leadership development program
Advance P ra is e f o r The E xtr a ord in ary C oach “ Z enger a nd S ti n nett u se a s tr o ng, e m pir ic ally -b ase d a p pro ach to c ut rig ht to th e h eart o f th e (c o achin g) is su e to p ro vid e s o m eth in g b oth s itu ati o nally -re le v ant a nd c o nte xtu ally p ro fo und . T he a uth o rs th re ad th e n eed le b etw een th eo ry a nd a necd ota l p ra cti c e a nd p ro vid e p ers p ecti v e a nd to ols th at c an b enefit e v ery o ne fr o m C EO s b ent o n c hangin g c ultu re to fr o ntl in e m anagers p ly in g th eir sk ills o n th e fa cto ry f lo or.” —Courtn ey R ogers , E xecuti v e D ir e cto r, H um an R eso urc es a nd T ale nt, A mgen “ T his b ook sta nd s a lo ne a s o ne o f th e m ost p ra cti c al, e nlig hte nin g b ooks a b out c o achin g e v er w ritte n. In th e b ook, J a ck a nd K ath le en m odel th eir o w n c o achin g m eth o ds by help in g th e re ad er ‘d is c o ver su p erio r so lu ti o ns’ and ‘m ake and i m ple m ent b ette r [c o achin g] d ecis io ns.’ A t a ti m e w hen m any o rg aniz a ti o ns a re s e arc hin g fo r ho w to engage th eir em plo yees, th is ti m ely book pro vid es s tr a ig htf o rw ard a d vic e y o u c an i m ple m ent i m med ia te ly .” —Ela in e B ie ch, P re sid ent, e b b a sso cia te s i n c, A uth o r o f The B usin ess o f Consu ltin g “ A d ow n-to -e arth exam in ati o n o f th e key p rin cip le s and p ra cti c es in v olv ed in c o achin g. (T he a uth o rs ’) h elp fu l tr e atm ent o f th is c riti c al le ad ers h ip sk ill b egin s w ith a c o nte xt o f r e se arc h, m oves to th e r e aliti e s o f th e w ork p la ce, a nd th en s e ttl e s i n to a s e rie s o f p ra cti c al g uid elin es a nd e xam ple s.” —Ronald E . G alb ra ith , C hair m an/C hie f C onsu lti n g O ffic er, o nF ocus|H ealth care “ A tr e asu re of pra cti c al w is d om need ed by all le ad ers . T his book co nta in s v alu ab le in fo rm ati o n o n th e c o achin g p ro cess a nd s u ccess fa cto rs fo r b ehav io ra l c hange; c o m bin ed w ith th e h ig h c re d ib ility o f ( th e a uth o rs ’) r e se arc h, th e w is d om i n t h is b ook i s a n i m porta nt i n v estm ent f o r to day’s o rg aniz a ti o ns.” —Dr. K ath ry n K am in sk y, P ro fe sso r o f S usta in ab le L ead ers h ip , P re sid io Gra d uate S cho ol, S an F ra ncis c o , C alifo rn ia “ P ut sim ply , th e c o achin g fr a m ew ork th is b ook b uild s ‘w ork s.’ W ell re se arc hed a nd g ro und ed i n s o lid d ata , i t i s f a r m ore th an j u st a n e xcelle nt c o achin g s c rip t a nd h and book, a lth o ugh it is th at to o. M ore im porta ntl y it le ad s th e re ad er fr o m th e w hy– to th e w hat– to th e h o w –to th e w hen o f c o achin g. F ro m w hat it ta kes to b e th e 2 co ach, to a w ealth o f p ow erfu l q uesti o ns, to th e e xtr a o rd in ary i m pact o f c o achin g— it is a ll h ere . L ead ers h ip , m in d se t, a nd b ehav io ra l c hanges d o n o t c o m e e asily fo r most, b ut fo r th o se le ad ers a nd o rg aniz a ti o ns th at a re s e rio us a b out a chie v in g th e am azin g b enefits o f c o achin g, th is b ook o ffe rs th e c o m ple te p ackage a nd i s a ‘ m ust hav e.’ “ —Je ffr e y C . S m ith , C erti fie d B usin ess C oach, F orm er C hie f H um an R eso urc es Offic er, C in cin nati B ell I n c.
“T his b ook o utl in es a v ery p ow erfu l a nd p ra cti c al s e q uence o f c o achin g f o r l e ad ers and p ro fe ssio nal c o aches to u se i n th eir d ay-to -d ay w ork . T he f ie ld o f c o achin g h as very littl e re se arc h and genera lly accep te d sta nd ard s. T his book esta b lis h es a base lin e in w hic h anyo ne can ev alu ate th eir ow n co achin g perfo rm ance and dev elo p im pro vem ent p la ns. I h ig hly r e co m mend th is b ook a s a c o re c o m ponent o f co achin g c la ssro om , p lu s o n-th e-jo b tr a in in g a nd s e lf- d ev elo pm ent p ro gra m s.” —Dav id B ro okm ir e , P h.D ., P re sid ent, C orp ora te P erfo rm ance S tr a te gie s.
“A fe w y ears a go , J a ck Z enger a nd J o e F olk m an tu rn ed th eir d eta ile d le ad ers h ip behav io r r e se arc h in to a te rrific b ook, ti tl e d The E xtr a ord in ary L ea der . It fo re v er changed m y vie w s on th e criti c al behav io rs le ad ers need to fu lfill th eir tr u e pote nti a l and make a meanin gfu l diffe re nce in th eir org aniz a ti o ns. In The Extr a ord in ary C oach , J a ck Z enger a nd K ath le en S ti n nett s e rv e u p a p ow erfu l, y et dig esti b le , fr a m ew ork to help le ad ers beco m e th e co aches th ey asp ir e to be:
re la ti o nsh ip -b ase d , co lla b ora ti o n-o rie nte d , change-fo cuse d , and FU EL-e d fo r su ccess! L ead ers in a ll ty p es o f o rg aniz a ti o ns, a nd a t a ll le v els , w ill b enefit fr o m th is i n sig htf u l w ork .” —P. A rte ll S m ith , V ic e P re sid ent, H um an R eso urc es, H ew itt A sso cia te s “ The E xtr a ord in ary C oach i s n o t y o ur o rd in ary c o achin g g uid e f o r m anagers . W ith co m pellin g e v id ence, Z enger a nd S ti n nett d eftl y c halle nge o ur a ssu m pti o ns a b out ho w much– and ho w well– le ad ers actu ally co ach th eir em plo yees.
The Extr a ord in ary C oach o ffe rs e ffe cti v e a nd im med ia te ly u sa b le c o achin g to ols fo r managers w ho w ant th eir e m plo yees to tr u ly e xcel.” —Cath erin e R obin so n-W alk er, M BA , M CC, P re sid ent, T he L ead ers h ip Stu d io ® “C oachin g is an esse nti a l m anagem ent acti v ity fo r im pro vin g org aniz a ti o nal 3 perfo rm ance and fo r p eo ple d ev elo pm ent. T his b ook is a m ust- h av e fo r ev ery manager. T he a uth o rs p ro vid e p ra cti c al a nsw ers to im porta nt c o achin g q uesti o ns:
why, h o w , a nd w hen. T he o nlin e v ig nette s a re a g re at l e arn in g to ol.” —Tony T asc a, P h.D ., R eti r e d C hie f H um an R eso urc es O ffic er, Z ain G ro up “The E xtr a ord in ary C oach b rim s w ith v ery p ra cti c al a nd ti m ely a d vic e d is ti lle d fr o m d ecad es o f h ig hly s u ccessfu l l e ad ers h ip d ev elo pm ent e xp erie nce. I a b so lu te ly lo ve th is b ook. It re ally s ta nd s o ut w ith a u niq ue c o m bin ati o n o f s o lid re se arc h, re le v ant a nd illu str a ti v e e xam ple s, a nd h o w -to a p plic ati o ns. J a ck a nd K ath le en’s warm a nd c o nv ers a ti o nal w riti n g sty le m akes re ad in g The E xtr a ord in ary C oach fe el lik e a p ers o nal c o achin g s e ssio n w ith o ne o f th e w is e st s a ges in th e b usin ess.
An a b so lu te m ust- re ad f o r a nyo ne l e ad in g o th ers .” —Jim C le m mer, P ra cti c al l e ad ers h ip a uth o r, k eyno te s p eaker, a nd work sh o p/r e tr e at l e ad er “T his b ook is v ery h elp fu l fo r le ad ers w ho w ant to b e m ore c o achlik e in th eir le ad ers h ip sty le . It g iv es a n in sid e p ers p ecti v e o fte n la ckin g in o th er le ad ers h ip books.” —G. L ee S alm on, E xecuti v e C oachin g P ro gra m M anager, F ed era l C onsu lti n g Gro up , U .S . D ep artm ent o f I n te rio r “The E xtr a ord in ary C oach is exactl y w hat w e hav e been lo okin g fo r. T he co ncep ts a re p ro fo und a nd p ra cti c al. E very c hap te r a nsw ere d m y n ext q uesti o n.
This b ook p ro vid es th e F U EL fo r o ur a p pro ach to c re ati n g a c o achin g c ultu re a t Asso cia te d F ood S to re s.” —Ste v e J o nes, M anager, A FS U niv ers ity , A sso cia te d F ood S to re s 4 The E xtr a ord in ary C O ACH How t h e B est L eaders Help O th ers G ro w John H . Z enger Kath le en S tin nett 5 C opyrig ht © 2 010 b y Z enger F olk m an. A ll rig hts re se rv ed . E xcep t a s p erm itte d u nd er th e U nite d S ta te s C opyrig ht A ct o f 1 976, n o p art o f th is p ub lic ati o n m ay b e r e p ro duced o r d is tr ib ute d in a ny fo rm o r b y a ny m eans, o r s to re d in a d ata b ase o r r e tr ie v al s y ste m , w ith o ut th e p rio r w ritte n p erm is sio n o f th e p ub lis h er.
I S B N : 9 78-0 -0 7-1 74377-8 M HID : 0 -0 7-1 74377-4 T he m ate ria l in th is e B ook a ls o a p pears in th e p rin t v ers io n o f th is ti tl e : IS B N :
9 78-0 -0 7-1 70340-6 , M HID : 0 -0 7-1 70340-3 .
A ll tr a d em ark s are tr a d em ark s of th eir re sp ecti v e ow ners . R ath er th an put a t r a d em ark s y m bol a fte r e v ery o ccurre nce o f a tr a d em ark ed n am e, w e u se n am es in a n ed ito ria l fa sh io n only , and to th e benefit of th e tr a d em ark ow ner, w ith no i n te nti o n o f in fr in gem ent o f th e tr a d em ark . W here s u ch d esig nati o ns a p pear in th is b ook, th ey h av e b een p rin te d w ith i n iti a l c ap s.
M cG ra w -H ill eB ooks are av aila b le at sp ecia l quanti ty dis c o unts to use as p re m iu m s and sa le s p ro m oti o ns, o r fo r use in co rp ora te tr a in in g p ro gra m s. T o c o nta ct a r e p re se nta ti v e p le ase e -m ail u s a t b ulk sa le s@ mcgra w -h ill.c o m .
T ER M S O F U SE T his is a c o pyrig hte d w ork a nd T he M cG ra w -H ill C om panie s, In c. (“ M cG ra w - H ill” ) a nd its lic enso rs re se rv e a ll rig hts in a nd to th e w ork . U se o f th is w ork is s u b je ct to th ese te rm s. E xcep t a s p erm itte d u nd er th e C opyrig ht A ct o f 1 976 a nd th e r ig ht to sto re and re tr ie v e one co py of th e w ork , yo u m ay no t deco m pile , d is a sse m ble , re v ers e e ngin eer, re p ro duce, m odify , c re ate d eriv ati v e w ork s b ase d u p on, tr a nsm it, d is tr ib ute , d is se m in ate , s e ll, p ub lis h o r s u b lic ense th e w ork o r a ny p art o f it w ith o ut M cG ra w -H ill’s p rio r c o nse nt. Y ou m ay u se th e w ork fo r y o ur o w n no nco m merc ia l and pers o nal use ; any oth er use of th e w ork is str ic tl y p ro hib ite d . Y our r ig ht to u se th e w ork m ay b e te rm in ate d i f y o u f a il to c o m ply w ith t h ese te rm s.
T H E W ORK IS P R O VID ED “ A S IS .” M cG RAW -H IL L A ND IT S L IC EN SO RS M AKE N O G UA RA NTEES O R W ARRA NTIE S A S T O T H E A CCURA CY, A DEQ UA CY O R C O M PLE TEN ESS O F O R R ESU LT S T O B E O BTA IN ED F R O M U SIN G T H E W ORK , I N CLU D IN G A NY I N FO RM ATIO N T H AT C A N B E A CCESSE D T H RO UG H T H E W ORK V IA H YPE R LIN K O R O TH ERW IS E , A ND E X PR ESSLY DIS C LA IM ANY WARRA NTY, EX PR ESS OR IM PLIE D , I N CLU D IN G BUT NOT LIM IT ED TO IM PLIE D WARRA NTIE S OF 6 MER CH ANTA BIL IT Y OR FIT N ESS FO R A PA RTIC ULA R PU RPO SE .
McG ra w -H ill and its lic enso rs do no t w arra nt or guara nte e th at th e fu ncti o ns co nta in ed in th e w ork w ill m eet y o ur re q uir e m ents o r th at its o pera ti o n w ill b e unin te rru p te d o r e rro r fr e e. N eith er M cG ra w -H ill n o r its lic enso rs s h all b e lia b le to y o u o r a nyo ne e ls e f o r a ny i n accura cy, e rro r o r o m is sio n, r e gard le ss o f c ause , i n th e work or fo r any dam ages re su lti n g th ere fr o m . M cG ra w -H ill has no re sp onsib ility fo r th e c o nte nt o f a ny in fo rm ati o n a ccesse d th ro ugh th e w ork . U nd er no c ir c um sta nces s h all M cG ra w -H ill a nd /o r i ts l ic enso rs b e l ia b le f o r a ny i n d ir e ct, in cid enta l, s p ecia l, p uniti v e, c o nse q uenti a l o r s im ila r d am ages th at r e su lt fr o m th e use o f o r in ab ility to u se th e w ork , e v en if a ny o f th em h as b een a d vis e d o f th e possib ility o f s u ch d am ages. T his l im ita ti o n o f l ia b ility s h all a p ply to a ny c la im o r cause w hats o ev er w heth er s u ch c la im o r c ause a ris e s i n c o ntr a ct, to rt o r o th erw is e .
7 I ded ic ate th is book to th e co untl e ss le ad ers w ho enth usia sti c ally co ach th eir c o lle agues. T hey d o a n e no rm ous a m ount o f g o od. I a ls o d ed ic ate th is b ook to m y w ife , H olly . H er s e nse o f h um or m akes h er c o achin g b oth p le asa nt a nd a p pre cia te d .
Ja ck Z enger I d ed ic ate th is b ook to m y p are nts , w ho h av e a lw ays b elie v ed i n m e a nd h av e g iv en m e a str o ng fo und ati o n up on w hic h to gro w , and to m y partn er, D av e, w ho e nd le ssly su p ports m e in p urs u in g th e w ork a nd th e life th at I lo ve. In a d diti o n, m any i n d iv id uals h av e c o ntr ib ute d to m y j o urn ey, p ro vid ed o pportu niti e s f o r m e to d o th e w ork I a m c alle d to , a nd s h ap ed w ho I a m to day. T his b ook i s a ls o f o r y o u.
Kath le en S ti n nett 8 Con te n ts FO REW ORD CH APTER 1 WHY B O TH ER ? H OW C O ACH IN G P A YS O FF CH APTER 2 EM PT Y C UP, N EW T EA : L O OKIN G A T C O ACH IN G I N A N EW W AY CH APTER 3 PA Y N OW O R P A Y L A TER : T H E I M PA CT O F C O ACH IN G CH APTER 4 WHAT B USIN ESS C O ACH IN G I S A ND I S N ’T CH APTER 5 DOES Y OUR C O ACH IN G R EST O N A C RUM BLIN G F O UN DATIO N?
CH APTER 6 FU EL: A F R A M EW ORK , N OT A C A GE CH APTER 7 FR A M E T H E C O NVER SA TIO N: S E TTIN G T H E T A RG ET CH APTER 8 U N DER ST A ND T H E C URREN T S T A TE: “ S O H OW I S T H AT W ORK IN G F O R YOU?” CH APTER 9 EX PLO RE T H E D ESIR ED S T A TE: A IM IN G F O R T H E R IG HT T A RG ET CH APTER 1 0 LA Y O UT T H E S U CCESS P LA N: E M PH ASIZ IN G A CCO UN TA BIL IT Y CH APTER 1 1 CO ACH ES N EED F E ED BA CK T O O CH APTER 1 2 CH ANGE I S T H E Y ARD ST IC K : U N DER ST A NDIN G T H E P E R FO RM ANCE CH ALLE N GE CH APTER 1 3 TH E P O W ER O F T H E G OLD S T A R: R EIN FO RCIN G F E ED BA CK CH APTER 1 4 9 SO M ETIM ES I T J U ST C O M ES D OW N T O T H E N UM BER S: R ED IR EC TIN G FE ED BA CK CH APTER 1 5 WHEN F E ED BA CK B EC O M ES A C O ACH IN G C O NVER SA TIO N CH APTER 1 6 SIG NALIN G T H E L A NE C H ANGE: M ANAGIN G E X PE C TA TIO NS CH APTER 1 7 “S E N D I N T H E C O ACH ”: F IN DIN G M ORE C O ACH IN G O PPO RTU N IT IE S CH APTER 1 8 GRO W IN G Y OUR S K IL LS A S A C O ACH CH APTER 1 9 EA CH I N DIV ID UA L I S A W HOLE P E R SO N ( N OT J U ST A W ORK ER ) CO NCLU SIO N APPEN DIX PO W ER FU L C O ACH IN G Q UEST IO NS NOTES IN DEX 10 Fore w ord W hen it c o m es to c o achin g fo r b ehav io ra l c hange “ ad vic e d oesn ’t w ork .” L ifte d r ig ht fr o m th e p ages o f th is b ook, th ese w is e w ord s r in g c le ar a nd tr u e to m e a fte r m y m any y ears a s a n e xecuti v e c o ach to l e ad ers a ro und th e g lo be.
What d oes w ork ? A gain , th e a nsw er c an b e fo und h ere in The E xtr a ord in ary C oach —co achin g p eo ple to a rriv e a t th eir o w n s o lu ti o ns s o th at th ey a re c o m mitte d t o th e o utc o m e. T hese p ru d ent w ord s c o nta in th e fo und ati o n o f m y p hilo so phy o f e xecuti v e c o achin g. T he p ers o n h as to w ant to c hange a nd b e c o m mitte d to c hange, o r I d on’t w aste m y ti m e. E xtr a o rd in ary c o aches k no w th at if th e p ers o n th ey a re c o achin g d oesn ’t w ant to b e c o ached , th e c o achin g i s n ’t g o in g to w ork .
Here a re c le ar i n d ic ato rs th at I r e co gniz e i n i n d iv id uals w ho a re “ unco achab le ”:
( 1 ) th ey d on’t th in k th ey h av e a p ro ble m a nd h av e n o in te re st in c hangin g, ( 2 ) th ey a re p urs u in g th e w ro ng s tr a te gy fo r th e o rg aniz a ti o n, ( 3 ) th ey a re in th e w ro ng jo b w ith th e w ro ng c o m pany— it’ s j u st a b ad f it, o r ( 4 ) th ey th in k th at e v ery o ne e ls e h as t h e s a m e p ro ble m — it is im possib le to h elp s o m eo ne w ho d oesn ’t th in k th at h e o r s h e h as a p ro ble m .
Once y o u h av e d ete rm in ed th at th e p ers o n i s c o achab le , th at h e o r s h e d oes w ant t o c hange, h o w d o y o u, a s th e le ad er, h elp h er o r h im to g ro w ? T hro ugh c o achin g, o r, a s Ja ck Z enger a nd K ath le en S ti n nett d efin e it in The E xtr a ord in ary C oach , w ith “in te ra cti o ns th at help th e in d iv id ual bein g co ached to dis c o ver su p erio r s o lu ti o ns, m ake a nd i m ple m ent b ette r d ecis io ns, a nd e xp and a w are ness.” Coachin g o th ers c an b e o ne o f th e m ost r e w ard in g e xp erie nces a l e ad er c an h av e i n h is o r h er c are er. H ow ev er, i t’ s n o t s o m eth in g to r u sh i n to b lin d ly . A l e ad er w ho i s a n a d ep t c o ach c an g re atl y e nhance th e o rg aniz a ti o n’s s u ccess; o ne w ho d ab ble s a nd d oesn ’t ta ke th e p ro cess se rio usly c an c ause h arm . W ith in th e p ages o f th is b ook, y o u’ll d is c o ver w hat c o achin g i s a nd w hat i t i s n ’t, a nd h o w y o u c an l e arn th e a rt a nd p ra cti c e o f c o achin g f o r l e ad ers h ip . R ead i t, d ev our i t, p ra cti c e i t, a nd y o u, t o o, w ill b e a n e xtr a o rd in ary c o ach!
Mars h all G old sm ith Mars h all G old sm ith is th e m illio n-s e llin g a uth o r o f What G ot Y o u H ere W on’t G et Y o u T here , Successio n: A re Y o u R ea dy? , a nd MOJO : H ow to G et I t, H ow to K eep I t, a nd H ow t o G et I t B ack I f Y ou L ose I t .
11 Chapte r 1 Why B oth er? H ow C oach in g P ays O ff W e m eet a v arie ty o f p eo ple in th e le ad ers h ip d ev elo pm ent s e ssio ns w e c o nd uct.
A s th e re la ti o nsh ip ev olv es, th ey w ill ofte n te ll us ho w th ey genuin ely fe el, e sp ecia lly th eir s k ep ti c is m a b out w hat w e a re p re se nti n g. M ost o f th em a re fa r to o p olite to e xp re ss th eir in nerm ost th o ughts in th e fir s t h o urs w ith o ut s o m e s p ecific e nco ura gem ent, b ut w e’v e f o und th at i t h elp s to g et s u ch f e elin gs o n th e ta b le a nd h it t h o se q uesti o ns h ead o n.
In th at s p ir it, a llo w u s to p re d ic t w hat a s ig nific ant n um ber o f r e ad ers m ay h av e i n th eir m in d — and th at c o uld w ell i n clu d e y o u. W e th in k i t c o uld b e s o m eth in g l ik e o ne o f th e fo llo w in g: “S o w hat am I go in g to get o ut o f re ad in g th is ? ” “W hat d iffe re nce w ill it m ake in m y o rg aniz a ti o n if I im ple m ent e v ery th in g th at is in th is b ook?” “ W ill it re ally b e w orth it? ” “ Is th is ju st th e la te st m anagem ent fa d , o r is t h ere s u b sta nti v e e v id ence th at i t r e ally w ork s? ” We are go in g to answ er th o se q uesti o ns in sta ges. In Chap te r 3 , w e p re se nt d eta ile d s ta ti s ti c al i n fo rm ati o n r e gard in g r e se arc h w e h av e c o nd ucte d o n th e i m pact o f c o achin g. B efo re d rillin g d ow n to th at l e v el o f d eta il, h o w ev er, w e w ould l ik e to p ain t th e b ig ger p ic tu re o f th e o utc o m es th at w ill re su lt fr o m c re ati n g a c o achin g c ultu re in th e p art o f th e o rg aniz a ti o n in w hic h y o u w ork . W e a ssu re y o u th at th ese a re n o t s o m e th eo re ti c al v ie w s o f w hat m ig ht h ap pen. T hese c o nclu sio ns a re b ase d o n so lid re se arc h and lo ts o f exp erie nce in im ple m enti n g th em . H ere ’s th e b ig p ic tu re o f w hat c an h ap pen a nd w hat o utc o m es c o achin g c an p ro vid e.
1 . G IV IN G N EW M EA N IN G T O W ORK O rg aniz a ti o ns fu ncti o n b est w hen w ork ers fe el th at th ey a re e ngaged in a u se fu l c ause , n o t m ere ly p erfo rm in g m enia l ta sk s. C oachin g p ro vid es p erfe ct o pportu niti e s f o r th e l e ad er to c o m munic ate to e ach i n d iv id ual h o w th at p ers o n’s j o b c o ntr ib ute s t o th e o vera ll m is sio n o f th e o rg aniz a ti o n. W hile th is m essa ge c an b e d eliv ere d p artl y i n g ro up m eeti n gs, i t i s b est d one i n o ne-o n-o ne c o achin g c o nv ers a ti o ns. I t i s a n e sse nti a l m essa ge, th o ugh, b ecause p eo ple to day n eed m eanin g in th eir liv es m ore th an ev er. T he o vera ll im pact o f b ein g p art o f a fa m ily has d eclin ed in s o cie ty . T here h as a ls o b een a g enera l d eclin e in th e in flu ence o f r e lig io n in m ost p eo ple ’s liv es. T he n et e ffe ct is th at fo r a g o od m any p eo ple , if th eir w ork la cks m eanin g a nd p urp ose , th en th eir l iv es l a ck m eanin g a nd p urp ose .
2 . E N G AG ED A N D C O M MIT TED E M PLO YEES 12 One p ow erfu l d riv er o f p ro ducti v ity is th e le v el o f em plo yee engagem ent and co m mitm ent. W hen p eo ple m ove fr o m in d iffe re nce to tr u e p assio n fo r th e m is sio n of th e o rg aniz a ti o n, i t h as a n i n calc ula b le i m pact o n o utp ut.
