perceptions of you as a leader – and figuring out how to transform into a more effective leader and co-leader
- Addressing the group’s self-perceptions as leaders
- Identifying ways people can improve on a individual level within the group
- Brainstorming each individual’s ways they can improve as a group
- Running a pulse check of leaders’ perceptions that may be inconsistent
- Compare the ‘doing’ vs. the ‘being’ side of leadership. Leaders get caught up on tasks but it’s also about behavioural aspects
- Acknowledging how the leader is currently perceived by their team as a leader
- Identifying limiting factors as an individual and as a leader – with mindfulness of influence on others
Leadership Declaration
It’s about committing to a way forward, holding each other accountable and having each other’s back
- Leadership members physically sign a commitment that includes the outputs from the workshop and how they will be accountable to carry that forward inside of the business.
Leadership Principles: The Basics
After exploring your capabilities and areas for improvement, it’s about coming up with guiding principles to pave the way forward for the leadership team
- Exploring basic universal elements of leadership such as integrity, authenticity, being present, being vulnerable, being expressive
- Brainstorm and prioritise a specific list of agreed principles for the group
- Making a commitment to adhering to the guiding principles – scenario-based
- Past scenarios and future scenarios where the principles can be applied in the business and in life
Leadership Values Alignment
It’s about getting clear on what we value as a leadership team and making sure our own values and motives are aligned with the broader team
- What makes up the bus – aligning your values with the team. You will only jump on if they’re aligned with the team
- Talk about individual values
- Talk about the group team values
- Ability to commit based on your value alignment
- Why you may or may not openly talk about it
- The implications of ‘half-commitment’ – or one foot on and one foot off the bus
- What is our team purpose?
- Everyone needs to be heard as a part of that
- Identifying individual personality and agendas and asking if they can be sit aside
- Acknowledging that we don’t need to ‘agree’ all of the time and the strengths within people’s differences
Leadership Expectations
It’s about understanding what I can offer as a leader, equally to what I can expect from others in the leadership team – as well as your own teams
- Speaking about the leaders’ expectations of each other in the leadership group
- Ask the group what their values are around leadership
- This is what you can expect ‘me’ vs. ‘we’
- Let’s comprise a list of what the expectations of ‘any leader within this team’
- If there’s 8 leadership expectations within the team, can it be communicated to the business
- Identifying if leaders are clear – or if they are not and addressing their ability to do so with intent, personality differences and commitments to the team
- Set a list of barometer ‘check ins’ with the team
Leadership Styles
It’s about understanding the different styles of leadership in your team, the admirable qualities and the traits to avoid
- Begin with personal experiences with leadership – 3 different leaders that impacted you, what have been their styles?
- Exploring the aspects of those leadership styles that are applied in the group
- Identifying future aspirations of those styles
- Traditional ‘dictatorial’ vs. a leader being part of the group
- Identifying aspects of the group’s styles of leadership that work well – and not so well for the team
- Identifying aspects of their leadership that needs to change
- Identifying past examples of leading individuals or teams and identifying areas that worked well, areas for improvement and ‘regrets’
- Exploring a ‘leader’ vs. a ‘mindful leader’. ‘Being a leader of others’ vs. ‘having a leadership title’