There h as b een m uch d is c ussio n a nd d eb ate a b out th e v ario us p erc enta ges o f peo ple w ho a re h ig hly e ngaged , n o t v ery e ngaged , n eutr a l, o r a cti v ely d is e ngaged i n th eir w ork . T he d iffe re nces i n th ese e m plo yee a tti tu d es h av e o bvio us c o nse q uences fo r a w id e v arie ty o f p erfo rm ance o utc o m es. T hin k o f th e r e su lts y o u’v e s e en f r o m an e m plo yee w ho w as h ig hly c o m mitte d to th e o rg aniz a ti o n a nd w ho d elig hte d y o ur most d iffic ult custo m er co m pare d to th o se fr o m an unco m mitte d em plo yee w ho se rio usly ti c ked o ff a no th er lo ng-te rm lo yal c usto m er. M anageria l c o achin g s h o w s str o ng e v id ence o f i n cre asin g a n e m plo yee’s l e v el o f c o m mitm ent a nd e ngagem ent.
3. H IG HER P R O DUCTIV IT Y One o f th e m ost a p pealin g o utc o m es fr o m c o achin g is h ig her p ro ducti v ity , u sin g whate v er m etr ic yo ur o rg aniz a ti o n cho ose s. T he m easu ra b le o utp uts fr o m yo ur peo ple in cre ase w hen th ey re ceiv e p erio dic c o achin g. T he re aso ns a re n o t a t a ll myste rio us. C oachin g re fo cuse s p eo ple o n th e m ost im porta nt o bje cti v es. It le ts th em k no w th at th eir l e ad er i s p ayin g a tte nti o n to th eir p erfo rm ance. I t h elp s th em to dev elo p bette r w ork hab its , w ork in g both hard er and sm arte r. A ll th e kno w n driv ers o f p ro ducti v ity c an b e i n cre ase d th ro ugh th e l e ad er’s c o achin g.
All th e k n ow n d riv e rs o f p ro du ctiv ity c a n b e in cre a se d th ro u gh th e le a der’s c o ach in g.
Pete r D ru cker hyp oth esiz e d th at if an org aniz a ti o n co uld in cre ase em plo yee pro ducti v ity b y 1 0 p erc ent, th e o rg aniz a ti o n’s p ro fits w ould d oub le . W heth er o r n o t th ese n um bers a re a b so lu te ly a ccura te , th e b otto m -lin e im pact is h ard to ig no re .
How c o uld s u ch a s m all i n cre ase i n p ro ducti v ity a ffe ct p ro fita b ility s o g re atl y ? T he fix ed c o sts o f th e o rg aniz a ti o n h av e a lr e ad y b een “ p aid f o r.” I f p ro ducti v ity w ere to in cre ase b y e v en 5 p erc ent, a lm ost a ll o f th e b enefit w ould d ro p r ig ht to th e b otto m lin e.
4. S T R O NG ER C ULTU RE There is str o ng e v id ence th at a n o rg aniz a ti o n’s c ultu re h as a h uge im pact o n its perfo rm ance a nd p ro ducti v ity . B y c ultu re w e r e fe r to “ ho w th in gs g et d one a ro und here ” and ho w peo ple tr e at one ano th er in th eir daily in te ra cti o ns. Lead ers in flu ence o rg aniz a ti o nal cultu re b y th e exam ple th ey se t and th e b ehav io r th ey 13 re w ard o r c urb in th eir d aily d is c ussio ns w ith p eo ple . T he c lim ate a nd th e c ultu re are m old ed b y th e ti m e l e ad ers s p end i n h av in g p erfo rm ance a nd c are er d is c ussio ns with th eir d ir e ct r e p orts .
5. S T R EN G TH EN ED B O NDS B ETW EEN S U PER VIS O R A N D EM PLO YEE The e ffe cti v eness o f l e ad ers i s c o ntr o lle d i n l a rg e p art b y th e s tr e ngth o f th e b ond s betw een th em a nd th e p eo ple th at th ey le ad . A d is ta nt, c o ol re la ti o nsh ip b etw een boss a nd d ir e ct r e p ort s e ld om h as th e s tr o ng im pact o n p erfo rm ance th at a w arm , positi v e r e la ti o nsh ip h as. C oachin g i s a n e xtr e m ely e ffe cti v e to ol to n o t o nly c em ent th at b ond b ut a ls o c o nti n ually e nhance its s tr e ngth . C oachin g is th e m ost ta ngib le exp re ssio n of th e le ad er’s pers o nal co m mitm ent to th e dev elo pm ent of an em plo yee. It s e nd s a fa r m ore p ow erfu l m essa ge th an m ere ly b ud geti n g m oney to allo w a n e m plo yee to a tte nd s o m e d ev elo pm ent p ro gra m .
6. H EA LTH IE R I N DIV ID UALS Org aniz a ti o ns are more effe cti v e when th e in d iv id uals with in th em are psy cho lo gic ally ro bust. T he m ost e ffe cti v e p eo ple p osse ss h ig h se lf- e ste em a nd se lf- c o nfid ence. T hey a re o pti m is ti c a b out th e fu tu re . R ath er th an b ein g fille d w ith negati v e em oti o ns, th ey ap pro ach is su es fr o m a p ositi v e p oin t o f v ie w . W hen le ad ers i n v est i n c o achin g, th ey g re atl y i n cre ase th e p ro bab ility th at th e i n d iv id uals bein g c o ached w ill f e el b ette r a b out th em se lv es a nd th eir p erfo rm ance.
7. R ESIL IE N CE Thin gs s e ld om g o e xactl y a s p la nned . P ro ble m s a ris e . P oth o le s s u d denly a p pear i n th e r o ad . N early a ll le ad ers w ant th eir d ir e ct r e p orts to r e co gniz e th ese c halle nges and m eet th em w ith o ut th e le ad er h av in g to b e th ere to m ic ro m anage th em . It is esp ecia lly im porta nt th at em plo yees no t lo se heart or co nv ic ti o n ab out th e org aniz a ti o n’s m is sio n o r v is io n s im ply b ecause a r o ad blo ck a ris e s. L ead ers w ould pre fe r n o t to b e lik e th e “ p la te s p in ners ” w ho h av e to s c urry a b out k eep in g e v ery pla te fr o m w obblin g a nd fa llin g o ff th e s ti c k; in ste ad , th ey w ould lik e p eo ple to cre ate th eir ow n energ y and hav e an in ner ab ility no t to be ti p ped over by challe nges.
14 8. H EIG HTEN ED C REA TIV IT Y The c o achin g d is c ussio n i s a p erfe ct v enue f o r th e l e ad er to c o nv ey th e e xp ecta ti o n and ho pe th at each em plo yee w ill ap pro ach is su es w ith her ow n id eas and in no vati v e ap pro aches. T he le ad er can co nv ey th at fr e sh th in kin g is no t only welc o m ed b ut a ls o e xp ecte d . If c o achin g is a m utu al e xp lo ra ti o n o f b ette r w ays to ap pro ach c halle ngin g s itu ati o ns, r a th er th an m ere ly o ccasio ns w hen th e b oss g iv es dir e cti o n o r a d vic e; th en c re ati v ity m ay b e e nhanced .
9. I N CREA SE D R IS K T A K IN G A N D E XPLO RIN G One o f th e str o ng c riti c is m s o f o rg aniz a ti o ns to day is th at th ey a re ris k a v ers e .
Peo ple a re a fr a id to tr y so m eth in g n ew a nd d iffe re nt. P eo ple a re stu ck in ru ts .
Effe cti v e c o achin g c o nsis te ntl y i n clu d es o pportu niti e s f o r th e i n d iv id ual to e xp lo re new a p pro aches, n ew w ork p ro cesse s, a nd g ra nd s c hem es f o r g re atl y i m pro vin g th e perfo rm ance o f th e te am . T he le ad er/c o ach c an n o t o nly e nco ura ge a n e m plo yee to purs u e s u ch a p ro je ct b ut a ls o p ro vid e a s a fe ty n et o f s u p port f o r th at e m plo yee.
10. M IN DSE T O F A N O W NER V ER SU S A H IR ED H AN D Ju st a s p are nts b re ath e h uge sig hs o f re lie f w hen th eir c hild re n re ach th e sta ge where th ey sta rt m akin g w is e r, w ell- th o ught- th ro ugh d ecis io ns, so le ad ers w is h th eir c o lle agues to d ev elo p a lo ng s im ila r lin es. M ost le ad ers r e jo ic e w hen a n ew co lle ague m oves fr o m re q uir in g c o nti n ual d ir e cti o n a nd h and -h o ld in g to th e p oin t where h e ta kes th e in iti a ti v e to fix th in gs a nd w eig hs th e p ro s a nd c o ns b efo re co m in g to a r a ti o nal c o nclu sio n a b out th e b est c o urs e o f a cti o n.
Many o rg aniz a ti o ns th at w e w ork w ith s ta te th at th ey w is h th eir e m plo yees to ok more in iti a ti v e a nd w ere m ore in no vati v e. L ead ers lo ng fo r th eir e m plo yees to b e pro acti v e and cre ati v ely ta ke calc ula te d ris k s to im pro ve org aniz a ti o nal perfo rm ance. How ev er, th o se sa m e org aniz a ti o ns and le ad ers re ly on org aniz a ti o nal sy ste m s to driv e perfo rm ance, and th ese org aniz a ti o nal sy ste m s (p erfo rm ance re v ie w s, m erit in cre ase s, and bonus str u ctu re s) ofte n pro m ote behav io rs th at are no t in alig nm ent w ith ris k ta kin g, in no vati o n, and ta kin g in iti a ti v e. C oachin g p ro m ote s g re ate r o w ners h ip a nd c o m mitm ent o n th e p art o f em plo yees.
Coach in g p ro m ote s g re a te r o w nersh ip a n d c o m mitm en t o n t h e p art o f em plo ye es.
15 WHAT’S I N I T F O R Y O U?
Cle arly , th e b enefits o f b uild in g a c o achin g c ultu re a nd i n cre asin g th e e ffe cti v eness of co achin g are gre at. T here are both ta ngib le benefits (in cre ase d em plo yee engagem ent a nd p ro ducti v ity ) a nd i n ta ngib le b enefits ( im pro ved c ultu re a nd f in d in g meanin g a nd p urp ose in w ork ). W hile su ch g ain s a re e asy to d esc rib e fr o m a n in te lle ctu al poin t of vie w , th ere is valu e in in te rn aliz in g th ese co ncep ts and dis c o verin g th e b enefits th ro ugh a n i n sid e-o ut a p pro ach.
Here is th e fir s t o f s e v era l w ork sh eets th at w e w ill a sk y o u to c o m ple te , s o th at yo u c an d is c o ver m ore th ro ugh y o ur o w n a p plic ati o n. W hile it m ay b e te m pti n g to sk ip o ver th is w ork sh eet a nd c o nti n ue r e ad in g, if y o u d o s o y o u w ill s h o rt- c ir c uit yo ur o w n le arn in g, in sig hts , a nd a b ility to a p ply th ese c o ncep ts a nd to ols to y o ur ow n s itu ati o n. S o, p le ase p ause h ere a nd a nsw er th e fo llo w in g q uesti o ns, w hic h in v ite y o u to c o nsid er th e p ro fo und a nd p ers o nal i m pact o f c o achin g!
Perso nal R efle ctio n • C onsid er c o achin g y o u h av e r e ceiv ed th at h ad a p ositi v e i m pact o n y o u, s e nt yo u o n a d iffe re nt tr a je cto ry , p ro vid ed y o u w ith c o nfid ence, e nco ura ged yo u to tr y s o m eth in g n ew , o r h elp ed y o u s o lv e y o ur o w n p ro ble m . W hat diffe re nce h as c o achin g m ad e to y o u? W hat i m pact h as c o achin g h ad a t vario us ti m es d urin g y o ur c are er?
Note : M any l e a ders s tr u ggle t o t h in k o f c o ach in g t h at t h ey h ave r e ceiv e. I f y o u fa ll i n to t h is c a te g ory , y o u a re n ot a lo ne.
• W hat o pportu niti e s i n y o ur w ork h is to ry h av e y o u m is se d b ecause y o u d id no t r e ceiv e p ow erfu l c o achin g?
(D id y o u f a il i n a j o b i n w hic h y o u c o uld have s u cceed ed , h ad y o u r e ceiv ed s o m e c o ach in g? C ould t h e l e n gth o f tim e i t t o ok y o u t o r e a ch f u ll p ro ductiv ity h ave b een s ig nific a ntly 16 sh orte n ed ?) • W hat i m pact d o y o u h o pe to h av e o n y o ur d ir e ct r e p orts , p eers , a nd e v en se nio r l e ad ers ? W hat d iffe re nce w ould y o u l ik e to m ake w ith y o ur co lle agues?
Chapte r S um mary 1 .
You m ay b e w ond erin g w hat th e d iffe re nce i s th at c o achin g w ill tr u ly m ake f o r yo u a nd y o ur o rg aniz a ti o n.
2 .
Coachin g c an p ro vid e m eanin g a nd sig nific ance to e m plo yees w ho m ay n o t hav e o th er a v enues f o r f e elin g c o nnecte d to a s ig nific ant p urp ose .
3 .
Coachin g has been sh o w n to driv e gre ate r le v els of engagem ent and co m mitm ent, w hic h i n tu rn l e ad s to s a ti s fie d c usto m ers a nd p ro ducti v ity .
4 .
By a cti v ely c o achin g e m plo yees, le ad ers in flu ence th e c ultu re th ey c re ate a nd th e b ond s th ey fo rm w ith e m plo yees. C oachin g is a ta ngib le e xp re ssio n o f a le ad er’s c o m mitm ent to e m plo yees.
5 .
By p ro vid in g c o achin g, le ad ers c o ntr ib ute to th e h ealth a nd r e silie nce o f th eir em plo yees.
6 .
Em plo yees’ c re ati v ity a nd ris k ta kin g e xp and w hen th ey a re e nco ura ged to ta ke o w ners h ip o f th eir i s su es.
7 .
Coachin g pro m ote s gre ate r ow ners h ip and co m mitm ent on th e part of em plo yees.
17 Chapte r 2 Em pty C up, N ew T ea L ookin g a t C oach in g in a N ew W ay A fr ie nd o nce m ad e th is p ro fo und sta te m ent, p ro bab ly b orro w ed fr o m a w is e , a ncie nt p hilo so pher: “ E m pty c up , n ew te a.” T he fr ie nd w as tr y in g to c o nv in ce a g ro up o f c hange-s e ekin g p arti c ip ants th at if th ey tr u ly w ante d “ new te a” in th eir l iv es, th ey n eed ed to “ em pty th eir c up s” to m ake ro om fo r th e c hanges. T his is a s im ple b ut p ro fo und c o ncep t. A nd y et, h o w m any o f u s tr y to ta ke o n s o m eth in g n ew — wheth er it is a b ehav io r c hange, a n ew g o al, a n ew re la ti o nsh ip , o r a b ig ger v ers io n o f s o m eth in g th at w e a lr e ad y h av e in o ur liv es— with o ut a sk in g o urs e lv es t h e c riti c al q uesti o n, “ W hat d o I n eed to l e t g o o f to m ake r o om f o r th is ? ” “E m pty c up , n ew te a” a p tl y a p plie s to th e n o ti o n o f c o achin g a nd th e c o ncep ts w e w ill b e d is c ussin g th ro ugho ut th is b ook. W hile m any o f th e sk ills w e w ill r e v ie w i n th is b ook m ay n o t b e e nti r e ly n ew to y o u, o vera ll y o u w ill f e el a s th o ugh y o ur c up is b ein g fille d w ith n ew te a. A fte r a ll, th e w ay w e h av e c o m bin ed th e s k ills , to ols , a nd c o ncep ts in th is b ook w ill c erta in ly d iffe r fr o m th e w ay y o u h av e a p pro ached c o achin g i n th e p ast.
To m ake r o om fo r th is n ew w ay o f b ein g a nd le ad in g, y o u w ill n eed to id enti fy w hat y o u a re w illin g to p our o ut s o th at th is n ew te a c an f it i n to y o ur c up .
W HAT N EED S E M PTYIN G ?
T he l is t o f th in gs w e s u ggest y o u j e tti s o n f r o m y o ur c urre nt m ode o f th in kin g i n clu d e y o ur p ro ble m -s o lv in g te nd encie s a nd th o se p ro ven s o lu ti o ns th at y o u h av e s h are d w ith o th ers in th e p ast. Y ou m ay als o d itc h th o se in gra in ed hab its fo r hav in g c o nv ers a ti o ns w ith y o ur c o lle agues a nd e m plo yees.
If th ese s ta te m ents s e em s lig htl y p ro vocati v e, th at is p ure ly in te nti o nal. P erh ap s n o w w e h av e y o ur a tte nti o n. W e a re n o t s u ggesti n g th at y o u c an’t re fill y o ur c up w ith so m e o f th ese sa m e th in gs at a la te r p oin t; w e are ju st ask in g yo u to tr y d iffe re nt w ays o f u ti liz in g th ese to ols i n y o ur c o achin g c o nv ers a ti o ns.
Unle a rn in g s o m e o f th e h ab its y o u’v e f o rm ed o ver m any c o nv ers a ti o ns a nd m any y ears allo w s th e new le arn in g to ta ke ho ld and p rim es yo u fo r a new w ay o f a p pro achin g y o ur le ad ers h ip a nd c o achin g s ty le . W e a ckno w le d ge th at u nle arn in g o ld h ab its is m uch to ugher th an le arn in g n ew o nes. It is s o m e o f th e h ard est w ork 18 we w ill a sk y o u to u nd erta ke. F ortu nate ly , th e d iv id end s a re h uge.
Unle a rn in g o ld h abits i s m uch t o u gh er t h an l e a rn in g n ew o n es.
SO , W HAT G ETS IN Y O UR W AY ? (D O N’T C O NFU SE H OW MUCH Y O U K NO W W IT H T H E V ALU E Y O U A D D) If y o u a re l ik e m ost l e ad ers , y o u h av e b een s u ccessfu l i n y o ur c are er, a nd y o u h av e gain ed e xp erie nce fr o m w hic h o th ers c an b enefit. S im ply p ut, th is is th e p ro ble m .
The v ery th in g th at h as m ad e y o u s u ccessfu l i n y o ur c are er to d ate — yo ur h ard -w on exp erie nces a nd le sso ns le arn ed — can g et in y o ur w ay w hen y o u b egin to c o ach yo ur te am m em bers a nd p eers . Y ou k no w h o w to g et th e jo b d one, a nd y o u a re eager to s h are th is w is d om w ith th o se a ro und y o u.
In fa ct, y o u m ig ht e v en b elie v e th at th is is w hat y o u a re b ein g p aid fo r— to a d d valu e b y g iv in g a d vic e a nd te achin g y o ur te am m em bers h o w to s o lv e p ro ble m s a s well a s y o u h av e s o lv ed th em y o urs e lf. I f y o u c an p ro vid e y o ur te am m em bers w ith go od a d vic e a nd u se fu l su ggesti o ns, y o u w ill sh o rtc ut th eir le arn in g c urv es, a nd th ey w ill g et to a b ette r s o lu ti o n m ore q uic kly th an i f th ey h ad to f in d th e s o lu ti o n o n th eir o w n. A ll o f th at s o und s g o od in th eo ry , u nti l w e r e ally e xam in e w hat w e a re tr y in g to a cco m plis h th ro ugh c o achin g.
If w e lo ok a t th e v ery d efin iti o n o f c o achin g, it is re ally a b out g ro w in g a nd dev elo pin g o th er p eo ple . In o rd er to g ro w a nd d ev elo p, p eo ple n eed to th in k fo r th em se lv es and make in cre asin gly co m ple x decis io ns in ev er-c hangin g env ir o nm ents . T hro ugh co achin g, w e w ant to help our dir e ct re p orts , peers , partn ers , and bosse s to so lv e pro ble m s on th eir ow n, w ith hig her le v els of so phis ti c ati o n, a ccura cy, a nd p ro ducti v ity . T hat’ s th e i d eal w orld .
In th e r e al w orld , o ur v ery s u ccess c an tr ip u s u p . W e te nd to g iv e a d vic e, a nd we ho ld an und erly in g b elie f th at th e w ay w e can b est ad d v alu e (g iv en o ur exp erie nce a nd w is d om a nd r o le s) is th ro ugh h elp in g o th ers s o lv e th eir p ro ble m s.
How ev er, th e v ery th in g th at w e th in k w ill b e h elp fu l is o fte n th e v ery th in g th at sh uts d ow n o ur c o achin g c o nv ers a ti o ns.
AD VIC E D O ESN ’T W ORK Consid er th is : h av e y o u e v er r e ceiv ed a d vic e f r o m s o m eo ne e ls e th at y o u h av e n o t ta ken? C hances are , yo u d o no t ev en need to th in k ab out th is q uesti o n b efo re answ erin g “ yes.” N ow , th in k a b it h ard er a nd id enti fy th e la st ti m e s o m eo ne g av e yo u a d vic e th at y o u d id n o t h eed . A sk y o urs e lf, “ W hy d id n’t I ta ke th at a d vic e?” Befo re r e ad in g f u rth er, ta ke th e ti m e to i d enti fy w hy y o u d id n’t ta ke th e a d vic e.
19 If y o u a re l ik e m ost p eo ple , y o ur a nsw ers w ill i n clu d e s o m e o f th e f o llo w in g:
I d id n’t r e sp ect/ tr u st th e p ers o n w ho w as o ffe rin g th e a d vic e.
He d id n’t r e ally u nd ers ta nd m y s itu ati o n.
She h ad h er o w n a gend a i n m in d .
I h ad a lr e ad y tr ie d w hat h e s u ggeste d .
What s h e s u ggeste d r e ally w ould n’t w ork i n m y s itu ati o n.
The a d vic e w as to o s im plis ti c ; i t d id n’t f u lly a d dre ss th e u nd erly -in g i s su e.
I h ad m y o w n id eas, a nd I r e ally w ante d th e o th er p ers o n to v ali- d ate w hat I was th in kin g, n o t o ffe r m e s o m eth in g e ls e to tr y .
We h av e a sk ed h und re d s o f le ad ers h o w o fte n th ey ta ke th e a d vic e p ro vid ed b y oth ers . F ro m w hat w e h av e s e en a necd ota lly fr o m th ese s im ple in te rv ie w s, a ro und th re e-q uarte rs o f th e ti m e a d vic e ty p ic ally i s n ’t p erc eiv ed a s h av in g v alu e. A nd w e can v ir tu ally g uara nte e th at if it is n o t p erc eiv ed a s h av in g v alu e, th e a d vic e w ill no t b e ta ken.
For th e re aso ns lis te d pre v io usly , peo ple usu ally re sis t ad vic e and se ld om fo llo w it. T hat d oes n o t m ean th at p eo ple n ev er ta ke a d vic e— yo u c an p ro bab ly th in k o f s itu ati o ns in w hic h y o u h av e b oth g iv en a nd r e ceiv ed a d vic e s u ccessfu lly .
A f r ie nd m ay h av e g iv en y o u a g re at s u ggesti o n to tr y , a nd y o u d id . O r y o u o ffe re d a pie ce o f a d vic e to a c o lle ague, a nd sh e to ok it a nd d ilig entl y im ple m ente d y o ur id ea. S o, c le arly , a d vic e h as its ti m e a nd p la ce— it ju st h ap pens to b e m uch la te r and m ore i n fr e q uentl y th an y o u m ay c urre ntl y b e th in kin g. M ost o fte n th e s u ccesse s occur w hen o ne p ers o n h as s p ecific ally a sk ed f o r a d vic e. W e w ill ta lk a b out w here and w hen y o ur a d vic e re ally c an m ake a d iffe re nce in th e c o achin g c o nv ers a ti o n la te r ( in Chap te r 9 , “ E xp lo re th e D esir e d S ta te ”). F or n o w , l e t’ s e xp lo re th e m usc le of a d vic e-g iv in g a nd h o w w e h av e b uilt o ur s tr e ngth i n th is a re a.
Advic e h as its tim e a n d p la ce— it ju st h appen s to b e m uch la te r a n d more i n fr e q u en tly t h an y o u m ay b e t h in kin g.
SO W HY D O W E K EEP G IV IN G A D VIC E?
Here a re s o m e o f th e m any r e aso ns f o r p erp etu ati n g o ur h ab it o f g iv in g a d vic e.
Our I n te ntio ns A re G ood We h o pe th at o th ers ju d ge u s o n o ur in te nti o ns, w hic h u nd erlie o ur b ehav io rs . In re ality , w e can re aso nab ly pre d ic t th at oth ers w ill actu ally ju d ge us on our 20 behav io rs — what w e s a y a nd d o a nd , u lti m ate ly , h o w w hat w e s a y a nd d o m ake oth ers f e el. O ur i n te nti o ns c anno t b e s e en o r f e lt, a nd th ere fo re , p eo ple w ill h av e to ta ke th e ti m e to h unt f o r th em i f th ey g et c urio us.
When w e o ffe r o ur a d vic e, i t i s a lm ost a lw ays w ith g o od i n te nti o ns: w e w ant to help o th ers so lv e th e p ro ble m s th ey a re fa cin g. W e c an se nse th e fr u str a ti o n o r te nsio n th at th ey ( o r w e) a re fe elin g, a nd w e c an id enti fy th e p ro ble m to b e s o lv ed in th eir s ta te m ents . S o w e j u m p i n , n o t e v en n o ti c in g th at w hen w e o ffe r a d vic e, w e hav e a g re ate r p ro bab ility o f s h utti n g d ow n th e c o nv ers a ti o n th an o f e xp and in g i t.
In f a ct, o ur e ffo rts to b e “ help fu l” a ctu ally w ork a t c ro ss-p urp ose s to th e f o cus o f co achin g: to gro w and dev elo p th e co achee. W hen w e are te m pte d to so lv e so m eo ne e ls e ’s p ro ble m , w e b eco m e a r o ad blo ck to th at p ers o n’s s o lv in g h er o w n pro ble m . O r, w e f r u str a te th e p ers o n a nd c ause th e c o nv ers a ti o n to s h ut d ow n.
Here is a p erfe ct e xam ple fr o m K ath le en o f h o w a sim ple su ggesti o n c an b e fr u str a ti n g:
I tr a v el a ll th e ti m e, o fte n to m ulti p le c iti e s a cro ss m ulti p le ti m e z o nes in any g iv en w eek. I n v aria b ly , I w ill c all h o m e a nd ta lk to m y h o neyb unch, D av e, who w ill a sk m e h o w I a m d oin g. S om eti m es, i f th e w eek h as b een c halle ngin g and th e tr a v el p re ssu re s h ig h, o ne o f m y r e sp onse s is , “ I’ m ti r e d .” In v aria b ly , he w ill s u ggest to m e, “ W hy d on’t y o u ta ke a n ap a t th e a ir p ort? ” ( B ew are o f ad vic e d is g uis e d a s q uesti o ns . . . th ey a re o fte n o ne a nd th e s a m e.) Here is w hat g o es th ro ugh m y h ead w hen h e s a ys th at: “ A re y o u n uts ? If I ta ke a n ap w hile I a m w aiti n g, I w ill mis s m y n ext p la ne. A nd o h, b y th e w ay, I don’t fa ll a sle ep s itti n g u p in a ir p orts . T hat w ould b e im possib le . T hat is n ’t go in g to h elp a t a ll!” A nd so m eti m es, w hat g o es th ro ugh m y h ead a ctu ally co m es o ut o f m y m outh . A nd y o u c an i m agin e w hat h ap pens n ext: m ore a d vic e.
“W ell, th en ta ke a n ap o n th e p la ne.” Botto m lin e: I a m not a n ap per. I n ev er h av e b een, a nd I n ev er w ill b e (o r a t le ast n o t in th e fo re se eab le fu tu re ). D av e is a s u p erb n ap per. H e lo ves nap pin g ( h e c alls i t m ed ita ti n g). H e c an p la y a r o und o f g o lf a nd p lo p i n to h is chair fo r a p ow er n ap . H e c an g et u p e arly to ta ke m e to th e a ir p ort, a nd re w ard h im se lf w ith a n ap . T here fo re , w hen h e h ears th at I a m ti r e d , h e o ffe rs th is s o lu ti o n— his s o lu ti o n— to m e. A nd th e c o nv ers a ti o n g o es d ow nhill f r o m th ere . W e h av e s to pped tr y in g to s o lv e th e p ro ble m o f m y b ein g ti r e d . W e a re both d efe nd in g o ur i d eas o n w hy th e o th er’s i d eas a re n o t r e ally w ork ab le .
We A re P re sse d f o r T im e In o ur w ork c o achin g a nd tr a in in g th o usa nd s o f le ad ers , o ne o f th e m ost fr e q uent co m pla in ts w e h ear fr o m th em is h o w ti m e-s ta rv ed th ey a re . R egard le ss o f th eir 21 ro le o r th e in d ustr y in w hic h th ey w ork , m ost le ad ers c o m pla in th at w hile th ey re co gniz e th e v alu e o f c o achin g a nd d ev elo pin g e m plo yees, th ey h av e th eir o w n challe nges i n m eeti n g d ead lin es a nd g etti n g th e w ork d one. T here a ls o s e em s to b e a c o m mon p erc ep ti o n th at “ co achin g ta kes to o lo ng.” H ow ev er, w e b elie v e th at when i t c o m es to c o achin g, y o u e ith er “ p ay n o w o r p ay l a te r.” When i t c o m es t o c o ach in g, y o u e ith er “ pay n ow o r p ay l a te r.” We als o belie v e th at co achin g does no t need to be fo rm al, sc hed ule d , and pre p la nned . In a ny m om ent, w hen a n e m plo yee a p pro aches h is m anager a nd a sk s, “W hat d o y o u th in k w e s h o uld d o h ere ?” a m anager c an tu rn th at in to a c o achin g dia lo gue b y a sk in g q uesti o ns: “ W hat d o y o u th in k? W hat h av e y o u a lr e ad y th o ught ab out? W hic h o ne o f th o se o pti o ns d o y o u l ik e? W hat w ould b e th e p ro s a nd c o ns? ” Now , w e c an g uara nte e th at th e m anager m ost l ik ely h as a n o pin io n a nd c o uld h av e offe re d it. In fa ct, th at is w hat th e natu ra l re fle x p ro bab ly is , giv en ho w m ost le ad ers h av e s tr e ngth ened th eir “ ad vic e-g iv in g m usc le s.” What if D av e had sim ply re sp ond ed to m y sta te m ent of “I am ti r e d ” w ith so m eth in g l ik e th is : “ T hat i s c o m ple te ly u nd ers ta nd ab le , g iv en y o ur tr a v el s c hed ule th is w eek. Is th at s o m eth in g y o u w ant to fix ? W hat m ig ht b e s o m eth in g y o u c o uld do?” T his sim ple re sp onse d oes th re e im porta nt th in gs: (1 ) it a ckno w le d ges th e sta te th at I a m i n , ( 2 ) i t c hecks to s e e i f I e v en w ant to s o lv e th is “ p ro ble m ” ( I m ig ht ju st b e c o m pla in in g), a nd ( 3 ) i t p uts th e b all b ack i n m y c o urt to f ix .
Giv in g F is h I s E asy Most r e ad ers h av e p ro bab ly h eard th e a d age “ G iv e a m an a f is h , a nd y o u f e ed h im fo r a d ay. T each a m an to f is h , a nd y o u f e ed h im f o r a l ife ti m e.” B y o ffe rin g a d vic e, we are esse nti a lly o ffe rin g o ur v ers io n o f fis h to o ur co lle agues. B y co achin g in ste ad , w e w ill help gro w th e cap acity of our co lle agues, so th at th ey can dete rm in e th eir o w n b est a cti o ns to ta ke.
If w e c an c o ach in d iv id uals to c o m e u p w ith th eir o w n s o lu ti o ns th at th ey a re co m mitte d to , th is w ill u lti m ate ly b e fa r m ore e ffe cti v e th an a “ b ette r” s o lu ti o n w e offe r th at th ey a re le ss c o m mitte d to . If w e w ante d to u se a fo rm ula to d em onstr a te th e d iffe re nce s u ggeste d b y th is a p pro ach, w e c o uld m easu re th e g ain a s f o llo w s:
Quality o f s o lu ti o n × l e v el o f C om mitm ent = B enefit l e v el To m ake th in gs e asie r, l e t’ s j u st s a y th at th e f o rm ula c an b e a b bre v ia te d to Quality × C om mitm ent = B enefit or Q × C = B 22 Scen ario 1 In th is s c enario , w e o ffe r a d vic e— a p re tty g o od s o lu ti o n, b ut o ne th at th e e m plo yee is n o t to ta lly c o m mitte d to . L et’ s s a y th at th e q uality o f th e s o lu ti o n is a n 8 o n a 1 - to -1 0 sc ale , and th e le v el of co m mitm ent th at th e em plo yee has to w ard im ple m enti n g th e s o lu ti o n i s 4 o n a 1 -to -1 0 s c ale .
Giv en th e f o rm ula Q × C = B , w e c o uld r e aliz e a b enefit o f 8 × 4 = 3 2 Scen ario 2 In th is s c enario , w e c o ach a n e m plo yee to a rriv e a t h is o w n s o lu ti o n. L et’ s e v en s a y th at giv en w hat w e kno w and can pre d ic t, his so lu ti o n is no t as artf u l or so phis ti c ate d a s o ur so lu ti o n— it h as so m e fla w s o r d ra w backs to it. T here fo re , le t’ s s a y th at th e q uality o f th e s o lu ti o n i s o nly a 6 o n a 1 -to -1 0 s c ale . B ut, s in ce th e em plo yee c am e u p w ith th e s o lu ti o n h im se lf, h e i s f a r m ore c o m mitte d to m akin g i t hap pen. C om mitm ent c lim bs to a n 8 o n th e 1 -to -1 0 s c ale .
Now , a p ply in g o ur f o rm ula , w e s e e th at Q × C = B w ould g iv e u s 6 × 8 = 4 8 The d iffe re nce in th e b enefit (4 8 v s. 3 2) re p re se nts a 3 3 p erc ent g ain o ver th e fir s t sc enario , ev en w hen w e im agin e th at th e so lu ti o n w ould p ote nti a lly b e o f lo w er q uality . T his , b y th e w ay, i s p ro bab ly a f a ulty a ssu m pti o n: th e p ers o n c lo se st to th e is su e is lik ely to b e th e o ne w ho c an fin d th e b est s o lu ti o n. S o, c o achin g co uld h av e e v en g re ate r p ayo ffs th an th is s im ple s c enario d ep ic te d h ere .
With a n e ye to w ard te achin g p eo ple h o w to f is h , w e w ill a ls o p ay a tte nti o n to th e lo ng-te rm sy ste m s and patte rn s. W e w ill ta lk m ore ab out th is in Chap te r 8 , “U nd ers ta nd th e C urre nt S ta te .” W hile w e c an h elp s o m eo ne fis h h er w ay o ut o f a sp ecific in cid ent o r challe nge, w e als o w ant to m ake su re th at sh e can fis h in multi p le s c enario s.
Let’ s g o b ack to th e c o nv ers a ti o n a b out ti r e d ness, tr a v elin g, a nd D av e. If h e hears th e c o m pla in t o f “ I a m ti r e d ” e v ery s in gle ti m e I a m o n th e r o ad , D av e m ig ht want to r a is e m y a w are ness o f th e p atte rn o f c o nsta ntl y b ein g ti r e d a nd c o m pla in in g ab out it. A quic k fix fo r o ne w eek o f ti r e d ness m ig ht n o t tr a nsla te to fix in g th e und erly in g p atte rn o r c ause . A d eep er o r b ro ad er a d ju stm ent m ig ht b e n ecessa ry .
Most syste m s u ltim ate ly fin d an eq u ilib riu m in w hic h ea ch party deve lo ps a p atte rn o f b eh avio r.
WE C REA TE O UR S Y ST EM S, A N D T H EN T H EY C REA TE U S We liv e w ith in s y ste m s. In fa ct, e v ery re la ti o nsh ip w e h av e— wheth er it is w ith 23 ano th er i n d iv id ual o r w ith a g ro up o f i n d iv id uals — is a s y ste m . I f w e c o nsid er w hat hap pens in s y ste m s, w e c an s e e th at m ost o f th em h av e a s e lf- re in fo rc in g d ynam ic .
Most s y ste m s u lti m ate ly f in d a n e q uilib riu m i n w hic h e ach p arty d ev elo ps a p atte rn of behav io r th at su p ports th e oth er party in th at sy ste m . M ary B eth O ’N eill illu str a te s th is sy ste m d ynam ic w ith tw o a rro w s, w hic h n atu ra lly re in fo rc e e ach oth er. E ach arro w re p re se nts o ne sid e o f th e sy ste m , w heth er it is yo u and an em plo yee, tw o p artn ers , a c hild a nd a p are nt, o r s o m e o th er r e la ti o nsh ip .
Pare nt-C hild S yste m Let us lo ok at th e sy ste m d ynam ic usin g th e p are nt- c hild sy ste m . A child w ho re fu se s to c le an h is r o om m ay f in d th at i f h e w aits l o ng e no ugh, h is m oth er o r f a th er will p ic k u p a fte r h im . O ver ti m e, b oth p arti e s ta citl y a gre e ( p erh ap s w ith o ut e v en bein g c o nsc io us o f th is a gre em ent) th at th e p are nts w ill n ag, th e c hild w ill ig no re th e w arn in gs, a nd th e p are nts w ill u lti m ate ly d o th e w ork . W hen p are nts b eco m e fr u str a te d b ecause th e c hild is n o t d oin g w hat th e p are nts w ant, th ey r a re ly lo ok a t th eir o w n c o ntr ib uti o n to th e e q uati o n ( i.e ., th ey u lti m ate ly s te p in a nd c le an u p th e mess).
Fig ure 2 -1 i s th e tw o-a rro w d ia gra m s h o w in g th e b ehav io r th at e ach s id e o f th e sy ste m engages in . T he pare nt nags, and th e child ig no re s th e w arn in g.
Ulti m ate ly , th e p are nts p ic k u p th e c hild ’s r o om .
Fig ure 2 -1 P are nt- C hild S yste m Manager-E m plo yee S yste m Now , le t us co nsid er th e sa m e sy ste m p ara d ig m as w e lo ok at th e w ay m any 24 managers a p pro ach th eir e m plo yees. I f th e m anager’s b ehav io r i s to p ro vid e a d vic e and s o lv e h er e m plo yees’ p ro ble m s, th e s y ste m ic r e sp onse fr o m h er e m plo yees is lik ely to i n clu d e w aiti n g to b e to ld th e r ig ht “ answ er” b y th e m anager a nd /o r g o in g to th e m anager f o r a d vic e o n p ro ble m s, a s s h o w n i n Fig ure 2 -2 .
Because s y ste m s te nd to b e s e lf- re in fo rc in g, w hen e m plo yees c o m e to u s w ith th eir p ro ble m s a nd w e r o uti n ely s o lv e th o se p ro ble m s b y o ffe rin g o ur g o od a d vic e, we w ill e nd u p r e in fo rc in g th is d ep end ent s y ste m . E m plo yees w ill e xp ect m anagers to so lv e th eir pro ble m s and w ill als o exp ect th e m anagers to ulti m ate ly be re sp onsib le f o r th eir r e su lts ( s in ce i t w as th e m anager’s a d vic e th at th ey f o llo w ed ).
While th is q uic k-fix a p pro ach w ill w ork in s o m e s itu ati o ns, it ty p ic ally d oes n o t help to g ro w a nd d ev elo p e m plo yees.
When w e w ork w ith le ad ers , o ne o f th e q uesti o ns w e a sk is , “ W hat w ould y o u lik e y o ur e m plo yees to b e a b le to d o?” In v aria b ly , th e a nsw ers c o m e q uic kly a nd sh are c o m mon th em es. M anagers w ant th eir e m plo yees ( a nd p eers a nd b osse s) to Fig ure 2 -2 M anager-E m plo yee S yste m : C re ati n g D ep end ence Solv e th eir o w n p ro ble m s.
Thin k c riti c ally a s th ey m ake d ecis io ns.
Learn to m ake i n cre asin gly c o m ple x d ecis io ns, w ith h ig her s ta kes.
Be p ro ducti v e.
Be i n no vati v e.
When w e c o m pare th is lis t to th e w ay th at e m plo yees in o ur sy ste m d ia gra m mig ht b ehav e ( c o m pla in a b out w hat is n o t w ork in g, h o pe fo r s o lu ti o ns a nd a d vic e fr o m th e m anager, w ho c an u lti m ate ly ta ke r e sp onsib ility ), w e s e e th at th e tw o s e ts of b ehav io rs se em a lm ost in co m pati b le . It is h ard to im agin e th at a sy ste m th at re in fo rc es e m plo yees c o m in g to th eir m anagers fo r a d vic e w ould a ls o e nco ura ge 25 th e s a m e e m plo yees to s o lv e th eir o w n p ro ble m s a nd m ake c riti c al d ecis io ns w hen th e s ta kes a re h ig h.
Tw o S te ps f o r C hangin g t h e S yste m The g o od n ew s h ere i s th at i f y o u c an i d enti fy th e s y ste m , y o u c an c hange i t. I f y o u are ab le to id enti fy th e p atte rn o f b ehav io r th at yo u and th e o th er p arty hav e unkno w in gly e sta b lis h ed , y o u c an b egin to id enti fy h o w to c hange th e s y ste m . T he sim ple p ro cess i n v olv es tw o s te p s:
1 .
Id enti fy th e c hange th at y o u w ant to s e e o n th e oth er s id e o f th e s y ste m .
2 .
Id enti fy th e b ehav io rs th at yo u n eed to c hange to p ro m ote th e n ew b ehav io rs on th e o th er s id e.
In o ur p re v io us e xam ple , w e h av e a lr e ad y d one p art o f th e w ork . Y ou s ta rt b y id enti fy in g th e b ehav io r th at y o u w ant to s e e fr o m th e o th er s id e o f th e s y ste m . In th is case , m anagers sa y th at th ey w ant em plo yees w ho are in no vati v e and pro ducti v e, and w ho use criti c al decis io n-m akin g sk ills to so lv e th eir ow n pro ble m s.
Then, th e se co nd ste p in v olv es a sk in g th e q uesti o n, “ W hat d o I n eed to d o to pro m ote em plo yees w ho are in no vati v e and pro ducti v e, and w ho use criti c al decis io n-m akin g s k ills to s o lv e th eir o w n p ro ble m s? ” T ake ti m e r ig ht n o w to r e ally co nsid er th e answ er to th is questi o n befo re re ad in g fu rth er. H ow w ould yo u re sp ond ? H ow w ould yo u change th e dynam ic th at has been esta b lis h ed and re in fo rc ed b y b oth p arti e s?
Chances a re , y o u h av e p ro bab ly id enti fie d s o m e o f th e fo llo w in g b ehav io rs a s part o f a p ote nti a l c hange i n h o w y o u c o uld a p pro ach th e s y ste m :
Ask q uesti o ns to p ro m ote th e em plo yee’s th o ught p ro cesse s and d ecis io n- makin g s k ills .
Ask th e e m plo yee f o r h er b est th in kin g r e gard in g h o w to p ro ceed .
Ask th e e m plo yee w hat th e a d vanta ges a nd d is a d vanta ges a re to th e s o lu ti o n he i s c o nsid erin g.
Defin e p ara m ete rs fo r th e ty p es o f d ecis io ns th at n eed in p ut a nd in v olv em ent fr o m y o u a nd th e ty p es o f d ecis io ns th at th e e m plo yee c an m ake o n h is o w n.
Enco ura ge c alc ula te d r is k ta kin g.
Be w illin g to s u p port a n i n no vati v e d ecis io n th at m ig ht b e “ new ” a nd u nte ste d .
Be w illin g to end ors e th e em plo yee’s acti o ns, ev en if yo u m ig ht hav e a “b ette r” s o lu ti o n ( re m em ber th e Q × C = B f o rm ula !) .
Rew ard e m plo yees f o r i n no vati v e b ehav io rs — and r e su lts .
Fig ure 2 -3 s h o w s h o w th is n ew d ynam ic m ig ht l o ok i n ste ad .
26 Fig ure 2 -3 M anager-E m plo yee S yste m : C re ati n g E m pow erm ent a nd G ro w th So W hat H appens W hen t h e S yste m C hanges?
Let’ s a ckno w le d ge th at c hangin g a ny b ehav io r o fte n r e q uir e s a f a ir d egre e o f e ffo rt, in a d diti o n to i n te nti o n a nd c o m mitm ent. T his i s tr u e f o r y o u, a nd i t w ill b e tr u e f o r yo ur em plo yees and o th ers w ho m yo u co ach. In fa ct, th e p ro cess fo r m akin g a behav io r c hange i s s o w ell s tu d ie d a nd d ocum ente d th at w e w ill b e s p end in g a f a ir am ount o f ti m e e xp lo rin g th is i n Chap te r 1 2 : “ C hange I s th e Y ard sti c k.” For n o w , l e t’ s j u st s a y th at i f y o u b egin to c hange th e s y ste m y o u a re i n , y o u w ill pro bab ly exp erie nce so m e re sis ta nce fr o m o th ers in th e sy ste m , ev en w hen th e changes are cle arly fo r th e bette r. W hy? W ell, sin ce sy ste m s te nd to fin d an eq uilib riu m th at b eco m es s e lf- re in fo rc in g a nd fa ir ly p re d ic ta b le , w hen y o u m ake a change, y o u a re in e sse nce th ro w in g th e s y ste m o ut o f its e q uilib riu m . D o n o t b e ala rm ed i f y o u a ctu ally s e e more o f th e b ehav io r th at y o u a re tr y in g to c hange.
If yo u beg in to ch an ge th e syste m yo u are in , yo u w ill pro bably ex perie n ce s o m e r e sis ta n ce f r o m o th ers .
Any p are nt w ho h as c hanged a te chniq ue w ith a c hild k no w s th is p atte rn w ell. I f th e c hild i s u se d to g etti n g a s tr ic t a d m oniti o n w hen s h e d oes s o m eth in g w ro ng, a nd th e p are nt d ecid es th at s ile nce i s a b ette r r e sp onse , th e c hild w ill o fte n e sc ala te th e behav io r to g et th e o ld , f a m ilia r r e acti o n f r o m th e p are nt.
Managers w ho tr y to c hange th eir s ty le o f c o achin g w ith th eir e m plo yees o fte n re p ort b ack s o m eth in g lik e th e fo llo w in g: “ A fte r a fe w m in ute s o f m y a sk in g m y em plo yee q uesti o ns, h e fin ally s a id , ‘S to p a sk in g m e q uesti o ns! J u st g iv e m e th e answ er. T ell m e w hat to d o.” ” 27 Pourin g o ut th e te a m ay re p re se nt a c halle nge fo r e ith er o r b oth sid es o f th e sy ste m . B ut i t i s h elp fu l to r e m em ber h o w r e fr e sh in g a n ew c up o f te a m ig ht b e.
Take a fe w m in ute s to c o m ple te th e fo llo w in g w ork sh eet, w hic h w ill a sk y o u to id enti fy th e s y ste m b ehav io rs th at y o u a nd y o ur e m plo yees a re d em onstr a ti n g. Y ou will th en h av e a c hance to d ete rm in e th e b ehav io rs th at m ig ht b e r e q uir e d to s h ift th e s y ste m d ynam ic th at is c urre ntl y in p la ce. T ry to c o m ple te th is a sse ssm ent a s if yo u w ere a th ir d -p arty o bse rv er, n o ti c in g e ach p arty ’s b ehav io rs — yo urs a nd y o ur em plo yees’.
Refle ctio n: Y our C urre nt D ynam ic Id enti fy th e p atte rn s o f b ehav io r th at y o u a nd y o ur e m plo yees ty p ic ally f a ll i n to .
We h av e l is te d a s m all s a m ple o f p ote nti a l b ehav io rs a nd d esc rip ti o ns th at y o u mig ht a d opt ( s e e Fig ure 2 -4 ); f e el f r e e to a d d y o ur o w n to r e fle ct y o ur u niq ue situ ati o n.
L is te nin g f o r th e “ p ro ble m s” i n w hat th e o th er p ers o n i s ta lk in g a b out O ffe rin g a d vic e o r s u ggesti o ns ( s o m eti m es i n th e f o rm o f q uesti o ns, to o:
“H av e y o u th o ught a b out tr y in g . . . ? ”) T ellin g th em w hat I w ould d o i f I w ere i n th eir s h o es Fig ure 2 -4 Y our C urre nt B ehav io rs S uggesti n g th at th ey ta lk to s o m eo ne e ls e i n th e o rg aniz a ti o n w ho c an o ffe r bette r a d vic e S harin g m y p oin t o f v ie w r e gard in g th e p ro s a nd c o ns o f th e p ath b ein g co nsid ere d A void in g e m plo yees w ho c o nsta ntl y c o m pla in a b out th e s a m e to pic s B ein g s o b usy a nd i n accessib le th at e m plo yees w on’t b rin g u p i s su es unle ss th ey r e ally n eed h elp f r o m m e A sk in g w hat s u p port th e i n d iv id ual i s l o okin g f o r r e gard in g th e p ro ble m a t hand A sk in g w hat s o lu ti o ns th e e m plo yee h as a lr e ad y th o ught a b out tr y in g A sk in g th e i n d iv id ual f o r h is a sse ssm ent o f th e p ro s a nd c o ns o f th e p ath bein g c o nsid ere d O th er:_ ________________________ 28 Now , i d enti fy th e b ehav io rs o r p atte rn s y o u n o ti c e w hen y o u r e fle ct o n h o w y o ur em plo yees i n te ra ct w ith y o u ( s e e Fig ure 2 -5 ). S ele ct a ll th at a p ply , o r a d d y o ur ow n.
C om pla in in g a b out p ro ble m s th at th ey a re f a cin g o r “ d um pin g” th em i n y o ur la p to s o lv e A sk in g y o u f o r a d vic e o r s u ggesti o ns r e gard in g h o w to r e so lv e th e i s su es a t hand P re se nti n g y o u w ith m ulti p le p ossib le s o lu ti o ns a nd a sk in g y o u to c ho ose th e p ath th at th ey s h o uld ta ke Fig ure 2 -5 C urre nt E m plo yee B ehav io rs A void in g ta lk in g to y o u o r g etti n g y o ur o pin io n u nle ss th ey a b so lu te ly h av e to D em onstr a ti n g a l e arn ed h elp le ssn ess r e gard in g th e p arti c ula r i s su e a t h and L ackin g th e i n iti a ti v e to s o lv e th e p ro ble m d ir e ctl y o r i n a n ew m anner P re se nti n g th e b ackgro und o f th e s itu ati o n, s h arin g th eir s e le cte d s o lu ti o n and r a ti o nale , a nd a sk in g f o r c o nfir m ati o n o r a ny d iffe re nt p oin ts o f v ie w O th er:_ ________________________ While y o u m ay h av e s e le cte d m any o f th e b ehav io rs lis te d in th e w ork sh eet, it may b e h elp fu l to s u m mariz e th e k ey d ynam ic th at h as b een e sta b lis h ed b etw een y o u and y o ur e m plo yees. W ould y o u d esc rib e th e d ynam ic a s “ I o rd er; th ey d o” o r “ I giv e a d vic e; th ey i m ple m ent i t” o r “ I e m pow er; th ey ta ke i n iti a ti v e”?
Now le t us ta ke th e se co nd ste p need ed to change th e d ynam ic . In th e next work sh eet, yo u w ill be ask ed to fir s t id enti fy th e behav io rs th at yo u w ant to culti v ate i n y o ur e m plo yees. T hen, y o u w ill a sk y o urs e lf w hic h b ehav io rs y o u n eed to d em onstr a te i n o rd er to p ro m ote th e n ew c hange i n th e s y ste m .
29 Refle ctio n: D esir e d D ynam ic What a re th e n ew b ehav io rs th at y o u w ant to f o ste r i n y o ur e m plo yees ( s e e Fig ure 2-6 )? C heck a ny th at a p ply , a nd f e el f r e e to a d d a d diti o nal b ehav io rs .
Fig ure 2 -6 D esir e d E m plo yee B ehav io rs T ake m ore c alc ula te d r is k s B e m ore i n no vati v e i n th eir a p pro ach to p ro ble m s o lv in g T ake m ore i n iti a ti v e to d ete rm in e th e r o ot c ause s o f p ro ble m s a nd a d dre ss th em T hin k m ore b ro ad ly a nd s tr a te gic ally ; u nd ers ta nd th e i m pact o n th e busin ess P ro vid e th e r a ti o nale a nd p ro pose d s o lu ti o n to m e w hen i n d oub t T hin k c riti c ally a nd m ake c o m ple x d ecis io ns, e v en w hen f a ced w ith am big uity o r i n co m ple te i n fo rm ati o n O th er:_ _______________________ Now , w hat w ill y o u n eed to d o d iffe re ntl y to e nco ura ge y o ur e m plo yees to a ct i n th e w ay y o u h av e j u st e nv is io ned ( s e e Fig ure 2 -7 )? B efo re y o u i d enti fy b ehav io rs to d em onstr a te , r e sp ond to th e n ext f e w q uesti o ns, w hic h a sk y o u to r e fle ct o n y o ur und erly in g b elie fs a nd m enta l m odels r e gard in g y o ur r o le i n c o achin g y o ur em plo yees.
1. W hat a re y o ur u nd erly in g b elie fs a b out y o ur e m plo yees— th eir p ote nti a l, th eir c o ntr ib uti o n, a nd th eir i n te re st i n g ro w in g a nd d ev elo pin g th em se lv es?
30 Fig ure 2 -6 D esir e d E m plo yee B ehav io rs 2. H ow d o y o u b elie v e th at y o u a d d v alu e i n y o ur r o le i n c o achin g y o ur em plo yees ( a nd c o lle agues)? A re th ere o th er w ays to a d d v alu e th at y o u hav e n o t ta p ped i n to y et?
3. W hat w ould y o u l ik e y o ur c o ntr ib uti o n to b e? W hat r o le w ould y o u env is io n f o r y o urs e lf th at w ould b rin g o ut th e b est v ers io n o f y o urs e lf a nd yo ur e m plo yees?
Giv en y o ur r e sp onse s, w hat b ehav io r c hanges d o y o u w ant to m ake to c hange th e s y ste m y o u a re i n c urre ntl y ?
A sk w hat s u p port th e i n d iv id ual i s l o okin g f o r r e gard in g th e p ro ble m a t hand A sk w hat s o lu ti o ns th e i n d iv id ual h as a lr e ad y th o ught a b out tr y in g A sk th e i n d iv id ual f o r h er a sse ssm ent o f th e p ro s a nd c o ns o f th e p ath b ein g co nsid ere d E nco ura ge r is k ta kin g a nd i n no vati o n A llo w e xp erim enta ti o n a nd s o lu ti o ns th at m ig ht n o t h av e b een y o ur f ir s t pre fe re nce P ush th e a uth o rity f o r l a rg er d ecis io ns d ow n to c ap ab le e m plo yees R ew ard a nd s u p port p ositi v e i m pro vem ents O th er:_ ____________________________ 31 Good in te nti o ns d o n o t n ecessa rily a lig n w ith g o od a cti o ns. T here fo re , a s w e move th ro ugh th e v ario us s e cti o ns o f th e b ook, w e w ill a sk y o u to i d enti fy th e s te p s yo u w ill ta ke a nd th e c o m mitm ents y o u w ill m ake to b eco m e a b ette r c o ach. W e in v ite y o u to c ap tu re y o ur n ext a cti o n s te p s in o ne d ocum ent, s o th at y o u w ill h av e yo ur o w n d ev elo pm ent p la n in p la ce w hen y o u fin is h r e ad in g th is b ook. B ase d o n th e w ork y o u h av e ju st c o m ple te d , a s y o u h av e e xam in ed th e s y ste m d ynam ic s o f yo ur re la ti o nsh ip s, w e w ould lik e y o u to c ap tu re th e k ey le arn in g ta keaw ays a nd acti o ns th at y o u i n te nd to ta ke.
Man agers b elie ve t h at t h ey c o ach f a r m ore o fte n t h an t h eir e m plo ye es belie ve t h ey d o.
YO U T H IN K Y O U A R E C O AC H IN G — DO TH EY One o f th e i n te re sti n g c o nclu sio ns w e h av e c o m e to i n o ur w ork a nd r e se arc h i s th at managers b elie v e th at th ey c o ach fa r m ore o fte n th an th eir e m plo yees b elie v e th ey do. O ne o f o ur la rg e te le co m c lie nts c o nd ucts a nnual e m plo yee o pin io n s u rv eys to gath er d ata re gard in g th e p erfo rm ance o f m anagers a nd th e o vera ll o rg aniz a ti o n.
The c o m pany h as d esc rib ed th is p heno m eno n a s r e p orte d b y th e e m plo yee o pin io n su rv ey d ata :
Managers b elie v e th at th ey a re p ro vid in g c o achin g to e m plo yees a nd sc o re th em se lv es h ig h.
Em plo yees re sp ond to th e s u rv ey b y s ta ti n g th at th ey re ceiv e littl e c o achin g fr o m th eir l e ad ers a nd s c o re th eir l e ad ers l o w o n th is e le m ent.
How c an th is b e? W hat m ig ht e xp la in th is d is c re p ancy i n p oin ts o f v ie w ?
If y o u a p ply th ese c o nclu sio ns to y o urs e lf r ig ht h ere , c hances a re th at y o u b elie v e yo u a re a cti v ely e ngaged in c o achin g y o ur te am m em bers , a nd y o u w is h th at y o ur manager w ould g iv e y o u m ore v alu ab le c o achin g, ti m e, a nd a tte nti o n.
When w e w ork w ith g ro up s o f le ad ers a nd a sk th em h o w th ey c urre ntl y c o ach em plo yees a nd e ngage i n c o achin g c o nv ers a ti o ns, th ey u su ally l is t s e v era l a cti v iti e s and w ays i n w hic h th ey p ro vid e co achin g a nd d ev elo pm ent f o r th eir te am m em bers .
We w ould lik e y o u to c o m ple te th e s a m e b rie f s e lf- a sse ssm ent in th e w ork sh eet pro vid ed h ere . B e h o nest w ith y o urs e lf: w hic h a cti v iti e s d o y o u e ngage in th at su p port th e g ro w th a nd d ev elo pm ent o f y o ur e m plo yees? C heck a ll o f th e b oxes th at ap ply , a nd a d d y o ur o w n b ehav io rs to th e l is t i f y o u d o n o t s e e th em h ere .
Ways I C oach M y E m plo yees N ow A nnual ( o r s e m ia nnual) f o rm al p erfo rm ance r e v ie w d is c ussio ns 32 R egula rly s c hed ule d o ne-o n-o ne m eeti n gs S pot c o achin g: i n fo rm al d is c ussio ns r e la te d to i s su es th at a ris e P ro vid in g p erfo rm ance f e ed back ( p ositi v e a nd n egati v e) R egula r d is c ussio ns r e gard in g c are er d ev elo pm ent R egula rly r e v ie w in g d ev elo pm ent g o als a nd p ro gre ss, a nd c re ati n g n ext ste p s P ro vid in g o pportu niti e s f o r s k ill e xp ansio ns ( s tr e tc h a ssig nm ents , e tc .) B ein g a “ co nnecto r” — help in g e m plo yees b uild n etw ork s w ith o th er u se fu l peo ple S up porti n g f o rm al tr a in in g a nd d ev elo pm ent e ffo rts O th er:_ _________________________________ Chances are th at yo u engage in so m e su b se t o f th ese b ehav io rs , ta kin g m ore re gula r a cti o n o n s o m e o f th ese i te m s a nd g iv in g l e ss a tte nti o n to o th ers .
Now , w e w ould lik e y o u to re v ie w th e lis t y o u h av e c hecked a nd a sk y o urs e lf wheth er th e f o cus o f e ach p arti c ula r a cti o n i s r e ally o n c o achin g y o ur e m plo yees. A use fu l q uesti o n to a sk a s th e litm us te st is , “ D oes th is a cti o n g ro w m y e m plo yees’ cap ab ility o r im pro ve th eir p erfo rm ance?” G o a head a nd d o th at n o w . C ir c le o r pla ce a n e xtr a c heck m ark n ear th e a cti v iti e s y o u e ngage in th at tr u ly g ro w y o ur em plo yees.
How Y ou C om pare t o O th ers Most m anagers w e w ork w ith s ta te th at th ey h av e o ne-o n-o ne m eeti n gs w ith th eir em plo yees. W hen w e a sk w hat p erc enta ge o f th e ti m e is s p ent o n w hic h ty p es o f dis c ussio ns in th ese one-o n-o ne m eeti n gs, m ost m anagers w ill co nclu d e th at ap pro xim ate ly 8 5 to 9 0 p erc ent o f th e ti m e is c o nsu m ed w ith p ro je ct o r ta sk s ta tu s up date s. T he em plo yee up date s th e m anager on w here th e pro je ct sta nd s, th e manager a sk s q uesti o ns, a nd th e e m plo yee s h are s th e n ext s te p s o r m ile sto nes o n th e ho riz o n. If w e pose th e litm us te st questi o n, “D oes th is gro w th e em plo yee’s cap ab ility or im pro ve his fu tu re perfo rm ance?” w e w ould pro bab ly hav e to ho nestl y a nsw er, “ N ot re ally .” T hat le av es th e re m ain in g 1 0 to 1 5 p erc ent o f th e ti m e f o r th e c o achin g p art o f th e c o nv ers a ti o n.
Most m anagers a ls o a d m it to h o ld in g p erfo rm ance re v ie w d is c ussio ns b ut le ss fr e q uentl y e ngagin g i n c are er d ev elo pm ent d is c ussio ns. F ew l e ad ers h av e a s y ste m or p ro cess fo r r e gula rly in q uir in g a b out a nd fo llo w in g u p w ith d ev elo pm ent p la ns fo r th eir e m plo yees. I n f a ct, m any o rg aniz a ti o ns w e w ork w ith s tr u ggle w ith h o w to help e m plo yees b uild r ic h, r o bust, in te re sti n g d ev elo pm ent p la ns fo r th em se lv es. It se em s a s th o ugh m any f o lk s— em plo yees a nd l e ad ers a lik e— go th ro ugh th e m oti o ns to co m ply w ith org aniz a ti o nal sy ste m re q uir e m ents but fa il to re ally build 33 dev elo pm ent p la ns th at w ill m ake a d iffe re nce to th e e m plo yee, o r th e o rg aniz a ti o n, in th e l o ng r u n.
Most le ad ers p ro vid e fe ed back to e m plo yees, a nd a lm ost a ll o f th e le ad ers w e hav e w ork ed w ith b elie v e th at th ey c o uld d o a b ette r j o b h ere , a nd p ro vid e i t m ore fr e q uentl y .
So, i f y o ur a nsw ers a lig n w ith w hat w e s e e i n g enera l, y o u a re i n g o od c o m pany.
Now th e q uesti o n to a sk is w heth er y o u lik e th e c o m pany y o u a re k eep in g! If y o u are r e ad in g th is b ook, y o u h av e p ro bab ly a lr e ad y s e t a h ig her s ta nd ard f o r y o urs e lf —wanti n g to im pro ve y o ur le ad ers h ip e ffe cti v eness a nd th e p erfo rm ance o f th o se who m y o u a re c o achin g. W e b elie v e y o u w ill b e a b le to ta ke s o m e v ery p ra cti c al, ta ngib le a cti o ns a nd to ols fr o m th is b ook th at w ill m ake th e d iffe re nce to y o ur co achin g s k ills .
Mak e Y our C oach in g V is ib le Now , assu m in g th at m any em plo yees are no t giv in g yo u th e cre d it yo u m ig ht dese rv e fo r th e ti m e yo u are in v esti n g in co achin g and dev elo pin g th em , th e questi o n to c o nsid er i s w heth er th ere i s v alu e i n m akin g y o ur c o achin g m ore v is ib le to yo ur em plo yees. W hat w ould be th e benefits to yo u, yo ur te am , and th e org aniz a ti o n if y o u tr u ly c re ate d a c o achin g c ultu re — one in w hic h y o u e xp re ssly dem onstr a te d c o achin g f o r th e s a ke o f g ro w in g a nd d ev elo pin g e m plo yees? W hat i s th e v alu e o f e m plo yees p erc eiv in g th at y o u a re i n v esti n g i n th eir g ro w th a nd c are er pote nti a l?
While th ese m ay s e em lik e r h eto ric al q uesti o ns a t th e m om ent, w e a ctu ally w ill sh are s o m e o f th e i n te re sti n g s tu d ie s w e h av e c o nd ucte d th at p oin t to th e r e al v alu e of i n cre asin g o ur c o achin g e ffe cti v eness. Y ou w ill r e ad m ore a b out th at i n th e n ext chap te r. W e w ill d is c uss h o w c o achin g a ctu ally b uild s r e la ti o nsh ip s. W e w ill a ls o dis c uss th e p ow er o f m akin g y o ur b ehav io r c hanges v is ib le , a nd h o w to d o th is , in Chap te r 1 6 , “ S ig nalin g th e L ane C hange.” Suffic e i t to s a y th at m ost o f u s c o uld m ake a p ow erfu l a rg um ent f o r th e b enefits of co achin g. In v esti n g in o ur em plo yees b y co achin g th em and exp and in g th eir cap ab ility w ill h elp u s, th em , a nd th e o rg aniz a ti o n.
Evo ca tio n i s b ette r t h an e d u ca tio n — if w e c a n d ra w t h e s o lu tio n o u t o f ou r c o ach ees, t h e r e su lts a re f a r g re a te r.
WHAT W E BELIE V E: UNDER LY IN G TEN ETS OF OUR APPR O AC H T O C O AC H IN G So, w hat a re th e k ey te nets th at u nd erlie o ur a p pro ach to c o achin g? H ere a re a f e w 34 belie fs th at fo rm a fr a m ew ork fo r h o w w e v ie w c o achin g. In th e c hap te rs to c o m e, we w ill exp lo re ho w to m ake th e ap plic ati o n of th ese co ncep ts ta ngib le and pra cti c al.
1 .
Peo ple c hange w hen th ey fe el th e n eed to d o s o . M ost o f u s w ill n o t c hange because s o m eo ne e ls e w ants u s to , u nle ss th e c o nse q uences o f not c hangin g are s ig nific ant a nd im porta nt to u s. W hen o th ers re q uest u s to m ake c hanges th at w e d o n o t g enuin ely w ant to m ake, a ny b ehav io r c hange is lik ely to b e eith er te m pora ry o r carrie d o ut as a re su lt o f a se nse o f co m plia nce, no t co m mitm ent.
2 .
Makin g m ajo r c hanges in o ur b ehav io rs is n o t e asy ; in fa ct, c hange ty p ic ally re q uir e s a g re at d eal o f e ffo rt. H ow ev er, w hen p eo ple a re c o m mitte d to th e change th ey w ant to m ake, it is a b so lu te ly p ossib le . In fa ct, c o m mitti n g to th e change is h alf th e b attl e , a nd w e u su ally h av e to w eig h th e p ro s a nd c o ns a nd se e a c le ar b ala nce i n o ur f a v or b efo re w e w ill a ct.
3 .
It is c riti c al to g et th e c o achee in v olv ed in th e c o nv ers a ti o n a nd th e p ro cess.
We c anno t a ssu m e th at w hat w e w ant a nd d esir e w ill e v er b e w hat th o se w e are c o achin g w ant a nd d esir e . O ur b est a d vic e w ill s e ld om b e a s u se fu l a s th eir g o od id eas, a s th ey w ill b e e xecute d w ith a h ig her le v el o f c o nv ic ti o n and c o m mitm ent.
4 .
Sin ce o ur c o achees a re c lo se r to th e is su e, th ey a re in th e b est p ositi o n to dete rm in e w hat th e s o lu ti o n m ig ht b e. E vocati o n is b ette r th an e d ucati o n— if we c an d ra w th e s o lu ti o n o ut o f o ur c o achees, th e r e su lts a re f a r g re ate r th an i f we a ssu m e th e “ te achin g” a nd a d vic e-g iv in g r o le .
5 .
You s ti ll g et to h av e a p oin t o f v ie w . E sp ecia lly a s a m anager c o achin g y o ur dir e ct re p orts , y o u w ill h av e a p oin t o f v ie w a nd w ant to b rin g it in to th e co nv ers a ti o n. W e are no t ask in g yo u to sta y sile nt w hile yo ur co achee str u ggle s o r tu rn s to y o u f o r g uid ance. H ow ev er, w e w ill e xp lo re w hy th e r ig ht ti m e to o ffe r y o ur i n sig hts i s n early a lw ays a fte r th e c o achee’s tu rn .
6 .
As a r u le , c o lla b ora ti o n a nd p artn erin g a re m ore e ffe cti v e th an c o nfr o nta ti o n.
How ev er, w hen y o u h av e e arn ed th e rig ht to d o s o (b ase d o n a tr u st- b ase d re la ti o nsh ip ), c halle ngin g i s a n i m porta nt p art o f th e c o nv ers a ti o n.
Chapte r S um mary We n eed to e m pty o ur c up s— our tr a d iti o nal w ays o f th in kin g a b out a nd h av in g co achin g c o nv ers a ti o ns— to m ake r o om f o r n ew te a.
We w ill w ant to exp ose and unle arn so m e of our hab itu al re acti o ns and patte rn s o f b ehav in g w ith th o se w e c o ach.
What m akes a ll o f th is d iffic ult i s th at w e h av e a l o t to o ffe r, a nd g iv in g a d vic e se em s e ffic ie nt, e v en th o ugh i t i s n ’t i n th e e nd .
If w e a re tr u ly tr y in g to g ro w a nd e xp and th e c ap ab ility o f o ur c o achees, w e must te ach th em h o w to f is h .
35 Q × C = B . T he q uality o f th e id ea, m ulti p lie d b y th e c o m mitm ent to th e id ea, will u lti m ate ly p ro duce th e o vera ll b enefit.
We liv e in sy ste m s; a nd m ost sy ste m s a re se lf- re in fo rc in g— unti l th ey sto p work in g or w e change th em . A re yo u re in fo rc in g a sy ste m th at pro m ote s dep end ence, o r a re y o u r e in fo rc in g a s y ste m th at p ro m ote s e xp ansiv e th in kin g, criti c al d ecis io n m akin g, a nd e m pow erm ent?
Makin g yo ur co achin g vis ib le has its ow n payo ffs — make su re th at yo ur em plo yees se e th at y o u a re m akin g ti m e fo r c o achin g a nd d ev elo pin g th em .
The r e w ard s a re i m mense .
36 Chapte r 3 Pay N ow o r P ay L ate r T he I m pact o f C oach in g C O AC H IN G A N D B U SIN ESS O UTC O M ES A s pro m is e d in Chap te r 1 , th is c hap te r b egin s w ith so m e re se arc h sh o w in g th e i m pact o f co achin g o n a v arie ty o f b usin ess o utc o m es.
Fig ure s 3 -1 th ro ugh 3-5 d is p la y th e c o rre la ti o n b etw een v ario us le v els o f le ad ers ’ c o achin g e ffe cti v eness, a s measu re d by a 360-d egre e fe ed back in str u m ent th at measu re s co achin g c o m pete ncie s, a nd a v arie ty o f o th er o utc o m es.
Fig ure 3 -1 co m pare s v ary in g le v els o f em plo yee co m mitm ent w ith co achin g e ffe cti v eness. W hat le ad er would n’t want gung-h o , tu rn ed -o n em plo yees?
E very th in g g o es b ette r w hen th e o rg aniz a ti o n i s p opula te d w ith s u ch p eo ple .
As y o u p ond er th is a nd th e fo llo w in g c harts , o ne q uesti o n th at m ay a ris e is , “ S o a re y o u s a yin g th at b ette r c o achin g c ause s e m plo yees to b e m ore c o m mitte d a nd e ngaged ?” T he answ er to th at q uesti o n co uld b e, “N o, th e fa ct th at th in gs are c o rre la te d d oes n o t p ro ve th at o ne c ause s th e o th er. I t o nly p ro ves th at th ere i s s o m e s tr o ng c o nnecti o n b etw een th em . It m ay b e th at A d oesn ’t c ause B , b ut in ste ad B c ause s A . O r i t m ay b e th at s o m eth in g e ls e th at th ey s h are i n c o m mon c ause s b oth .” F ig ure 3 -1 C oachin g E ffe cti v eness v s. E m plo yee E ngagem ent a nd C om mitm ent 37 Em plo yees w hose m anagers are m ore effe ctiv e at co ach in g expre ss m ore sa tis fa ctio n a nd c o m mit m ent.
It i s p ossib le th at h ig hly e ngaged e m plo yees m ay b e m ore r e cep ti v e to c o achin g.
Som e m ay ev en sp ecific ally ask fo r co achin g fr o m th eir m anagers . M uch of sc ie nce, h o w ev er, is b ase d o n d is c o verin g th in gs th at g o to geth er. W e b elie v e th at th ere i s g o od e v id ence to s u p port th e f a ct th at e ffe cti v e c o achin g p ro duces p ositi v e org aniz a ti o nal o utc o m es.
One w ay o f m easu rin g co m mitm ent is b y th e le v el o f effo rt p ut fo rth b y th e in d iv id ua l.
Fig ure s 3-2 and 3-3 are co m ple m enta ry .
Fig ure 3-2 sh o w s th e co rre la ti o n b etw een le ad ers ’ c o achin g e ffe cti v eness a nd th eir e m plo yees’ o vera ll effo rt, w hile Fig ure 3 -3 s h o w s th e r e la ti o nsh ip b etw een c o achin g e ffe cti v eness a nd em plo yees’ exp re ssio n of sa ti s fa cti o n w ith th eir le v el of in v olv em ent in th e org aniz a ti o n.
RED UCIN G T U RNO VER Org aniz a ti o ns in v est h eav ily in r e cru iti n g a nd tr a in in g e m plo yees. R eta in in g ta le nt is a c entr a l f o cus o f m ost o rg aniz a ti o ns, a nd i t i s c o m mon f o r o rg aniz a ti o ns to h av e go od m easu re s o f r e te nti o n a nd e m plo yee tu rn o ver. B ut s u ch m easu re s a re a lw ays afte r th e fa ct— tu rn o ver is m easu re d only in hin d sig ht. H ow ev er, th ere is one measu re th at has been sh o w n to be an excelle nt pre d ic to r of tu rn o ver. A sk em plo yees a b out th e e xte nt to w hic h th ey a re th in kin g a b out q uitti n g a nd g o in g to ano th er o rg aniz a ti o n, a nd y o u w ill h av e a n in d ic ati o n o f h o w lik ely it is th at th o se em plo yees w ill q uit. A s a r o ugh m easu re , in n o rm al ti m es, a p pro xim ate ly o ne-h alf of th e peo ple w ho te ll yo u th at th ey are th in kin g ab out quitti n g w ill actu ally te rm in ate w ith in th e n ext 1 2 to 1 8 m onth s.
Fig ure 3 -2 C oachin g E ffe cti v eness v s. E ffo rt 38 Em plo yees in dic a te d th e e xte nt to w hic h th e c o m pany “ in sp ir e s o ne to p ut fo rth a g re at d eal o f e ffo rt e very d ay.” Fig ure 3 -3 C oachin g R eceiv ed v s. S ati s fa cti o n w ith I n v olv em ent Em plo yees w ho r e ce iv e c o ach in g a nd fe edback a re m ore s a tis fie d w it h th eir in volv em ent.
Fig ure 3 -4 C oachin g E ffe cti v eness v s. I n te nti o n to S ta y 39 Em plo yees in dic a te d th e e xte nt to w hic h th ey “ th in k a bout q uit tin g” th eir cu rre nt j o b.
If th e o rg aniz a ti o n is s e ekin g w ays to m in im iz e th at ta le nt e ro sio n, th e d ata in Fig ure 3-4 sh o uld be of in te re st. N ote th at m ore th an half of th e em plo yees re p orti n g to th o se p eo ple w ho a re th e le ast e ffe cti v e c o aches a re th in kin g a b out quitti n g. I n c o ntr a st, l e ss th an o ne-fo urth o f th o se r e p orti n g to th e b est c o aches w ere harb orin g th o se s a m e th o ughts o f l e av in g.
In a w ord , im pro ve co achin g, and th ere is a str o ng lik elih o od th at yo u w ill re d uce tu rn o ver.
As Fig ure 3-5 sh o w s, re sp ond ents ’ overa ll asse ssm ent of th eir su p erv is o r ap pears to b e s tr o ngly in flu enced b y th e d egre e to w hic h th ey re ceiv ed c o achin g and fe ed back fr o m th at p ers o n. In a w ord , if y o u d o n o t c o ach, th en y o u a re n o t doin g a g o od j o b!
WHAT G ETS I N T H E W AY O F C O AC H IN G ?
Many v arie d o bsta cle s s e em to g et in th e w ay o f a le ad er’s c o achin g. F ir s t, w e would l ik e to e xam in e th e th in gs th at l e ad ers i d enti fy a s th e r o ad blo cks to c o achin g.
Then w e w ould lik e to r e fle ct o n w hat we s e nse a re o th er s u b co nsc io us, p ow erfu l barrie rs to c o achin g. W e a re in clin ed to b elie v e th at th e la tte r a re m ore lik ely th e re al r o ad blo cks, w here as th e s ta te m ents th at le ad ers m ake fa ll m ore s q uare ly in to th e r e alm o f e xcuse s.
Fig ure 3 -5 C oachin g R eceiv ed v s. S up erv is o r P erfo rm ance 40 Em plo yees w ho re ce iv e c o ach in g a nd fe edback ra te th eir su perv is o rs m uch more p osit iv ely .
What M anagers S ay Here a re s o m e o f th e fa cto rs th at le ad ers c la im g et in th e w ay o f th eir a b ility to co ach.
Tim e When ask ed w hat gets in th e w ay o f co achin g em plo yees, m anagers in v aria b ly menti o n th e p re ssu re o f ti m e. T he r e ality is th at m anagers a re w ork in g lo ng h o urs .
Their r a nks h av e b een th in ned . T hey a re s tr e tc hed . T heir s c hed ule s a re p acked . W e are re m in d ed , h o w ev er, o f th e tw o m en w ho a re m oppin g u p w ate r fr o m a flo or.
Afte r w ork in g fe v eris h ly fo r h o urs , o ne o f th em fin ally s a ys, “ L et’ s s to p m oppin g and g o f in d w hat i s l e akin g w ate r.” Managers s p end a g o od d eal o f ti m e m oppin g u p p ro ble m s. C oachin g i s a w ay to tu rn o ff th e sp ig o t. It ta kes o nly a sh o rt le ap of fa ith to sa y, “I’ ll ta ke ti m e to dev elo p a nd c o ach m y p eo ple b ecause in th e lo ng ru n it w ill p ay o ff m ore th an vir tu ally a nyth in g e ls e I c an d o.” We th in k th is is th e c la ssic e xam ple o f “ p ay n o w o r p ay la te r.” Y ou c an fo rg o changin g th e o il in y o ur a c ar, ro ta ti n g th e ti r e s, o r d oin g o th er m ain te nance a nd sa v e s o m e ti m e a nd m oney, b ut y o u k no w th at i n th e l o ng r u n, i t w ill c o st y o u m ore .
Furth erm ore , many le ad ers hav e th e mis c o ncep ti o n th at ev ery co achin g dis c ussio n h as to b e 5 0 m in ute s l o ng. I t n eed n o t b e th at w ay. S om e to pic s m ay n eed only 1 5 o r 2 0 m in ute s, a nd th ere fo re th ey d o n o t r e q uir e a s la rg e a n in v estm ent o f ti m e a s s o m e le ad ers fe ar. T im e is s o m eth in g th at e v ery o ne h as b een g iv en in th e 41 exact s a m e a m ount. W e a ll s im ply e le ct to u se i t d iffe re ntl y .
My B oss D oesn ’t C oach M e There m ay b e s e v era l m essa ges e m bed ded in th is e xcuse . O ne c o uld b e, “ I d on’t hav e to d o it if m y b oss d oesn ’t.” A no th er c o uld b e, “ I d on’t h av e a ny g o od ro le models .” I n d eed , i t g o es w ith o ut s a yin g th at to s o m e d egre e, w e a ll m im ic th o se i n le ad ers h ip r o le s i n th e o rg aniz a ti o n. I f w e a re n’t g etti n g c o achin g, w e h av e a s tr o ng te nd ency to m ir ro r a nd m im ic th at b ehav io r. O ur r e se arc h in d ic ate s th at th e h ig her yo u g o i n a n o rg aniz a ti o n, th e l e ss f r e q uentl y a ny r e al c o achin g o ccurs . M ost b oard s of dir e cto rs fa il to co ach th eir C EO s, and a go od num ber hav e no fo rm al perfo rm ance r e v ie w p ro cess.
My E m plo yees D on’t N eed I t Som e m anagers n o te th at th ey h av e h ig h-p erfo rm in g, m atu re e m plo yees w ho a re se lf- s u ffic ie nt. T hese p eo ple s im ply d on’t n eed c o achin g. O ur o bse rv ati o n is th at th e hig h-p erfo rm in g em plo yees are ofte n th e peo ple w ho gain th e m ost fr o m co achin g. W e n ev er ( a nd , y es, th at is a s w eep in g w ord ) h ear p eo ple s a y th at th ey don’t w ant co achin g fr o m a boss w ho m th ey re sp ect. O n th e co ntr a ry , an eno rm ously h ig h p erc enta ge e xp re ss th e d esir e to re ceiv e fa r m ore c o achin g th an th ey d o.
The R eal R easo ns ( W e T hin k ) Our b elie f i s th at th ere a re s e v era l re a l r e aso ns w hy l e ad ers d on’t c o ach. W e d on’t dis m is s th eir a v ow ed r e aso ns e nti r e ly , b ut w e s u sp ect th at th e tr u th g o es d eep er.
Here a re th e th in gs th at w e th in k tr u ly g et i n th e w ay.
Avo id in g P ote n tia lly U nco m fo rta ble D is c u ssio ns Part o f h um an n atu re i s to a v oid th in gs th at a re n o t p le asa nt. T here i s a ls o s o m e p art of u s th at a v oid s h av in g d is c ussio ns th at a re u np re d ic ta b le a nd th us m ig ht beco m e unp le asa nt. W hile m uch o f c o achin g sh o uld fo cus o n th e p ositi v e e le m ents o f a pers o n’s w ork a nd h is f u tu re , th ere i s o fte n n ecessa rily a d im ensio n o f ta lk in g a b out is su es th at a re a b it a w kw ard . T his m ay b e b ecause th e in d iv id ual is p ric kly a nd co nte nti o us o r, a t th e o pposite e nd o f th e s p ectr u m , s e nsiti v e a nd e asily m oved to te ars .
In se cu re a bout t h e T ru e V alu e o f O ne’s O wn C oach in g Som e m anagers are no t su re th at th ey hav e su ffic ie nt w is d om , exp erie nce, or te chnic al k no w le d ge to b e o f g re at v alu e to th eir s u b ord in ate s. O ur e xp erie nce is th at m ost le ad ers gre atl y und ere sti m ate th e v alu e o f th eir o w n exp erie nce and pers p ecti v e. U su ally th ey h av e a b ro ad er a nd d eep er u nd ers ta nd in g o f th e c o m pany cultu re th at b y its e lf is w orth p assin g o n. C onv ers e ly , a s y o u w ill le arn r e p eate d ly 42 in th is w riti n g, co achin g is no t ab out pro vid in g ad vic e. It m ost ofte n is an opportu nity f o r a l e ad er to u nle ash th e p ote nti a l o f h er e m plo yees.
Mis u ndersta ndin g t h e T ru e N atu re o f G ood C oach in g Much o f th e d is c o m fo rt w ith c o achin g s te m s fr o m a s e rio us m is c o ncep ti o n o f w hat id eally sh o uld hap pen. T hey sim ply d o no t kno w ho w to co nd uct an effe cti v e co achin g c o nv ers a ti o n. M any le ad ers a sso cia te th e c o ncep t o f c o achin g w ith th e vers io n th ey g o t f r o m th eir h ig h s c ho ol a th le ti c s c o aches. M ost l e ad ers th in k o f i t i n te rm s o f i ts b ein g p ure ly a d vic e g iv in g. W e r e co gniz e th at o ne o f th e b ig c halle nges we fa ce in th is b ook is s o m eho w fin d in g a w ay to h elp th e re ad er le av e b ehin d so m e o ld c o ncep ti o ns o f c o achin g, a lo ng w ith g iv in g u p s o m e “ te llin g a nd a d vic e- giv in g” b ehav io r th at le ad ers fe el is e xp ecte d o f th em o r is th e c o rre ct b ehav io r to be u sin g.
Dir e ct R ep orts S eld om A sk f o r I t Ano th er re aso n is th at le ad ers a re fe arfu l th at e m plo yees w ill th in k th at p la cin g th em se lv es i n th e p ositi o n o f “ co ach,” w hic h w e h av e tr a d iti o nally a sso cia te d w ith so m eo ne w ho is o ld er, m ore k no w le d geab le , m ore e xp erie nced , a nd p osse ssin g gre ate r te chnic al c o m pete nce, is a m ark o f g re at c o nceit. It is in fin ite ly e asie r to co ach s o m eo ne w hen s h e a sk s f o r i t th an w hen th e c o ach h as to i n iti a te i t. T here a re many w ays in w hic h th e pers o n to be co ached co uld ta ke a str o nger ro le in in iti a ti n g th e d is c ussio n, a nd th ere is n o q uesti o n th at th is w ould h elp to m ake th e co achin g p ro cess f lo w m ore e asily .
Perso nal R efle ctio n: T he I m pact o f C oach in g Take a m om ent to m ove th e i d eas i n th is c hap te r f r o m th e a b str a ct i n to th e co ncre te . T hin k o f th e m em bers o f y o ur o w n te am . A naly ze th e i m pact th at co achin g w ould h av e o n th em p ers o nally a nd o n th e te am o vera ll. H ere a re s o m e questi o ns to h elp y o u d o th at:
1. I d enti fy y o ur to p p erfo rm ers a nd th eir c o ntr ib uti o ns to th e o rg aniz a ti o n.
2. W hat w ould b e th e i m pact o f l o sin g th ese h ig h p erfo rm ers ?
43 3. A s y o u c o nsid er th ese h ig h p erfo rm ers a nd th e p ote nti a l i m pact o f th eir lo ss, w hat i s y o ur a ssu m pti o n? A re th ey m ore l ik ely to l e av e th an s o m e o f th e a v era ge o r l o w er p erfo rm ers ? ( F or w hat i t i s w orth , o ur s e nse i s th at th e b est s w im mers j u m p s h ip f ir s t.) 4. A s y o u c o nsid er th e r e se arc h o n th e i m pact o f c o achin g, h o w m ig ht y o ur gro up b e a ffe cte d i f y o u w ere p erc eiv ed a s a m uch m ore e ffe cti v e c o ach?
What b usin ess e ffe cts w ould th at h av e?
5. A fte r r e v ie w in g th e l is t o f r e aso ns w hy l e ad ers d o n o t c o ach m ore fr e q uentl y , w hic h, i f a ny, d o y o u th in k a p ply to y o u?
6. H ow m ig ht y o u o verc o m e th e b arrie r(s ) th at te nd (s ) to h o ld y o u b ack?
Chapte r S um mary Coachin g e ffe cti v eness c an b e d ir e ctl y c o rre la te d w ith m ean-in gfu l o utc o m es, 44 in clu d in g em plo yee co m mitm ent, willin gness to put in gre ate r effo rt, sa ti s fa cti o n w ith in v olv em ent in w ork decis io ns, in te nti o n to sta y (v ers u s quit) , a nd o vera ll s u p erv is o r p erfo rm ance.
Managers o fte n c ite re aso ns fo r n o t c o achin g. C om mon o nes in clu d e “ ti m e” and “ m y b oss d oes n o t c o ach m e.” We su sp ect th at th e re al re aso ns fo r no t co achin g m ay be re la te d to a manager’s m is c o ncep ti o ns of w hat co achin g is , w anti n g to av oid to ugh co nv ers a ti o ns, o r n o t h av in g a c le ar g am e p la n f o r c o achin g c o nv ers a ti o ns.
The im pact o f c o achin g is s ig nific ant a nd c an b e m easu re d . C oachin g is n o t ju st s o m eth in g th at i s “ nic e to d o”— it i s a b usin ess i m pera ti v e f o r m anagers .
45 Chapte r 4 What B usin ess C oach in g I s a n d I s n ’t S ay th e w ord co ach in g a nd a n im age im med ia te ly c o m es to m in d . F or s o m e, th e i m age is th at o f a w is e s a ge o ffe rin g p ro fo und in sig ht a b out s o m e w eig hty m atte r.
F or o th ers , th e te rm c o nju re s u p im ages o f s o m eo ne a nsw erin g q uesti o ns b ase d o n l o ts o f e xp erie nce, l ik e th e c o lu m nis t i n th e n ew sp ap er w ho d is p ense s a d vic e a b out t h e th o rn ie st fa m ily p ro ble m s. F or s ti ll o th ers , th e w ord co ach in g tr ig gers im ages o f a p ers o n w ho i s a b le to h elp o th ers s e e th in gs a b out th em se lv es th at th ey h ad n o t r e aliz e d , lik e th e N BA c o ach w ho w atc hes h is su p ers ta r fr o m th e sid elin es a nd p oin ts o ut s p ecific a cti o ns th at th e s ta r s h o uld ta ke i n o rd er to w in th e g am e. T here a re , o f co urs e , co untl e ss o th er im ages and v aria ti o ns o f th e o nes w e hav e ju st d esc rib ed .
Unfo rtu nate ly , a ll o f th ese i m ages a re l a rg ely i n co rre ct w hen i t c o m es to b usin ess c o achin g. A s a m atte r o f fa ct, th ey a ctu ally ru n c o unte r to w hat w e b elie v e h ig h- q uality b usin ess c o aches a ctu ally d o. O n o ccasio n, a s k ille d b usin ess c o ach d oes g iv e a d vic e o r o ffe r s u ggesti o ns; h o w ev er, th is i s n o t th e m ain th ru st o f w hat s u ch a c o ach d oes. T he b est b usin ess c o aches a ls o a ct a s a v alu ab le m ir ro r f o r th eir d ir e ct r e p orts a nd h elp th em to b ette r a sse ss w hat th ey a re d oin g a nd h o w th ey a re d oin g i t. T here is a ti m e a nd a p la ce w hen o ffe rin g a d vic e a nd m akin g su ggesti o ns is a p pro pria te , b ut i t i s n o t th e m ain f e atu re o f g o od c o achin g.
C O AC H IN G D EFIN ED H ere is o ur d efin iti o n o f c o achin g:
“In te ra ctio ns th at h elp th e in div id ual b ein g c o ach ed to exp and aw are n ess, dis c o ver su perio r so lu tio ns, and m ake and i m ple m en t b ette r d ecis io ns.” Coachin g a llo w s th e i n d iv id ual w ho i s b ein g c o ached — th e c o achee— to g ro w a s a r e su lt o f th e p ro cess. W hile a c o achee m ay g ro w a fte r h earin g a m anager’s a d vic e a nd r e ceiv in g d ir e cti o n, w e b elie v e th at w hen a c o achee c o m es to s e e h er s itu ati o n d iffe re ntl y a nd d is c o vers h er o w n s o lu ti o n(s ), s h e le arn s m ore in th e p ro cess. S he e xp erie nces a d iffe re nt le v el o f c o m mitm ent to th e s o lu ti o n a nd th e o utc o m e, a nd s h e pro bab ly fe els bette r ab out hers e lf. C oachin g help s in d iv id uals dis c o ver a nsw ers w ith in th em se lv es a nd h elp s th em fe el m ore p ers o nally e m pow ere d . T he c o ach is als o d ed ic ate d to help in g to ensu re th e im ple m enta ti o n and lo ng-te rm f o llo w -th ro ugh o f p la nned a cti o ns.
When a c o ach ee c o m es to s e e h er s itu atio n d if fe re n tly a n d d is c o ve rs her o w n s o lu tio n (s ), s h e l e a rn s m ore i n t h e p ro cess.
46 Min dse t a nd S kill S et We b elie v e th at c o achin g re p re se nts b oth a min dse t and a sk ill s e t . T he m in d se t co m es in to p la y fo r le ad ers w ho h av e a c ho ic e in h o w th ey g uid e c o nv ers a ti o ns with e m plo yees. L ead ers c an e ith er d ir e ct th eir e m plo yees’ a cti o ns— in a fa ir ly auto cra ti c m ode— or in ste ad c o ach th eir e m plo yees to d is c o ver th e b est a cti o ns to ta ke to m ove fo rw ard . A m anager’s m in d se t m ig ht b e, “ I c an g et m ore d one b y co ntr o llin g a nd d ir e cti n g,” w here as a c o ach’s m in d se t m ig ht b e, “ I c an g et m ore done b y g ro w in g m y e m plo yees a nd g ain in g th eir c o m mitm ent.” The m in d se t m ust p re ced e th e s k ill s e t. U nle ss a le ad er c o nsc io usly c ho ose s to co ach— and c ho ose s “ gro w th ” a s a w orth y o bje cti v e o f th e c o achin g p ro cess a nd co nv ers a ti o ns— he w ill b e l e ss l ik ely to f u lly e m plo y th e a rra y o f s k ills th at s u p port co achin g.
What a re th o se s k ills ? T he fo llo w in g lis t re p re se nts a g o od s ta rt o n th e lis t o f behav io rs th at a l e ad er m ay u ti liz e th ro ugh a c o achin g p ro cess:
Cla rify th e o utc o m e fo r th e c o achin g in te ra cti o n, a nd a gre e to th e g o al o f th e co nv ers a ti o n o r th e o vera ll p ro cess Lis te n d eep ly to w hat i s s a id ( a nd w hat i s n o t s a id ) Ask n o nle ad in g q uesti o ns th at e xp and th e c o achee’s a w are ness Genera te m ulti p le a lte rn ati v es o r p ath s f o rw ard Exp lo re th e c o nse q uences o f a cti o ns o r d ecis io ns Elic it a nd d esc rib e a d esir e d f u tu re s ta te Nego ti a te p erfo rm ance g o als a nd e xp ecta ti o ns Reco gniz e p ote nti a l a nd p ossib ility In sp ir e o th ers to s tr e tc h f o r g o als b eyo nd w hat th ey th in k i s p ossib le Solv e p ro ble m s c o lla b ora ti v ely Pro vid e o ngo in g s u p port a nd e nco ura gem ent Follo w u p to m easu re p ro gre ss a nd c o nti n ue th e c hange p ro cess Hold th e c o achee a cco unta b le f o r a gre ed -u p on c o m mitm ents While th is lis t is n o t e xhausti v e, m any le ad ers w ill n o ti c e o ne o r tw o b ehav io rs th at th ey do no t ro uti n ely use or ev en co nsid er w hen co achin g em plo yees. In Chap te r 6 , “ F U EL: A F ra m ew ork , N ot a C age,” y o u w ill h av e a n o pportu nity to co m ple te a b rie f s e lf- a sse ssm ent o n h o w w ell y o u c urre ntl y p erfo rm s o m e o f th ese behav io rs .
Focu s t o I m pro ve C urre nt P erfo rm ance a nd F utu re C apabilit y Fin ally , w e belie v e th at le ad ers uti liz e co achin g m ost fr e q uentl y to im pro ve perfo rm ance a nd im pro ve th e fu tu re c a pability o f o th ers . N ote th e tw o-p ro nged 47 em phasis o f c o achin g. I t i s a b out i m pro vin g p erfo rm ance, b ut i t d oes n o t s to p th ere .
It i s a ls o a b out th e f u tu re . I t i s a b out th e th in gs th at p eo ple d o th at f it w ith th e c ultu re and w ill h elp th eir lo ng-te rm c are er p ro gre ss o r th at m ay b e g etti n g in th eir w ay.
Busin ess co achin g sp lits its em phasis betw een m akin g th in gs bette r to day and help in g th e p eo ple b ein g c o ached to p re p are fo r la rg er ro le s a nd re sp onsib iliti e s years d ow n th e r o ad .
Coach in g I s a C hange A genda The v ery n atu re o f a c o achin g p ro cess, c o nv ers a ti o n, o r re la ti o nsh ip is th at it is fo cuse d o n c hange— gro w th a nd im pro vem ent. A s a re su lt, c o achin g is a n a gend a fo r c hange. C oachin g c o nv ers a ti o ns s h o uld m ove th e c o achee fo rw ard , w heth er in th o ught o r in a cti o n, in r e la ti o n to th e c o achin g is su e(s ) b ein g d is c usse d . B ecause co achin g c o nta in s a n a gend a fo r c hange, c o achin g c o nv ers a ti o ns a re d iffe re nt fr o m th e c o nv ers a ti o ns th at m any o f u s h av e w ith o ur fr ie nd s o r a sso cia te s, w here th e fo cus i s o fte n o n c hatti n g o r c o m pla in in g.
The v e ry n atu re o f a c o ach in g p ro cess, c o n ve rsa tio n , o r r e la tio n sh ip i s th at i t i s f o cu se d o n c h an ge— gro w th a n d i m pro ve m en t.
WHAT C O AC H IN G I S N O T We se e co achin g as b ein g q uite d iffe re nt fr o m men to rin g , w here th e m ento r is usu ally a m ore s e nio r p ers o n w ho is a tte m pti n g to g uid e th e “ m ente e” w ith in th e org aniz a ti o n a nd c o nv ey w is d om th at c o uld w ell b e l o st i n th e n ext f e w y ears . T he mente e m ay s e ek o ut a m ento r b ase d o n th e m ento r’s w is d om o r e xp erie nce, a s th e mento r h as o fte n a lr e ad y tr a v ele d th e p ath th at th e m ente e i s s e ekin g to tr a v el. T here is o fte n a p erc eiv ed h ie ra rc hy o f p ow er o r i n fo rm ati o n b etw een th e m ento r a nd th e mente e, w ith th e m ento r b ein g o ld er a nd w is e r. B y c o ntr a st, c o achin g m ay o ccur betw een a m anager a nd h is d ir e ct re p orts (in b oth d ir e cti o ns) a nd a ls o b etw een peers . A co ach d oes no t necessa rily need to hav e liv ed th e exp erie nce o f th e co achee to b e e ffe cti v e i n h elp in g to g uid e th e c o achee to a b ette r s o lu ti o n.
It i s a ls o c o m mon f o r p eo ple to m is ta ke c o achin g f o r te a ch in g.
T he d iffe re nce i s th at th e te acher, b y d efin iti o n, p osse sse s k no w le d ge a nd i n fo rm ati o n th at th e s tu d ent la cks. T he p rim ary a cti v ity i s th e tr a nsm is sio n o f th at i n fo rm ati o n. T he r e la ti o nsh ip betw een th e te acher a nd th e s tu d ent is u su ally te m pora ry a nd n arro w , w here as th e co achin g re la ti o nsh ip is lo nger-la sti n g and b ro ad . W hile co achin g m ay co nta in ele m ents o f te achin g, i t i s f a r b ro ad er th an m ere ly c o nv eyin g i n fo rm ati o n.
Coachin g als o gets co nfu se d w ith co unse lin g , and th ere are tw o pro bab le re aso ns fo r th at. F ir s t, c o achin g c an fo cus o n h elp in g th e in d iv id ual to d eal w ith 48 diffic ult is su es, w hic h m ay re m in d p eo ple o f th e fo cus o f co unse lin g. S eco nd , co unse lin g o fte n fo cuse s o n h elp in g s o m eo ne to c hange o r re sh ap e h er b ehav io r, and th is c an a ls o b e a n o bje cti v e o f a g o od c o achin g d is c ussio n. S o w hat is th e diffe re nce? C ounse lin g m ore co m monly in v olv es peo ple w ho are exp erie ncin g so m e d ysfu ncti o nal b ehav io r o r in te rn al tu rm oil. It is o fte n fo cuse d o n h ealin g p ast wound s and lo okin g fo r th e orig in s of dysfu ncti o nal behav io r. C oachin g, by co ntr a st, is d esig ned to in clu d e v ir tu ally e v ery o ne. C oachin g ta kes a fu tu re fo cus, aim in g to c re ate a d esir e d s ta te a nd a s e rie s o f a cti o ns to h elp a chie v e th e d esir e d sta te . I t i s l e ss f o cuse d o n th e p ast a nd f a r m ore f o cuse d o n m ovin g f o rw ard i n to th e fu tu re .
Are th e lin es b etw een th ese v ario us a cti v iti e s p erfe ctl y c le ar? A bso lu te ly n o t!
But th e d iffe re nces a re s u ffic ie ntl y la rg e th at it s e em s w is e n o t to u nd uly c o nfu se th em .
Dif fe rin g P erc e ptio ns a nd E xpecta tio ns In o ur w ork , w e h av e th e o ccasio n to in te rv ie w a nd in te ra ct w ith la rg e n um bers o f managers . A lth o ugh it h ap pens le ss fr e q uentl y , w e a ls o h av e th e o pportu nity to in te rv ie w a nd in te ra ct w ith fr o nt- lin e w ork ers w ho re p ort to th ese m anagers . T he diffe re nces in th eir p erc ep ti o ns o f th e s a m e e v ents c o uld n o t b e m ore d ra m ati c ally diffe re nt.
Managers w ill v ery o fte n d esc rib e th e re gula r o ne-o n-o ne m eeti n gs th ey h av e with e m plo yees a s c o achin g d is c ussio ns. T he e m plo yees, o n th e o th er h and , r e p ort th at 9 0 p erc ent o f th e ti m e th ey s p end w ith th e m anager fo cuse s o n p ro je ct s ta tu s up date s a nd v ir tu ally n ev er d esc rib e th at e v ent a s c o achin g. W e s e nse th at s e v era l th in gs w ill b e r e q uir e d if e m plo yees a re to c o nsid er s u ch m eeti n gs a s “ co achin g” dis c ussio ns:
Cover m ore th an th e c urre nt s ta tu s o f th e p ro je cts i n q uesti o n.
In clu d e s o m e d is c ussio n o f th e e m plo yee’s c are er p ro gre ss o r a m biti o ns.
Be m ore f o rm al a nd l a b el th e c o nv ers a ti o n a s a “ co achin g” d is c ussio n.
Let th e em plo yee hav e sig nific ant in p ut in se tti n g th e agend a fo r th ese dis c ussio ns.
In o ur in te rv ie w s w ith th e fr o nt- lin e w ork ers , th ey w ould p re fe r to hav e 5 0 perc ent o f th e ti m e s p ent o n p ro je ct u p date s a nd s p ecific p erfo rm ance is su es, a nd th e o th er h alf s p ent o n i s su es i n v olv in g th eir g ro w th a nd c are er d ev elo pm ent.
CO AC H IN G A S A M AN AG EM EN T S T YLE 49 Coachin g s e em s l ik e a n ew i d ea to m any m anagers . O ne r e aso n f o r th at c o uld w ell be th at so cie ta l v alu es hav e changed d ra m ati c ally and o ur le ad ers h ip p ra cti c es hav e b een s c ra m blin g to c atc h u p . S pecific ally , w e a re th in kin g o f th e d ra m ati c s h ift in child -re arin g pra cti c es. It se em s th at m odern pare nts sp end end le ss ho urs nego ti a ti n g w ith th eir child re n, w here as th eir ow n pare nts and certa in ly th eir gra nd pare nts w ould hav e been hig hly dir e cti v e. T he In te rn et has dem ocra ti z e d in fo rm ati o n so th at ev ery o ne has access to all b ut th e m ost guard ed , cla ssifie d in fo rm ati o n. G lo baliz a ti o n has m ad e div ers ity of backgro und s and sty le s a welc o m e p ra cti c e a nd a b usin ess n ecessity .
Managem ent p ra cti c es h av e e v olv ed to a s m all d egre e, b ut th ey h av e n o t k ep t pace w ith w hat h as h ap pened in so cie ty . R em ark ab ly littl e h as c hanged w hen it co m es to th e b asic s o f m anagem ent. If a m id dle m anager in a fir m h ad c o nsu m ed so m e m agic p oti o n a nd fa lle n a sle ep 5 0 y ears a go a nd s u d denly a w akened ( m uch lik e R ip van W in kle ), th ere is a go od chance th at he co uld fit rig ht in to th e managem ent s tr u ctu re to day if h is c o m pany s ti ll e xis te d . L et u s p ain t a s o m ew hat glo om y p ic tu re o f w hat s u ch a m anager w ould fin d . A dm itte d ly , th is d esc rib es th e le ss p ro gre ssiv e o rg aniz a ti o ns o f to day; u nfo rtu nate ly , h o w ev er, m any o f th ese s ti ll exis t. T he m ulti la yere d c o m pany h ie ra rc hy w ould r e m ain a liv e a nd k ic kin g. W ell- ed ucate d a nd v ery s m art e m plo yees w ould s ti ll b e ta kin g o rd ers fr o m b osse s w ho were fr e q uentl y le ss up to sp eed on th e te chno lo gy th an th eir dir e ct re p orts .
Im porta nt d ecis io ns w ould s ti ll b e m ad e b y th e s e nio r e xecuti v es, w ith o nly m in o r in p ut fr o m th o se b elo w th em . In m eeti n gs, p eo ple w ould c o nti n ue to lo ok to th e most s e nio r p ers o n i n th e r o om , w ho w ould d o m ost o f th e ta lk in g, e sp ecia lly i n th e fir s t half o f th e m eeti n g. D ir e ct r e p orts m ig ht w rite d ow n th in gs th at th e l e ad er s a ys, but th ey w ould th en g o b ack to th eir o ffic es a nd d o littl e to im ple m ent th o se id eas, waiti n g to s e e i f th at d ir e cti o n w ould b e s u sta in ed . T he s tr a te gy o f th e o rg aniz a ti o n would b e d ete rm in ed b y a h and fu l o f e xecuti v es a t th e to p, w ith m in im al i n p ut f r o m oth ers in th e o rg aniz a ti o n. C om peti ti o n b etw een d ep artm ents w ould o fte n d etr a ct fr o m th e o vera ll e ffe cti v eness o f th e o rg aniz a ti o n.
At th e sa m e ti m e, m ost o f th e o th er th in gs su rro und in g th is p ers o n w ould b e dazzlin gly n ew a nd a lm ost i m possib le to c o m pre hend . T yp ew rite rs w ould b e g o ne, re p la ced b y d esk to p c o m pute rs , w ith w hic h m ost p ro fe ssio nals w ould c re ate a ll th eir o w n c o rre sp ond ence. S ecre ta rie s w ould h av e v anis h ed , r e p la ced b y e xecuti v e assis ta nts s u p porti n g a s m all n um ber o f v ery s e nio r le ad ers . A la rg e p erc enta ge o f th e to ta l w ork fo rc e w ould n o t h av e a n o ffic e b ut in ste ad w ould o pera te fr o m th eir ho m es. F ilin g h ard c o pie s o f p ap ers w ould b e a re la ti v ely ra re o ccurre nce. M ost docum ents w ould b e a ccesse d d ig ita lly . M ail w ould h av e b een l a rg ely r e p la ced b y dig ita l m essa ges tr a nsm itte d o ver th e I n te rn et.
This n ew ly a w akened m anager w ould h ear p eo ple ta lk o f th e fa x m achin e a s alm ost a th in g o f th e p ast, b ut h e w ould n o t k no w w hat th ey w ere ta lk in g a b out because th e fa x m achin e d id n’t e xis t w hen h e b egan h is lo ng n ap . D ep end in g o n what th e fir m s p ecia liz e d in , h e w ould s e e h uge c hanges in m anufa ctu rin g a nd th e R& D ( re se arc h a nd d ev elo pm ent) fu ncti o n. G lo baliz a ti o n w ould h av e e nsu re d th at 50 a la rg e p erc enta ge o f th e fir m ’s b usin ess w as c o nd ucte d o vers e as. S up ply -c hain managem ent w ould a ll b e n ew . T he IT fu ncti o n w ould b e e nti r e ly n ew . B ut, w e re p eat, i n m any o f th e b asic m anagem ent p ra cti c es o f th e f ir m , i t w ould b e a s i f ti m e had s to od s ti ll a nd l ittl e h ad e v olv ed .
Build in g u p on a c o nti n uum o f le ad ers h ip a p pro aches o rig in ally a rti c ula te d b y Robert Tannenb aum and W arre n Schm id t, 1 Fig ure 4-1 sh o w s a sp ectr u m of le ad ers h ip s ty le s th at l e ad ers a nd c o aches m ay a d opt.
Most l e ad ers te nd to g ra v ita te to a n a re a o n th e c o nti n uum , u su ally w ith o ut m uch th o ught o r i n te nti o n. T hey d o n o t c o nsc io usly c ho ose th eir l e ad ers h ip s ty le ; i n ste ad , th eir le ad ers h ip s ty le is d efin ed o ver ti m e a nd b y p atte rn s o f a cti o n. In te re sti n gly , Tannen b aum and S chm id t fir s t arti c ula te d th e v ario us ap pro aches to le ad ers h ip (la is se z-fa ir e , c o lla b ora ti v e, a nd a uto cra ti c ) i n 1 958 a nd e xp and ed o n th eir o rig in al writi n gs in 1 973. T annenb aum a nd S chm id t n o te d th at th e w ork e nv ir o nm ents th at se em ed to f u ncti o n b est w ere th o se i n w hic h th ere w as th e m ost f e lt a nd e xp re sse d co ntr o l a nd i n flu ence. W e h av e a d ded to th eir w ork b y p re se nti n g th e c o nti n uum i n Fig ure 4 -1 a nd a d din g d esc rip ti v e e le m ents .
Fig ure 4 -1 C onti n uum o f L ead ers h ip A ppro aches Work e n vir o n m en ts th at s e em ed to f u nctio n b est w ere th ose in w hic h th ere w as t h e m ost f e lt a n d e x pre sse d c o n tr o l a n d i n flu en ce.
Lais se z-F air e L eadersh ip : W ho I s D riv in g t h e B us?
What d oes la is se z-fa ir e le ad ers h ip lo ok lik e? T his w ould b e th e le ad er w ho is “hand s o ff “ o r e v en a b se nt. S om eti m es th e l a is se z-fa ir e l e ad er h as g o od i n te nti o ns; many le ad ers ad opt th is sty le of le ad ers h ip w ith th eir hig hest- p erfo rm in g em plo yees, b elie v in g th at th e h ig h p erfo rm ers d o n o t n eed “ m anagin g.” If y o u a sk w ho h as c o ntr o l a nd i n flu ence i n a l a is se z-fa ir e s y ste m , i t w ould s e em on th e su rfa ce th at th e e m plo yees m ust h av e th em , sin ce th e le ad er se em s to b e ab dic ati n g th em . H ow ev er, if y o u a sk th ese s a m e e m plo yees h o w m uch c o ntr o l o r in flu ence th ey f e el th ey h av e, th ey w ill q uic kly s a y th in gs l ik e:
51 “I’ m n o t s u re h o w I a m p erfo rm in g; th ere i s l ittl e o r n o f e ed back.” “T here i s n o c le ar s e nse o f d ir e cti o n, s o I h o pe th at I h av e b een w ork in g o n th e rig ht th in gs.” “I f e el l ik e I a m d rifti n g a lo ng, b ut n o o ne i s r e ally p ayin g a tte n-ti o n.” Over ti m e, it se em s th at e m plo yees w ho a re g iv en g re at la ti tu d e (o r w ho a re sim ply ig no re d ) fe el u nte th ere d a nd u ngro und ed . W hile th ere s e em s to b e a m ove to w ard la is se z-fa ir e le ad ers h ip fo r so m e hig h-p ote nti a l em plo yees and als o fo r hig hly te chnic al p ers o nnel, so m e o f th e re cip ie nts in te rp re t th is sty le a s “ b enig n negle ct.” If th is is y o ur a p pro ach w ith h ig h p erfo rm ers , o r e v en y o ur o vera ll le ad ers h ip sty le , w e w ould challe nge yo u to co nsid er m ovin g to w ard th e m id dle of th e co nti n uum . Y our hig hest perfo rm ers are ofte n th e em plo yees w ho are m ost in te re ste d i n g ro w th a nd d ev elo pm ent; tr e ati n g th em w ith a h and s-o ff a p pro ach i s a ris k y s tr a te gy i n d eed .
Auto cra tic L eadersh ip : “ M y W ay o r t h e H ig hw ay” What d oes a uto cra ti c le ad ers h ip lo ok lik e? It in clu d es th e h ig hly d ir e cti v e le ad er who is su es o rd ers a nd c o m mand s a nd th e le ad er w ho se g uid ance s e em s to s u ggest “m y w ay o r th e h ig hw ay.” W ho h as in flu ence a nd c o ntr o l in a n a uto cra ti c s y ste m ?
The le ad er. E m plo yees fe el th at th ey h av e v ery littl e o f it, if th ey h av e a ny a t a ll.
Over ti m e, th is ty p e o f l e ad ers h ip s y ste m s e em s to p ro m ote c o m plia nce r a th er th an co m mitm ent o n th e p art o f e m plo yees. E m plo yees sto p b rin gin g fo rth th eir g o od id eas a nd n ew w ays o f th in kin g a b out th in gs, a s th ey k no w th at th eir id eas w ill b e sh unned o r o verlo oked .
In v ir tu ally e v ery d im ensio n o f W este rn l ife o uts id e o f b usin ess, th ere h as b een a re m ark ab le sh ift fr o m auto cra ti c re la ti o nsh ip s to much more co lla b ora ti v e in te ra cti o ns. T his is tr u e o f m arria ges, p are nti n g, e d ucati o n, a nd e v en o ur lo cal politi c al p ro cesse s. S ti ll, s o m e b usin ess le ad ers h av e r e ta in ed th e a uto cra ti c s ty le .
Why? W e w ill o ffe r s o m e p ossib le re aso ns la te r in th is c hap te r. B ut fir s t, s o m e hav e a rg ued th at th e c o lla b ora ti v e p ositi o n is th e o ne th at re q uir e s th e g re ate st effo rt a nd th e h ealth ie st e go s.
Colla bora tiv e L eadersh ip What d oes c o lla b ora ti v e le ad ers h ip lo ok lik e, a nd w hy d oes it w ork ? Y ou c an pro bab ly co nju re up th e im age of a le ad er w ork in g alo ngsid e her em plo yees, genuin ely fo cuse d o n so lv in g p ro ble m s to geth er. L ead ers a nd e m plo yees p artn er, with n o th re ats o f p ow er o r n eed to u se h ie ra rc hy to in flu ence d ecis io ns. L ead ers are w illin g to lis te n a nd b e in flu enced , a nd e m plo yees, in tu rn , a re m ore lik ely to 52 co ntr ib ute and fe el a se nse o f o w ners h ip . W ho has co ntr o l and in flu ence in a co lla b ora ti v e sy ste m ? B oth le ad ers and em plo yees fe el th at th eir co ntr ib uti o ns matte r a nd th at th ey c an in flu ence b oth th e p ro cesse s a nd th e e nd re su lts . T hat is why th e co lla b ora ti v e sy ste m w ork s so w ell: b oth le ad ers and em plo yees are in v este d i n th e p ro cess a nd th e o utc o m es.
Org an iz a tio n s n eed to b eco m e m ore in sp ir in g a n d m ore h um an in ord er t o m eet t h e n eed s o f t h e p eo ple w ho i n habit t h em t o day.
Coachin g i s th e l e ad ers h ip p ra cti c e th at m akes th e c o lla b ora ti v e l e ad ers h ip s ty le work . A s G ary H am el has re p eate d ly arg ued , th e und erly in g philo so phy and le ad ers h ip p ra cti c es th at a re in v ogue to day w ere e sta b lis h ed in th e e arly d ecad es of th e tw enti e th c entu ry , w hen th e o bje cti v e w as to g et s e m is k ille d in d iv id uals to perfo rm ta sk s re p eate d ly w ith ev er-g re ate r effic ie ncy. O rg aniz a ti o ns need to beco m e m ore in sp ir in g a nd m ore h um an in o rd er to m eet th e n eed s o f th e p eo ple who in hab it th em to day. H am el a rg ues th at th e s o lu ti o n is fo r u s to e m bra ce le ss hie ra rc hic al s tr u ctu re s a nd l e ss m echanic al p ro ced ure s.
When a gro up o f d is ti n guis h ed b usin ess le ad ers and so cia l sc ie nti s ts m et to co nte m pla te h o w m anagem ent c o uld a ccele ra te in no vati o n, th ey c am e u p w ith 2 5 re co m mend ati o ns. A mong th ese w ere s u ch th in gs a s Red uce f e ar a nd i n cre ase tr u st.
Red efin e th e w ork o f le ad ers h ip a w ay fr o m b ein g h ero ic d ecis io n m akers to bein g a rc hite cts o f i n no vati o n a nd c o lla b ora ti o n.
Share th e w ork o f s e tti n g d ir e cti o n.
Hum aniz e th e l a nguage a nd p ra cti c e o f b usin ess.
Why D o E le m ents o f A uto cra cy L iv e O n?
This is a v ery in te re sti n g q uesti o n. T he m ost p la usib le a nsw er is th at w e h av e n o t dev elo ped a bro ad co nse nsu s am ong busin ess le ad ers and th e acad em ic w orld ab out th e n ew p ro cesse s th at s h o uld re p la ce th e o ld -s ty le m anagem ent. It is a ls o possib le th at th ere a re s o m e e le m ents o f a uto cra ti c m anagem ent th at a re h ard w ir e d in th e h um an b ra in . T hey a re th ere to d eal w ith e m erg encie s, w hen th e s ta kes a re te rrib ly h ig h a nd ti m e i s e xtr e m ely s h o rt.
Exp erim ents in s o cia l p sy cho lo gy h av e c le arly s h o w n th at w hen o ne p ers o n is giv en a uth o rity a nd c o ntr o l o ver s o m eo ne e ls e , i t o fte n b rin gs o ut a n e xtr e m ely d ark sid e. T he hig hly re sp ecte d S ta nfo rd psy cho lo gis t P hilip Z im bard o ta lk s of th e “L ucife r effe ct.” It w as Zim bard o w ho decad es earlie r had co nd ucte d an exp erim ent i n w hic h c o lle ge s tu d ents w ere r a nd om ly a ssig ned to b e e ith er j a ile rs o r pris o ners . The exp erim ent w as oste nsib ly in te nd ed to analy ze th e em oti o nal re acti o n o f th e p ris o ners , b ut it w as re ally fo cuse d o n th e ja ile rs ’ b ehav io r. T he stu d ent ja ile rs b ecam e s o v ic io us a nd a b usiv e to th e p ris o ners th at th e e xp erim ent 53 was a b orte d a fte r o nly o ne-th ir d o f th e p la nned ti m e h ad e la p se d .
2 What o rg aniz a ti o ns c le arly n eed to day a re le ad ers w ho d on’t s u ccum b to g etti n g caught u p i n th eir o w n a uth o rity , a nd w e a p pear to b e m akin g s o m e p ro gre ss. M any peo ple p erc eiv e th e m ilita ry a s th e l a st o ffic ia l b asti o n o f a uto cra cy, b ut n o th in g i s fu rth er f r o m th e tr u th . L ead ers h ip s ty le s i n th e m ilita ry a re p ro bab ly a t l e ast a s o pen and c o lla b ora ti v e a s th o se f o und i n m any p riv ate -s e cto r c o m panie s, i f n o t m ore s o .
Mic hael A bra sh o ff, a fo rm er c o m mand er o f th e U SS Ben fo ld in th e U .S . N av y, sp eaks e lo quentl y o f th is a s h e r e fle cts o n h is l ife a fte r l e av in g th e N av y:
My o rg aniz in g p rin cip le w as s im ple : T he k ey to b ein g a s u ccessfu l s k ip per is to se e th e sh ip th ro ugh th e e yes o f th e c re w . O nly th en c an y o u fin d o ut what’ s r e ally w ro ng a nd , i n s o d oin g, h elp th e s a ilo rs e m pow er th em se lv es to fix it. . . . M ore o ver, s u b ord in ate s m ay s id este p re sp onsib ility b y re aso nin g th at th eir m anagers a re p aid to ta ke th e r a p .
I b egan w ith th e i d ea th at th ere i s a lw ays a b ette r w ay to d o th in gs, a nd th at, co ntr a ry to tr a d iti o n, th e c re w ’s i n sig hts mig ht b e m ore p ro fo und th an e v en th e cap ta in ’s . . . . I a sk ed e v ery o ne, “ Is th ere a b ette r w ay to d o w hat y o u d o?” Tim e afte r ti m e, th e answ er w as yes, and m any of th e answ ers w ere re v ela ti o ns to m e.
My s e co nd a ssu m pti o n w as th at th e s e cre t to l a sti n g c hange i s to i m ple m ent pro cesse s th at p eo ple w ill enjo y carry in g o ut. T o th at end , I fo cuse d m y le ad ers h ip e ffo rts o n e nco ura gin g p eo ple n o t o nly to fin d b ette r w ays to d o th eir j o bs b ut a ls o to h av e f u n a s th ey d id th em .
I r e aliz e d th at n o o ne, in clu d in g m e, is c ap ab le o f m akin g e v ery d ecis io n. I would h av e to tr a in m y p eo ple to th in k a nd m ake j u d gm ents o n th eir o w n. E ven if th e d ecis io ns w ere w ro ng, I w ould s ta nd b y m y c re w . H opefu lly , th ey w ould le arn fr o m th eir m is ta kes. B y tr a d in g p ageantr y fo r p erfo rm ance, w e c re ate d le arn in g e xp erie nces a t e v ery tu rn . W e m ad e s u re th at e v ery s a ilo r h ad ti m e and w as m oti v ate d to m aste r h is o r h er j o b; g etti n g b y w asn ’t g o od e no ugh.
As a re su lt, w e h ad a p ro m oti o n ra te th at w as o ver th e to p . . . th e n ew env ir o nm ent a b oard B enfo ld c re ate d a c o m pany o f c o lla b ora to rs w ho w ere flo uris h in g i n a s p ir it o f r e la xed d is c ip lin e, c re ati v ity , h um or, a nd p rid e.
What M ak es t h e M id dle o f t h e C ontin uum S o D if fic u lt ?
A g re at m any le ad ers h av e n ev er s e en s o m eo ne w ho o pera te d fr o m th e m id dle o f th e c o nti n uum . T heir b osse s h av e m ost o fte n b een a t o ne e nd o r th e o th er ( a lth o ugh usu ally a t th e m ore a uto cra ti c e nd o f th e sc ale ). In a d diti o n, th e lio n’s sh are o f 54 le ad ers th in k th at a uto cra ti c b ehav io r is e xp ecte d o f th em b y th o se a b ove th em , th o se alo ngsid e th em , and th o se re p orti n g to th em . W hy els e w ould th ey be re ceiv in g s ig nific antl y h ig her s a la rie s a nd e njo y s o m any o th er p erk s o f o ffic e?
The m ore a uto cra ti c b ehav io r d is p la yed b y th e le ad er is o fte n d eep ly in gra in ed in th e o rg aniz a ti o n. P olic ie s a nd p ro ced ure s r e in fo rc e it. T he le ad er’s s ig natu re is re q uir e d to m ake purc hase s of a certa in siz e or to co ntr a ctu ally oblig ate th e org aniz a ti o n. W ith th at pow er co m es a fe elin g of co m mensu ra te priv ile ge and enti tl e m ent. I n a n uts h ell, i t h as b een th is w ay f o r a l o ng, l o ng ti m e.
Because m any le ad ers h av e n ev er s e en s o m eo ne p ra cti c e a m id dle -o f- th e-s c ale sty le o f l e ad ers h ip , i t f e els l ik e a v ery u nnatu ra l a ct. A sk in g d ir e ct r e p orts f o r th eir id eas a nd ta kin g th o se id eas s e rio usly s e em s u nnatu ra l u nle ss y o u’v e a ctu ally been one o f th e p eo ple w ho w as a sk ed . T ru sti n g o th ers i n s u ch a w ay c o m es n atu ra lly i f yo u h ap pen to b e o ne o f th e f e w w ho h as r e p orte d to s u ch a l e ad er.
Fin ally , it c an b e d iffic ult to o pera te fr o m th e m id poin t a ll th e ti m e. T here a re occasio ns w hen g iv in g d ir e cti v es s im ply w ork s b ette r. T here a re o th er ti m es w hen it is in e v ery o ne’s b est in te re st fo r th e le ad er n o t to m ake th e d ecis io n, p erh ap s because sh e does no t posse ss th e need ed in fo rm ati o n. So a hig h degre e of behav io ra l f le xib ility i s r e q uir e d i n o rd er to l e ad i n a n o pti m um m anner.
Perso nal R efle ctio n: Y our L eadersh ip A ppro ach Consid er th e l e ad ers h ip c o nti n uum , s h o w n a gain h ere .
Fig ure 4 -2 L eadersh ip C ontin uum 1. W here w ould y o u p la ce y o urs e lf o n th is c o nti n uum , i n te rm s o f y o ur overa ll l e ad ers h ip a p pro ach? P le ase m ake a m ark o n th e c o nti n uum i n Fig ure 4 -2 th at r e p re se nts y o ur m ost h ab itu al s ty le o f l e ad in g.
55 2. N ow , a sk y o urs e lf, f r o m y o ur e m plo yees’ p oin t o f v ie w , w here w ould th ey pla ce y o u o n th e c o nti n uum ? O r w ould d iffe re nt e m plo yees p la ce y o u i n diffe re nt s p ots a lo ng th e c o nti n uum ?
3. W hat d o y o u n o ti c e a b out a ny d iffe re nces? H ow d o y o u f e el a b out y o ur se le cti o ns?
4. W hat i s y o ur m in d se t f o r c o achin g? W hat b enefits c o uld y o u a chie v e b y ad opti n g a c o lla b ora ti v e a p pro ach m ore o fte n?
What w ould b e th e i m pact o n • Y ou?
• Y our e m plo yees?
56 • Y our te am ?
• T he b usin ess r e su lts y o u a chie v e?
Chapte r S um mary Coachin g a llo w s th e i n d iv id ual w ho i s b ein g c o ached — th e c o achee— to g ro w as a r e su lt o f th e p ro cess.
Both a m in d se t a nd a s k ill s e t a re r e q uir e d i f l e ad ers a re to c o ach w ell.
Coachin g fo cuse s on both im pro vin g perfo rm ance and gro w in g th e fu tu re cap ab ility o f o th ers .
Coachin g is a n a gend a fo r c hange; th ere fo re , c o achin g c o nv ers a ti o ns s h o uld le an to w ard a cti o n.
While co achin g sh are s so m e sk ills w ith o th er help in g p ra cti c es (te achin g, mento rin g, a nd c o unse lin g), th e f o cus o f c o achin g i s d is ti n ct a nd l o oks to w ard th e f u tu re .
Managem ent s ty le s h av e n o t c hanged s ig nific antl y o ver th e y ears ; w e c an s ti ll fin d m anagers w ho l e ad w ith a n a uto cra ti c s ty le .
The m ost effe cti v e le ad ers h ip sty le is th e co lla b ora ti v e ap pro ach, w hic h allo w s b oth e m plo yees a nd m anagers to i n flu ence a nd c o ntr o l d ecis io ns i n th e work p la ce.
A hig h d egre e o f b ehav io ra l fle xib ility is re q uir e d in o rd er to le ad in an opti m um m anner.
While th ere m ay b e o ccasio ns w hen i t i s a p pro pria te to b e m ore a uto cra ti c o r la is se z-fa ir e , th e c o lla b ora ti v e s ty le te nd s to w ork th e b est.
57 Chapte r 5 Does Y ou r C oach in g R est o n a C ru m blin g Fou ndatio n ?
A n in str u cti v e b it o f re se arc h w as c o nd ucte d b y th e c o achin g fir m C O 2 P artn ers .
T he q uesti o n it p ose d to a la rg e s a m ple o f p eo ple w ork in g in la rg e o rg aniz a ti o ns w as, “ W ho m d o y o u tu rn to f o r a d vic e o n p ro ble m s a t w ork ?” T he a nsw ers w ere 24 p erc en t:
A p eer i n y o ur o rg aniz a ti o n 15 p erc en t:
A no th er s e nio r p ers o n a t y o ur j o b 14 p erc en t:
A f r ie nd o uts id e th e w ork p la ce 13 p erc en t:
Y our m ento r o r c o ach 11 p erc en t:
Y our s u p erv is o r 7 p erc en t:
Y our s p ouse o r p artn er 4 p erc en t:
N o o ne Alth o ugh th is b ook i s f o cuse d o n h elp in g m anagers to b e m ore e ffe cti v e c o aches w ith th eir d ir e ct re p orts , th is p ro cess w ork s o nly to th e d egre e th at th e e m plo yee w ants to ta lk w ith h is m anager. T he d ata p re se nte d h ere sh o w th at o nly slig htl y m ore th an 1 o ut o f 1 0 p eo ple w ould tu rn fir s t to th eir im med ia te s u p erv is o r if th ey h ad a p ro ble m . T he r e st g o s o m ew here e ls e .
If o rg aniz a ti o ns a re to s u cceed i n b uild in g a c o achin g c ultu re th at c ente rs a ro und t h e m anager-e m plo yee re la ti o nsh ip , th en th is sta ti s ti c is obvio usly a cause fo r c o ncern . T he r e se arc h m ad e n o a tte m pt to a nsw er th e “ w hy n o t” q uesti o n. W e c o uld s p ecula te a nd p ro bab ly c o m e c lo se to c o rre ctl y h itti n g u p on w hy th is o ccurs . S om e a nsw ers c o uld i n clu d e s ta te m ents l ik e I d on’t w ant to s e em w eak o r u nsu re o f m yse lf i n m y m anager’s e yes.
My m anager p ro bab ly w on’t k no w th e a nsw er.
My m anager w ill te ll m e w hic h d ir e cti o n to ta ke, a nd I d on’t w ant to b e s tu ck with th at d ir e cti v e.
My m anager i s n ’t a ll th at a p pro achab le o n s u ch m atte rs .
My m anager a lw ays s e em s re ally b usy, a nd s h e p ro bab ly w ould n’t ta ke th e ti m e to h elp m e.
I n eed s o m eo ne to d is c uss m y p ro ble m w ith , n o t s o m eo ne w ho w ill lis te n fo r tw o m in ute s a nd th en te ll m e w hat to d o w ith o ut r e ally u nd ers ta nd in g th e i s su e.
Ple ase a d d a ny o f y o ur a d diti o nal g uesse s to th is lis t. W hate v er th e re aso ns, t h o ugh, s o m eth in g in th e r e la ti o nsh ip b etw een th ese e m plo yees a nd th eir m anagers s to od i n th e w ay o f th e e m plo yee’s g o in g to h er m anager to d is c uss a p ro ble m .
58 SU CCESSF U L C O AC H IN G B EG IN S W IT H A R ELA TIO NSH IP If c o ach in g i s t o b e a s u ccess, i t m ust s ta rt w ith a r e la tio n sh ip .
It m ay se em o bvio us, b ut if co achin g is to b e a su ccess, it m ust sta rt w ith a re la ti o nsh ip . W ith o ut th at r e la ti o nsh ip , th ere is n o t lik ely to b e a ny c o nv ers a ti o n o f su b sta nce. I f th e m anager f o rc es a c o nv ers a ti o n to o ccur, y o u c an s a fe ly g uess th at i t will s ta rt i n a g uard ed a nd c auti o us w ay. I n a ll l ik elih o od, i t w ill ta ke a g o od l e ngth of ti m e f o r i t e v er to b eco m e tr u ly p ro ducti v e.
When r e se arc hin g d ynam ic s s im ila r to th o se s h are d b y c o aches a nd c o achees, w e cam e a cro ss o th er s o -c alle d h elp in g p ro fe ssio ns ( c lin ic al p sy cho lo gy, s o cia l w ork , co unse lin g, a nd p sy chia tr y ). L et’ s b e c le ar th at w e a re fu lly a w are o f th e h uge diffe re nces th at e xis t b etw een w hat th o se p ro fe ssio ns d o a nd w hat a m anager/c o ach does. B ut ju st a s th e d eliv ere r o f fir s t a id c an le arn s o m e v alu ab le le sso ns fr o m em erg ency ro om p hysic ia ns, w e th in k th at b usin ess c o aches c an d efin ite ly le arn so m e i m porta nt l e sso ns f r o m th o se w ho h av e m ad e h elp in g o th ers th eir c are er.
Tw o su ch peo ple are B arry D uncan and Sco tt M ille r. T hey hav e a W eb site , www.ta lk in gcure .c o m , th at p ro vid es fa sc in ati n g su m marie s o f th eir re se arc h.
They a rg ue th at 3 0 p erc ent o f th e s u ccess o f a ny th era p euti c a cti v ity h in ges o n th e re la ti o nsh ip th at th e p ati e nt h as w ith th e th era p is t. If th e p ati e nt d oesn ’t lik e th e psy cho lo gis t, th en it is n o t v ery lik ely th at m uch g o od w ill c o m e o f th e ti m e th ey sp end to geth er. W e th in k it p ra cti c ally g o es w ith o ut s a yin g th at th is s a m e p rin cip le ap plie s to th e m anager-e m plo yee re la ti o nsh ip . T hat re la ti o nsh ip m akes a huge diffe re nce i n th e s u ccess o f th e c o achin g ti m e s p ent to geth er.
Foundatio ns o f S ucce ss One o f Ita ly ’s fa m ous la nd m ark s is th e L eanin g T ow er o f P is a . T his is a n o ta b le build in g p ro je ct, co nstr u cte d in th re e sta ges o ver a p erio d o f ab out 2 00 years .
Desig ned a s a m assiv e b ell to w er, th e fir s t flo or o f th e w hite m arb le c am panile was b egun o n A ugust 9 , 1 173 w ith c la ssic al c ap ita ls l e anin g a gain st b lin d a rc hes.
Fiv e y ears la te r, w hen c o nstr u cti o n b egan o n th e th ir d flo or, th e to w er b egan to slo w ly s in k. I ts i n sta b ility w as d ue to tw o f a cto rs :
Fir s t, th e fo und ati o n w ent d ow n a m eager th re e y ard s. T his m agnific ent e ig ht- sto ry s tr u ctu re th at w as to r is e 1 83 f e et i n th e a ir a nd w eig h 1 6,0 00 to ns r e ste d on a f o und ati o n th at w ent d ow n o nly 9 f e et i n to th e e arth .
Seco nd , th e s o il o n w hic h i t w as b uilt w as e xtr e m ely u nsta b le .
The d esig n w as f la w ed f r o m th e b egin nin g. C onstr u cti o n w as s u b se q uentl y h alte d fo r a lm ost 1 00 y ears , a nd th is a llo w ed ti m e f o r th e u nd erly in g s o il to s e ttl e . W ith o ut 59 th is , th e to w er w ould alm ost certa in ly hav e to pple d . In 11 98, clo cks w ere te m pora rily in sta lle d o n th e th ir d flo or o f th e u nfin is h ed c o nstr u cti o n. T he s e v enth sto ry a nd th e b ell to w er w ere fin ally c o m ple te d in 1 372, a fte r 2 00 y ears . S in ce its co m ple ti o n, m ajo r re m ed ia l ste p s h av e b een ta ken, so m e a s la te as 2 008. T hese ste p s in clu d ed e xcav ati n g d ir t fr o m u nd er th e h ig h e nd o f th e to w er, a d din g le ad weig hts to o ne s id e, a nd v ario us o th er a p pro aches to k eep th e to w er fr o m ti lti n g fu rth er. E ngin eers a nd a rc hite cts n o w b elie v e th at i t w ill b e s ta b le f o r th e n ext 2 00 years , b ut o nly a fte r e no rm ous a nd e xp ensiv e r e tr o fitti n g.
The in te grity a nd e nd ura nce o f e v ery s tr u ctu re is a fu ncti o n o f th e fo und ati o n o n whic h it is b uilt. N o m atte r h o w e le gant th e s tr u ctu re th at p ro tr u d es a b ove g ro und may b e, th e la ck o f a n a d eq uate fo und ati o n d oom s it to fa ilu re . H ow m uch b ette r it would hav e b een to hav e in v este d m ore in b uild in g a so lid fo und ati o n b efo re begin nin g th e a b ovegro und c o nstr u cti o n.
Beyond t h e F oundatio n The f o u ndatio n o f c o ach in g i s t h e r e la tio n sh ip b etw een t h e t w o p artie s in vo lv e d .
The f o und ati o n o f c o achin g i s th e r e la ti o nsh ip b etw een th e tw o p arti e s i n v olv ed .
Beyo nd th e re la ti o nsh ip , a n um ber o f a d diti o nal a cti v iti e s c an ta ke p la ce. F or exam ple , The c o ach c an p re p are e xte nsiv ely f o r c o achin g d is c ussio ns.
The c o ach c an s p end s ig nific ant a m ounts o f ti m e c o achin g.
The c o ach c an a sk p ow erfu l, i n sig htf u l q uesti o ns.
The c o ach c an w ork o n b ein g a n a cti v e l is te ner.
But all o f th ese w ill fa il to yie ld any b enefits if th e fo und ati o n o f a so lid re la ti o nsh ip d oes n o t e xis t.
Refle ctio n: Y our P erso nal M em ora ble Coach in g E xperie nce Thin k o f a ti m e w hen y o u r e ceiv ed g re at c o achin g. W hat d id th e c o ach s a y or d o? W hat w ere th e a ttr ib ute s o f th at c o ach?
If y o u a re lik e m ost le ad ers w e w ork w ith , th e q ualiti e s th at c am e to y o u w ill in clu d e s o m e o f th ese :
My c o ach g enuin ely c are d a b out m e.
60 His i n te re st w ent b eyo nd m y i m med ia te j o b p erfo rm ance.
She c halle nged m e a nd b elie v ed th at I w as c ap ab le o f a cco m plis h in g m ore th an I th o ught w as p ossib le f o r m yse lf.
He w as c and id a nd s tr a ig htf o rw ard ; I k new w here I s to od w ith h im .
My c o ach d id n’t h o ld g ru d ges; th e p ast s ta yed i n th e p ast.
She l is te ned to u nd ers ta nd m y p oin t o f v ie w .
My c o ach h elp ed m e c o m e u p w ith m y o w n s o lu ti o n; h e a sk ed m e q uesti o ns th at a llo w ed m e to d is c o ver w hat I n eed ed to d o.
Alm ost a ll o f th e in d iv id uals w e s p eak to c o nfir m th at th ey in d eed h ad a g o od re la ti o nsh ip w ith th eir c o aches. V ery fe w in d iv id uals sh are th at th ey v alu ed th e co achin g th ey r e ceiv ed f r o m l e ad ers w ith w ho m th ey h ad a r o cky r e la ti o nsh ip . A nd , most o f th e ti m e, th e n um ber o ne a ttr ib ute p ro vid ed is “ M y c o ach g enuin ely c are d ab out m e.” A tr u st- b ase d r e la ti o nsh ip m ust b e i n p la ce i f c o achin g i s to w ork .
HOW M AN AG ER S B U IL D S T R O NG R ELA TIO NSH IP S A c o m ple te d is c ussio n o f th e w ays to im pro ve th e r e la ti o nsh ip b etw een a m anager and his d ir e ct re p orts is so m eth in g th at is fa r b eyo nd th e sc o pe o f th is b ook.
Nev erth ele ss, w e w ant to o ffe r a f e w s u ggesti o ns.
Desir e to co nnect.
T he re la ti o nsh ip sta rts w ith tw o em oti o nally health y peo ple w ho m ake a c o m mitm ent to w ork w ell w ith e ach o th er. A m arria ge co unse lo r, b ase d o n h er l o ng e xp erie nce, m ad e th e i n sig htf u l c o m ment th at i n a marria ge, th e p ers o n w ho care s th e le ast co ntr o ls it. If eith er p arty is no t co m mitte d to m akin g th e m arria ge w ork , th en i t w on’t s u cceed , a nd th e p ers o n who c are s th e l e ast i s to ta lly a t th e h elm .
That s a m e p rin cip le a p plie s to c o achin g r e la ti o nsh ip s. I f th e d ir e ct r e p ort i s no t in te re ste d in e ith er im pro vin g h is c urre nt perfo rm ance o r e nhancin g h is lo ng-te rm c are er d ev elo pm ent (o r p re fe ra b ly b oth ), littl e o r n o g ro w th w ill hap pen. S im ila rly , i f th e m anager i s n o t w illin g to i n v est th e ti m e a nd e ffo rt to assis t th e d ir e ct re p ort, th en h er c o achin g w ill in ev ita b ly fa il. B oth p arti e s hav e to b e i n te re ste d i n c re ati n g a p ositi v e r e la ti o nsh ip . I t ta kes tw o to ta ngo .
Warm th .
I f r e la ti o nsh ip s w ere to b e c ate go riz e d a lo ng th e s in gle d im ensio n o f “w arm vs. co ld ,” th ere w ould be no questi o n th at th e str o ngest co achin g re la ti o nsh ip s w ould b e c lu ste re d a t th e “ w arm ” e nd o f th e s c ale . T he le ad er who m akes p eo ple fe el s e cure a nd c o m fo rta b le w hen ta lk in g a b out d iffic ult to pic s w ill c le arly b e a b le to m ake th e m axim um c o ntr ib uti o n.
61 Fle xib ility .
T he s a m e re la ti o nsh ip th at is s o e ffe cti v e w ith o ne d ir e ct re p ort will n o t b e a s e ffe cti v e w ith a no th er o ne. F or th o se l e ad ers w ho l ik e to b ehav e with c o nsis te ncy, th is a d ds a n ew le v el o f c o m plic ati o n. T he s im ple fa ct is th at th e ty p e o f r e la ti o nsh ip th at w ork s w ith o ne p ers o n o fte n w on’t w ork w ith ano th er. T alk in g a b out w hat e ach d ir e ct re p ort d esir e s a nd o bse rv in g w hat work s i s th e o nly w ay w e k no w to m ake th is s u cceed .
Cre a tin g fe ed back m ech anis m s.
O ne o f th e m ost u se fu l te chniq ues in m akin g th e re la ti o nsh ip w ork is to u ti liz e a v arie ty o f w ays to in cre ase fe ed back in both d ir e cti o ns. C oachin g w ork s b est w hen it o pera te s a s a tw o-w ay s tr e et.
Both p arti e s c an b enefit f r o m th e u se o f m ulti r a te r f e ed back to ols ( 3 60-d egre e fe ed back in str u m ents ). F or th o se w ho a re n o t fa m ilia r w ith th is u se fu l w ay to help le ad ers dev elo p, here ’s th e su m mary exp la nati o n. (F or fu rth er in fo rm ati o n, ple ase se e th e N ote s se cti o n on page 297 . Y ou m ay se e an exam ple o f a 3 60-d egre e fe ed back q uesti o nnair e o n www.z e ngerfo lk m an.c o m in th e L ead ers h ip R eso urc e C ente r.) A q uesti o nnair e is g iv en to th e p ers o n in v olv ed in th is d ev elo pm ent p ro cess, h er d ir e ct re p orts , h er p eers , a nd h er manager. The in str u m ent ask s questi o ns ab out a num ber of le ad ers h ip dim ensio ns. C onfid enti a lity a nd a no nym ity a re p re se rv ed fo r th e r e sp ond ents .
The te rm 360-d eg re e co m es fr o m th is all- e nco m passin g vie w of th e parti c ip ant’ s b ehav io r. T he re su lts fr o m th ese q uesti o nnair e s are co m pile d in to o ne re p ort, w hic h is th en giv en to th e p arti c ip ant fo r th e p urp ose o f help in g h er to d ev elo p h er le ad ers h ip s k ills .
1 W e h av e d ev elo ped a s p ecific “co achin g” 3 60 a sse ssm ent th at z e ro s in o n a le ad er’s s k ills in th is s p ecific are a. T his c an b e a n e xtr e m ely p ositi v e w ay to p ro vid e th e m anager w ith fe ed back fr o m his se nio r manager, peers , dir e ct re p orts , and oth er sta keho ld ers i n a s a fe , a no nym ous m anner.
Use e ffe ctiv e le a dersh ip p ra ctic es.
H ow th e le ad ers b ehav e d ay a fte r d ay with e m plo yees o bvio usly m akes a n e no rm ous i m pact o n th e r e la ti o nsh ip . T he re se arc h o f Z enger a nd F olk m an s h o w s th at th ere a re fo ur c o m pete ncie s th at most pow erfu lly dete rm in e a le ad er’s ab ility to esta b lis h str o ng co achin g re la ti o nsh ip s. T hese f o ur c o m pete ncie s a re 1.
Gen era te s tr u st:
ho no rs co m mitm ents ; cre ate s a sa fe env ir o nm ent; d oes what i s r ig ht r e gard le ss o f p ers o nal r is k o r c o nse q uences 2.
Build s re la tio nsh ip s:
und ers ta nd s and re la te s w ell to oth ers ; in iti a te s positi v e i n te ra cti o ns 3.
Enco ura ges co lla bora tio n:
help s co achees fo cus o n unify in g go als and work in g c o lla b ora ti v ely w ith o th ers 4.
Perso nally s u pports t h e d evelo pm en t o f o th ers:
i n v ests ti m e a nd e ffo rt i n a co achee’s d ev elo pm ent; p ro vid es c o achin g a nd lo oks fo r o pportu niti e s to gro w o th ers Im pro ve pro ble m -s o lv in g sk ills .
It has been sh o w n th at one of th e m ost 62 pre d ic ti v e ele m ents in th e sa ti s fa cti o n and end ura nce o f a m arria ge is th e ab ility o f th e p artn ers to s o lv e p ro ble m s to geth er. W hen th ey a re n o t c ap ab le of th at, d iv orc e is m uch m ore lik ely to fo llo w . B ein g a b le to id enti fy is su es, co lle ct in fo rm ati o n, lo ok at alte rn ati v es, and fin ally cho ose one are all im porta nt e le m ents o f a s u ccessfu l r e la ti o nsh ip .
Socia l se n sitiv ity .
G ood re la ti o nsh ip s d ep end o n c o m munic ati n g w ell w ith each o th er. A h uge p art o f th at c o m munic ati o n g o es b eyo nd th e s p oken w ord and re q uir e s e ach p ers o n to p ic k u p th e sm all c lu es o f to ne o f v oic e, fa cia l exp re ssio ns, pause s in sp eech, and overa ll body la nguage. Som e peo ple esti m ate th at 8 0 p erc ent o f th e m essa ge c o m es fr o m th is h o st o f s u b tl e c lu es, no t f r o m th e w ord s s p oken i n a c o nv ers a ti o n.
AVO ID B EH AVIO RS T H AT D EST R O Y RELA TIO NSH IP S Books c o uld b e ( a nd h av e b een) w ritte n e nti r e ly a b out th e b ehav io r o f b ad b osse s; ho w ev er, th at is n ’t o ur d esir e . A fe w p oin ts ab out th ese to xic b ehav io rs se em esp ecia lly r e le v ant to th e c o achin g p ro cess, th o ugh, a nd y o u’ll f in d th em h ere .
Main ta in c o nfid en tia lity .
C oachin g c o nv ers a ti o ns w ill o fte n tu rn to p ers o nal and co nfid enti a l is su es. H ow yo u as a co ach use th at in fo rm ati o n w ill dete rm in e w heth er th e c o achee w ill e v er s h are s u ch d ata a gain . N ev er r e p eat pers o nal in fo rm ati o n div ulg ed by a co achee or a co m ment m ad e ab out so m eo ne e ls e th at c o uld s p ill b ack in a n egati v e w ay. A ssu m e th at a nyth in g yo u re p eat w ill b e o n th e 6 :0 0 p .m . n ew s fo r th e b ro ad est c o nsu m pti o n. If a co achee s h are s i n fo rm ati o n th at y o u f e el c o m pelle d to s h are w ith o th ers , m ake su re th at y o u n ego ti a te o r a sk p erm is sio n to d o s o a head o f ti m e. N ot s e tti n g cle ar b ound arie s a b out w hat i n fo rm ati o n i s c o nfid enti a l a nd to b e k ep t p riv ate can d estr o y a ny tr u st th at h as p ain sta kin gly b een b uilt.
Tra nsp are n cy versu s hid den agen das.
Perio dic ally ask yo urs e lf if th e co nv ers a ti o ns y o u a re h av in g a re d ir e ctl y fo cuse d o n h elp in g th e o th er p ers o n to p erfo rm b ette r to day a nd to b e b ette r p re p are d fo r th e fu tu re . If y o u fin d yo urs e lf w anti n g to le ad th e co achee dow n a parti c ula r path , sta te yo ur re aso ns cle arly . E xp la in w hy yo u are ad vocati n g fo r th e so lu ti o n yo u fe el str o ngly a b out. P eo ple k no w w hen th ey a re b ein g m anip ula te d o r l e d , s o i f y o u hav e a n a gend a f o r th e c o nv ers a ti o n, d on’t h id e i t.
Be fu lly p re se n t.
P eo ple c an te ll w hen y o u a re re ally p ayin g a tte nti o n a nd when yo u are th ere in body only . H ow m any ti m es hav e yo u been in a co nv ers a ti o n w ith s o m eo ne w hen th e e -m ail a le rt s o und s a nd y o ur c o lle ague’s eyes sh ift to se e w hat new s has arriv ed ? O ne pers o n jo kin gly su ggeste d co m in g to m eeti n gs to yle ss. “ T oyle ss” re fe rs to th e p ra cti c e o f p utti n g a w ay 63 th e e le ctr o nic to ys, l ik e s m art p ho nes, th at k eep y o u c o nnecte d a nd d is tr a cte d .
If y o u lo ok a t th e to ys, y o u a re n o t p re se nt fo r th e p ers o n y o u a re w ith . S uch behav io r is p erc eiv ed as se tti n g yo urs e lf ab ove th e re st, w ith th e im plic it messa ge, “ M y ti m e i s m ore v alu ab le th an y o urs .” W hen y o u a re c o achin g o ver th e p ho ne, it is e v en m ore c ru cia l th at y o u h av e th e s e lf- d is c ip lin e to r e m ove dis tr a cti o ns o r te m pta ti o ns to s p lit y o ur f o cus. T he r e se arc h o n m ulti ta sk in g i s in : p eo ple c anno t f o cus o n tw o ta sk s s im ulta neo usly .
Keep y o ur c o m mitm en ts .
B re akin g c o m mitm ents a nd n o t k eep in g p ro m is e s is one o f th e m ost fr e q uentl y c ite d b ehav io rs th at e ro de tr u st in re la ti o nsh ip s.
When m anagers fa il to fo llo w th ro ugh, th eir te am m em bers no ti c e. T he messa ge th at th e m anager u nkno w in gly s e nd s is “ Y ou a re n o t a s im porta nt a s th e th in gs I c ho ose to d o i n ste ad .” Applic a tio n What a cti o ns d o y o u n eed to ta ke to b egin b uild in g s tr o ng r e la ti o nsh ip s w ith th o se yo u c o ach? W hic h b ehav io rs d o y o u n eed to e lim in ate , b ecause th ey e ro de th e tr u st and r e la ti o nsh ip s th at y o u a re tr y in g to b uild ? I n Tab le 5 -1 , l is t s p ecific a cti o ns th at y o u w ill ta ke to b uild s tr o ng, tr u st- b ase d r e la ti o nsh ip s. I d enti fy b ehav io rs th at yo u w ill s to p, s ta rt, c hange, o r c o nti n ue.
Table 5 -1 R ela tio nsh ip B uild in g B ehavio rs 64 Chapte r S um mary Successfu l c o achin g b egin s w ith a s tr o ng, tr u st- b ase d r e la ti o n-s h ip .
The re la ti o nsh ip s yo u b uild w ith yo ur em plo yees fo rm th e fo und ati o n fo r effe cti v e c o achin g c o nv ers a ti o ns.
Coachees o fte n c ite a k ey a ttr ib ute o f th eir m ost m em ora b le c o aches: “ M y co ach g enuin ely c are d a b out m e.” Build in g str o ng re la ti o nsh ip s is n o t a m yste ry , a nd it sta rts w ith a g enuin e desir e to c o nnect.
Too o fte n c o aches d o n o t p ay a tte nti o n to b ehav io rs th at e ro de r e la ti o nsh ip s, in clu d in g n o t b ein g p re se nt o r b ein g d is tr a cte d b y e le ctr o nic g ad gets a nd e - mail.
Keep y o ur c o m mitm ents , k eep y o ur c o achees’ c o nfid ences, a nd b egin p av in g th e w ay f o r g re at c o achin g.
65 Chapte r 6 FU EL: A F ra m ew ork , N ot a C age M ost a cti v iti e s w ork b ette r w hen th ere is a g ra nd s c hem e g uid in g th em th an w hen t h ey ju st s o rt o f e v olv e in a h ap haza rd w ay. A n o vera rc hin g d esig n is a b so lu te ly n ecessa ry w hen i t c o m es to c o m ple x ta sk s l ik e b uild in g a h o use o r m anufa ctu rin g a w ris tw atc h. W hen it c o m es to s e em in gly s im ple r ta sk s lik e h av in g a c o nv ers a ti o n w ith a c o lle ague, h o w ev er, it c an b e te m pti n g to ju st “ w in g it” a nd h o pe th at th ere w ill b e a p ositi v e o utc o m e.
We w ould a rg ue th at c o achin g c o nv ers a ti o ns a re w orth p la nnin g. T hey ta ke u p v alu ab le ti m e f o r b oth p arti e s, s o th at ti m e s h o uld b e p ut to i ts m ost e ffic ie nt u se . A t w ors t, su ch co nv ers a ti o ns can cause ir re p ara b le dam age to th e re la ti o nsh ip b etw een th e co ach and th e co achee. A t best, th ey can im pro ve a co achee’s p erfo rm ance a nd p ro duce m oti v ati o n a nd i n cre ase d p erfo rm ance r e su lts .
Coach in g c o n ve rsa tio n s a re w orth p la n nin g.
Sele cti o n i n te rv ie w in g i s a g o od p ara lle l f o r c o achin g c o nv ers a ti o ns. T he ty p ic al j o b-s e le cti o n i n te rv ie w , f o r e xam ple , h as b een s h o w n to b e o nly s lig htl y b ette r th an p ure c hance a t p re d ic ti n g jo b p erfo rm ance, a nd fa r in fe rio r to a n um ber o f o th er m eth o ds th at co uld b e use d in m akin g a se le cti o n, su ch as co gniti v e te sti n g o r h av in g th e in d iv id ual perfo rm a sim ula te d w ork ta sk . In d eed , one obse rv er d esc rib ed th e ty p ic al s e le cti o n in te rv ie w a s a n “ exp ensiv e s o urc e o f v iv id n o is e .” H ow ev er, w hen th e s e le cti o n in te rv ie w is p la nned , fo llo w s a d efin ed tr a ck, a nd u se s w ell- c ra fte d questi o ns, th at in te rv ie w in g pro cess beco m es a m uch m ore p ow erfu l to ol f o r s e le cti n g th e r ig ht c and id ate .
T able 6 -1 F U EL C oach in g F ra m ew ork Sim ila rly , w e w ould s u ggest th at h av in g a p la n, fo llo w in g a d efin ed tr a ck, a nd u sin g w ell- c ra fte d q uesti o ns w ill g re atl y a id y o ur a b ility to i m pro ve y o ur c o achin g 66 co nv ers a ti o ns. T his c hap te r w ill e xp lo re th e c o ncep t o f F U EL— th e ro ad m ap fo r any c o achin g c o nv ers a ti o n (s e e Tab le 6 -1 ). If y o ur p urp ose in c o achin g is to h elp oth ers g ro w a nd d ev elo p, th is c o achin g c o nv ers a ti o n g uid e c an p ro vid e th e F U EL fo r th e j o urn ey— both f o r y o u a nd f o r y o ur c o achee.
TH E DIF FER EN CE BETW EEN A FR AM EW ORK AN D A CAG E Afte r re v ie w in g th e F U EL co achin g co nv ers a ti o n pro cess, a go od fr ie nd and co lle ague o f o urs g av e u s a g re at d esc rip ti o n o f it: “ It’ s a fr a m ew ork , n o t a c age.” Hearin g th is p ith y e xp re ssio n s ta rte d o ur th in kin g a b out th e k ey d iffe re nces b etw een a fr a m ew ork a nd a c age ( s e e Tab le 6 -2 ) . A fte r g o in g th ro ugh th is m enta l e xerc is e , we f e lt th at o ur f r ie nd w as c o m ple te ly a ccura te i n h is a sse ssm ent.
The n ext fe w c hap te rs o f th is b ook a re d ed ic ate d to e xp lo rin g h o w to b est u se each s te p i n th is c o achin g c o nv ers a ti o n p ro cess.
Table 6 -2 D if fe re nce s b etw een a F ra m ew ork a nd a C age While y o u w on’t u se a ll o f th e s te p s in e v ery c o nv ers a ti o n, w e a re c o nv in ced th at th e m ore y o u fo llo w th ese g enera l g uid elin es, th e m ore p ro ducti v e y o ur c o achin g co nv ers a ti o ns w ill b e. C onsid er th e F U EL m odel as a fr a m ew ork fo r ho ld in g co achin g c o nv ers a ti o ns, a nd l e t th e c o achin g c o nv ers a ti o n g uid e i n tr o duced l a te r i n th is c hap te r b e y o ur p ers o nal “ tr a ck” to r u n o n.
One o th er n o te : w hile w e w ill e xp la in th ese s te p s in a lin ear fa sh io n, th e a ctu al flo w o f th e c o nv ers a ti o n w ill s e ld om f o llo w th is e xact tr a ck. I t w ill i n v aria b ly l o op back o nto its e lf. O ne p hase w ill b e p ro tr a cte d , a nd a no th er w ill g o q uic kly . W e’ll desc rib e th e m ost natu ra l pla ces w here th ese lo opbacks te nd to hap pen in co nv ers a ti o ns.
Self -A sse ssm ent: H ow C oach in g C onversa tio ns W ork N ow Befo re w e d iv e i n to o ur s u ggeste d te m pla te f o r c o achin g c o nv ers a ti o ns, w e w ould lik e y o u to c o m ple te a q uic k s e lf- a sse ssm ent r e gard in g y o ur c urre nt c o achin g co nv ers a ti o ns. Y ou’ll s e e th at th e 2 0 q uesti o ns l is te d i n th e w ork sh eet a re g ro up ed by th e f o ur s te p s o f th e F U EL m odel.
67 Rate e ach s ta te m ent o n a 1 -to -5 s c ale , w ith 1 i n d ic ati n g th at y o u r a re ly o r n ev er use th at b ehav io r a nd 5 i n d ic ati n g th at th e b ehav io r i s s o m eth in g th at y o u a lm ost alw ays p erfo rm . C ir c le th e r e sp onse th at d esc rib es y o ur b ehav io r m ost a ccura te ly .
Ple ase b e c and id a s y o u c o m ple te th is a sse ssm ent. I f y o u a re u nsu re w hic h r a ti n g to a ssig n, a sk y o urs e lf th e q uesti o n, If m y c o achees w ere a sk ed to c o m ple te th is asse ssm ent, h o w w ould th ey r a te m e?” Y ou c an u se th is v ir tu al th ir d -p arty o pin io n as a ti e b re aker!
68 69 MAK IN G S E N SE O F Y O UR S C O RES Well, h o w d id y o u d o? I f y o u a re l ik e m ost l e ad ers w ho c o m ple te th is a sse ssm ent, yo u p ro bab ly s c o re d fa ir ly h ig h o n s e v era l b ehav io rs a nd lo w er o n m any o th ers .
Vir tu ally n o o ne w e h av e m et h as c la im ed to e xcel a t a ll o f th e b ehav io rs lis te d in th is q uic k s e lf- a sse ssm ent. N or d o th ey n eed to !
Fro m o ur r e se arc h a nd s tu d y o f th e b est c o aches a cro ss m ulti p le in d ustr ie s a nd co untr ie s, w e s e e th at th e e xcep ti o nal o nes te nd to e xcel in th re e to fiv e c riti c al co m pete ncie s r e la te d to c o achin g. T his is g o od n ew s fo r a ll o f u s— we d on’t h av e to be perfe ct at our co achin g cra ft to be tr u ly excep ti o nal and use fu l to our co achees. H ow ev er, h av in g a b ala nce o f s tr e ngth s m ig ht u lti m ate ly b e v alu ab le fo r us to c o nsid er. W e’ll c o ver th is c o ncep t l a te r ( in Chap te r 1 8 , “ G ro w in g Y our S kills as a C oach”), w hen w e p ro vid e a s n ap sh o t o f th e 1 4 e v id ence-b ase d c o m pete ncie s at w hic h th e b est c o aches e xcel.
Now , b ack to y o u. J u st a nsw erin g th e q uesti o ns i n th is a sse ssm ent m ay c ause y o u to p ause a nd r e fle ct o n a re as th at s u rp ris e y o u. H ere a re a f e w o f th e m ore c o m mon su rp ris e s w e h ear f r o m l e ad ers w ho c o m ple te th is r e fle cti v e e xerc is e :
70 I p ro bab ly d on’t p re p are a s m uch a s I c o uld .
I te nd to d iv e in to m ost c o nv ers a ti o ns; I d on’t k no w th at I r e ally ta ke th e ti m e to g ain a gre em ent re gard in g w hat m y c o achee w ants o r w hat th e o utc o m e o f th e c o nv ers a ti o n w ill b e.
I’ m su p pose d to b e ta lk in g le ss th an 2 5 p erc ent o f th e ti m e? R eally ? I’ m pro bab ly d oin g m ost o f th e ta lk in g i n m ost o f m y c o achin g c o nv ers a ti o ns.
I te nd to o ffe r m y a d vic e p re tty e arly in th e c o nv ers a ti o n. T im e is lim ite d fo r both o f u s. I a ssu m ed th at i s w hat I w as s u p pose d to d o.
We d on’t e xp lo re m ulti p le a lte rn ati v es; w e u su ally j u m p o nto th e f ir s t o r m ost obvio us s o lu ti o n th at c o m es to m in d .
I hav en’t th o ught ab out d ete rm in in g ho w co m mitte d th e o th er p ers o n is to re ally m akin g a c hange. I f ig ure d s h e o ught to b e.
I’ m a w fu l a t fo llo w -u p ! I d on’t h av e a s y ste m in p la ce to lo op b ack a nd h o ld peo ple a cco unta b le .
I th in k i t i s th e c o achees’ r e sp onsib ility to m ake s u re th at th ey d o w hat th ey s a y th ey a re g o in g to d o. I d on’t th in k I s h o uld h av e to f o llo w u p to m ake s u re th at th ey a re s ta yin g o n ta sk .
If y o u r e la te to a ny o f th ese s ta te m ents , o r i f y o u f e el th at th ere a re o th er a re as o f dis so nance b etw een th e ite m s in th e s e lf- a sse ssm ent a nd h o w y o u c urre ntl y c o ach, yo u a re in g o od c o m pany. B y th e ti m e y o u fin is h r e ad in g th is b ook, y o u’ll h av e a much b ette r i d ea o f th e a re as th at y o u m ost w ant to w ork o n i m pro vin g.
While th e ite m s in th e se lf- a sse ssm ent m ig ht im ply a pro cess fo r ho ld in g co achin g co nv ers a ti o ns, w e w ant to o ffe r an exp lic it fr a m ew ork to guid e yo ur dia lo gues. T he C oachin g C onv ers a ti o n G uid e in Tab le 6 -3 is a s u ggeste d p ro cess fo r h o ld in g v ir tu ally a ny c o achin g c o nv ers a ti o n. B ecause i t i s a f r a m ew ork a nd n o t a c age, y o u m ay f in d th at y o u d on’t f o llo w i t i n a l in ear f a sh io n o r u ti liz e e v ery s te p of th e p ro cess. In fa ct, y o u m ay u ti liz e o nly o ne o r tw o k ey p arts o f th e o vera ll pro cess w hen ti m e is o f th e e sse nce a nd y o u h av e ju st m om ents to ta lk w ith a co lle ague. L ate r in th e b ook, w e’ll e xp la in h o w y o u c an u se th e s p ir it o f c o achin g in a n o n-th e-s p ot c o nv ers a ti o n, e v en i f y o u h av e j u st a m in ute o r tw o f o r a c o achin g dia lo gue.
As y o u re v ie w th e C oachin g C onv ers a ti o n G uid e, y o u w ill se e th e fo llo w in g str u ctu re :
In th e le ft- h and c o lu m n, y o u w ill s e e th e s u b ste p s o f th e fo ur e le m ents o f th e FU EL m odel.
In th e r ig ht- h and c o lu m n(s ), y o u w ill s e e s u ggeste d p ossib le q uesti o ns to a sk or s ta te m ents to o ffe r to g uid e th at s e cti o n o f th e c o nv ers a ti o n.
We su ggest th at yo u fir s t re v ie w th e guid e b y re ad in g d ow n th e key F U EL head in gs, a lo ng w ith th e s u b ste p s in th e le ft- h and c o lu m n. T his p ro vid es y o u w ith th e b est o utl in e f o r th e o vera ll c o nv ers a ti o n. T hen r e re ad th e e nti r e g uid e, th is ti m e 71 in clu d in g th e v ario us p ro m pti n g q uesti o ns o r p hra se s i n th e r ig ht- h and c o lu m n(s ) to get a s e nse o f h o w th e o vera ll c o nv ers a ti o n m ig ht g o .
Table 6 -3 C oach in g C onversa tio n G uid e 72 73 As y o u re v ie w th e C oachin g C onv ers a ti o n G uid e, a sk y o urs e lf th e fo llo w in g questi o ns:
If I w ere fo llo w in g th is co achin g co nv ers a ti o n outl in e, ho w w ould th e co nv ers a ti o n s o und ?
How w ould th is c o nv ers a ti o n b e d iffe re nt fr o m th e o nes I’ m c urre ntl y h av in g with e m plo yees a nd te am m em bers ?
Chances are th at yo u are no ti c in g ho w m any o pen-e nd ed q uesti o ns m ig ht b e ask ed d urin g th e c o urs e o f a c o achin g c o nv ers a ti o n.
You m ig ht a ls o b e n o ti c in g w ho is d oin g m ost o f th e w ork in s o lv in g th e is su e a t h and — th e c o achee. Y ou m ig ht ev en b e w ond erin g w here all o f yo ur go od ad vic e and guid ance fits in to th is eq uati o n. F in ally , y o u m ig ht b e w ond erin g i f th is p ro cess w ill r e ally w ork to s o lv e th e p ro ble m s a t h and e ffic ie ntl y . P le ase k no w th at th is fr a m ew ork h as b een p ro ven to w ork a nd h as b een e ffe cti v e fo r th o usa nd s o f le ad ers w ho h av e u se d it. W hat le ad ers fin d is th at th e pro cess outl in ed in th is co nv ers a ti o n ensu re s th at th e co achees b uy in a nd a re c o m mitte d to im ple m enti n g th e s o lu ti o n th at th ey id enti fy .
Lead ers d o le ss “ te llin g” a nd m ore “ gro w in g” th eir e m plo yees a nd c o lle agues b y uti liz in g th is f r a m ew ork .
When T his G uid e M ig ht B e A pplie d Coachin g i s a h ig hly b enefic ia l s k ill s e t th at c an b e a p plie d to a v arie ty o f p ro ble m s or i s su es. A s a l e ad er i n a n o rg aniz a ti o n, y o u a re m ost l ik ely to a p ply th ese s k ills i n both p erfo rm ance d is c ussio ns a nd c are er d is c ussio ns w ith e m plo yees, w ith p eers , or (th is m ay su rp ris e so m e re ad ers ) w ith th o se above yo u in th e org aniz a ti o n str u ctu re .
74 The C oachin g C onv ers a ti o n G uid e w ork s w heth er th e c o nv ers a ti o n i s f o cuse d o n Pro vid in g a n e m plo yee w ith to ugh f e ed back r e la te d to a p er-fo rm ance i s su e In v iti n g a te am m em ber to c o nsid er w hat w ork ed a nd w hat d id n’t, fo r th e purp ose o f c o nti n uo us l e arn in g a nd i m pro vem ent Dis c ussin g sk ill exp ansio n and care er gro w th opportu niti e s w ith a dir e ct re p ort Solv in g a p ers o nal o r p erfo rm ance d ile m ma r e la te d to a r e la ti o n-s h ip o r ta sk pro ble m The C oachin g C onv ers a ti o n G uid e c an b e u ti liz e d w heth er y o u, a s th e l e ad er, a re in iti a ti n g th e c o nv ers a ti o n (w anti n g to e xp lo re a p erfo rm ance o r c are er is su e) o r wheth er th e e m plo yee i s i n iti a ti n g th e c o nv ers a ti o n ( w anti n g to d is c uss a p arti c ula r challe nge o r a n o pportu nity a t h and ). I f w e c o nsid er th e g uid e a s a f r a m ew ork , i t i s easy to s e e h o w th e v ario us a sp ects o f th e F U EL m odel c an b e a d ju ste d to m eet th e vario us d iffe re nces i n c o nv ers a ti o ns.
As w e m ove th ro ugh th e n ext f e w c hap te rs , w e w ill h av e a c hance to s e e h o w to bend a nd m old th e C oachin g C onv ers a ti o n G uid e— and h o w it s o und s in r e al life .
Hav in g s a id th at, th o ugh, w e s tr o ngly e nco ura ge y o u to tr y i t o ut f o r y o urs e lf s e v era l ti m es, d oin g y o ur b est to fo llo w th e p ro cess a s w ritte n. T his is a tr ie d -a nd -tr u e pro cess— we k no w it w ork s fr o m o ur o w n u se o f it. T he p ro cess re ceiv es ra v e re v ie w s fr o m b oth co aches and co achees alik e w hen it is ap plie d in re al- ti m e ap plic ati o ns i n h ard -n o se d b usin ess s e tti n gs.
We in v ite y o u to u nd ers ta nd e ach ste p o f th e F U EL p ro cess th o ro ughly . T hat way, y o u c an s e e th e b enefit o f e ach o f th ese s te p s m ore c le arly . B ette r y et, y o u c an ap ply th is p ro cess to y o ur o w n c o achin g c o nv ers a ti o ns.
Chapte r S um mary It is w orth pla nnin g co achin g co nv ers a ti o ns so th at th e ti m e sp ent in th e co nv ers a ti o ns i s u se d m ost p ro ducti v ely .
Exp erie nce s h o w s th at h av in g a ro ad m ap fo r c o achin g w ill h elp th e c o ach best p la n a nd c o nd uct a ny c o nv ers a ti o ns.
The F U EL m odel p ro vid es a v alu ab le fr a m ew ork , o r se t o f g uid e-lin es to fo llo w . A s a f r a m ew ork ( n o t a c age), i t i s m alle ab le a nd f le xib le .
While th e F U EL m odel m ay a p pear to b e lin ear, u sin g th is fr a m e-w ork is actu ally m ore f lu id i n r e al l ife .
The C oachin g C onv ers a ti o n G uid e p ro vid es a “ tr a ck to r u n o n” a nd a llo w s th e co achee to d o m ost o f th e h eav y l ifti n g i n th e c o nv ers a ti o n.
The C oachin g C onv ers a ti o n G uid e u ti liz e s a s e rie s o f o pen-e nd ed q uesti o ns th at i n v ite th e c o achee to i d enti fy th e b est s o lu ti o ns m ovin g f o rw ard . T hat d oes no t m ean th at th e c o ach d oes n o t g et to h av e a p oin t o f v ie w , b ut w e w ill exp lo re l a te r h o w y o u c an b est i n se rt y o ur o w n i d eas i n to th e c o nv ers a ti o n.
75 The C oachin g C onv ers a ti o n G uid e re p re se nts a tr ie d -a nd -tr u e p ro cess, o ne th at w ork s re gard le ss of w heth er th e co ach or th e co achee in iti a te s th e co nv ers a ti o n.
76 Chapte r 7 Fra m e t h e C on versa tio n S ettin g t h e T arg et I n th is c hap te r, w e b egin to re ally b re ak d ow n th e F U EL p ro cess in to d is c re te s te p s. I n r e al c o achin g c o nv ers a ti o ns, th e s te p s w ill b e m ore f lu id th an th e w ay w e p re se nt th em h ere . H ow ev er, w e k no w th at it is h elp fu l to p re se nt id eas in b ite - s iz e d p orti o ns a nd i n a m ore l in ear, s te p -b y-s te p f a sh io n s o th at th ey a re c le are r a nd m ore d ig esti b le . O nce th e b asic id eas h av e b een g ra sp ed , it b eco m es e asie r to w ork w ith in th em .
We sta rt at th e b egin nin g o f th e co nv ers a ti o n. T he fir s t ste p o f th e co achin g p ro cess c re ate s th e ta rg et a t w hic h y o u a im th e c o nv ers a ti o n. H ow m any ti m es h av e y o u b een i n a c o nv ers a ti o n o r i n a m eeti n g w ith o th ers w here y o u w ere n o t e xactl y s u re w here y o u w ere h ead in g o r w hat e nd r e su lt y o u w ere tr y in g to a chie v e? T oo m any ti m es, i f y o u a re l ik e m ost p eo ple .
In a re so u rc e-lim ite d w orld both co ach an d co ach ee natu ra lly se ek to m axim iz e e ffic ie n cy.
In a re so urc e-lim ite d w orld , w here ti m e is of th e esse nce, both co ach and c o achee n atu ra lly s e ek to m axim iz e e ffic ie ncy a nd n o t w aste ti m e. T he f ir s t s te p o f t h e c o achin g p ro cess, F ra m e th e C onv ers a ti o n (s e e Tab le 7 -1 ), is a s te p th at it is e sse nti a l to d o w ell b ecause it m akes c erta in th at ti m e is n o t s q uand ere d in ta lk in g a b out th e wro ng th in gs. F ra m in g th e C onv ers a ti o n p ro vid es th e o utl in e a nd f o cus f o r t h e c o nv ers a ti o n. I t i n clu d es w hat i s su es w ill b e d is c usse d , w hat th e e nd r e su lt w ill b e (th e o utc o m es th at th e c o ach a nd th e c o achee a re a im in g fo r), a nd a ny o th er u se fu l b ound arie s a nd o bje cti v es, s u ch a s h o w m uch ti m e e ith er th e c o ach o r th e c o achee has, a pro pose d agend a fo r th e co nv ers a ti o n, and agre em ents on c o nfid enti a lity . In e sse nce, b oth c o ach a nd c o achee a re a gre ein g to b e in th e s a m e c o nv ers a ti o n a nd b ein g e xp lic it a b out th e e xact n atu re o f th at c o nv ers a ti o n.
T able 7 -1 F ra m e t h e C oversa tio n S te p 1 : F ra m e t h e C on ve rsa tio n ( S et t h e c o n te x t a n d f o cu s f o r t h e c o n ve rsa tio n .) 77 In a d diti o n to in cre asin g th e e ffic ie ncy o f th e c o nv ers a ti o n, c le arly F ra m in g th e Conv ers a ti o n r e d uces a ny p ote nti a l te nsio n th at m ig ht e xis t f o r e ith er p arty . I m agin e an em plo yee w ho is ap pro achin g her m anager w ith a so m ew hat d elic ate is su e hav in g to d o w ith a no th er e m plo yee a nd i s s e ekin g s o m e g uid ance o r a d vic e. I f th e manager w ere to ask th e em plo yee w hat sh e w ante d to w alk aw ay fr o m th e co nv ers a ti o n w ith , a nd th en s u ggeste d a p ro cess f o r h o w to g et th ere , th e e m plo yee would p ro bab ly a lr e ad y f e el s o m e r e lie f. T he e m plo yee c o uld tr u st th at s h e w as i n “go od h and s,” k no w in g th at th e m anager u nd ers to od w hat w as m ost im porta nt to re so lv e a nd w as o ffe rin g a r o ad m ap f o r g etti n g th ere .
Let’ s l o ok a t h o w th is m ig ht s o und w ith th e c o achee b rin gin g f o rth a n i s su e. N ote th at in th e e xam ple in Tab le 7 -2 , th e c o ach fo llo w s th e g enera l fr a m ew ork o f th e model, but use s slig htl y diffe re nt questi o ns and sta te m ents to Fra m e th e Conv ers a ti o n f r o m th o se l is te d i n th e f r a m ew ork i n Tab le 7 -1 .
Table 7 -2 78 Afte r re ad in g th e dia lo gue in Tab le 7-2 , yo u pro bab ly hav e an im med ia te re acti o n. H ere a re a f e w th at w e h av e h eard :
1 .
My c o nv ers a ti o ns c erta in ly d on’t s ta rt th is w ay. I d on’t ta ke th e ti m e to c la rify 79 what th e c o achee is tr y in g to a cco m plis h a nd w hat w ould b e m ost h elp fu l to her.
2 .
This s te p c erta in ly m akes s e nse — cla rify in g w hat w e a re tr y in g to a cco m plis h in th e c o nv ers a ti o n. I c an se e h o w th at c o uld m ake th e c o nv ers a ti o n m ore fo cuse d — fo r b oth o f u s.
3 .
I’ m n o t s u re I w ould h av e th e p ati e nce to d o a s m uch “ lis te nin g” in th e c o ach ro le ; m y te nd ency i s to j u m p i n .
4 .
It s e em s to o f o rm al to tr y to g ain a gre em ent r e gard in g th e f o cus a nd p ro cess.
This l a st r e acti o n i s u nd ers ta nd ab le . T akin g th e ti m e to g ain th ese a gre em ents h as no t been a co m mon pra cti c e fo r m ost peo ple . B ut le t us dis se ct F ra m in g th e Conv ers a ti o n a b it m ore a nd lo ok a t th e b enefits o f ta kin g th e ti m e to d o th is s te p well. In e sse nce, w hen y o u F ra m e th e C onv ers a ti o n, y o u a re c re ati n g a n e xp lic it agre em ent f o r th e c o nv ers a ti o n. S om e p eo ple c all th is s te p o f th e p ro cess “ cre ati n g a c o ntr a ct,” w here y o u a re a gre ein g o n th e e xp ecta ti o ns fo r th e o utc o m es o f th is parti c ula r c o nv ers a ti o n o r d is c ussio n.
MOVIN G T H E C O NVER SA T IO N B EYO ND A “ C O M PLA IN T” OR A “ C H AT” A co n tr a ct m ove s a co n ve rsa tio n aw ay fr o m bein g a “ch at” or a “co m pla in t.” The v alu e o f c re ati n g a c o ntr a ct is th at it m oves a c o nv ers a ti o n in to th e c o achin g mode, a nd a w ay fr o m b ein g a “ chat” o r a “ co m pla in t,” a cco rd in g to P am M cL ean, CEO o f th e H ud so n In sti tu te o f S anta B arb ara , (a c o achin g tr a in in g o rg aniz a ti o n).
Thin k ab out th is : ho w m any ti m es has a co lle ague ap pro ached yo u w ith a “co m pla in t” ab out so m eth in g th at is no t w ork in g w ell and w ith w hic h sh e is fr u str a te d ? In an atte m pt to em path iz e o r co m mis e ra te w ith th at in d iv id ual, yo u pro bab ly s a id s o m eth in g l ik e, “ T ell m e m ore . . . . T hat i s a w fu l. . . . I c an s e e w hy th at is u p se tti n g. . . . Y ou a re rig ht. . . . E d so und s lik e h e is b ein g c o m ple te ly unfa ir .” The tw o o f y o u c an s p end a l o t o f ti m e w hen b oth o f y o u j u m p i n to th e s a m e b oat and co m pla in ab out Ed— and m ake him th e bad guy. O f co urs e , w hen w e co m mis e ra te w ith o th ers , o ur in te nti o ns a re u su ally g o od— we w ant to h elp m ake our co lle agues o r fr ie nd s fe el b ette r ab out th eir situ ati o n and to sh o w th at w e und ers ta nd th eir p oin t o f v ie w . H ow ev er, th is p ro bab ly d oesn ’t h elp o ur c o lle agues to r e so lv e th e i s su e a nd g ain n ew i n sig ht i n to th eir o w n c o ntr ib uti o n to th e p ro ble m and h o w th ey m ig ht r e so lv e i t.
Psy cho lo gis ts u se d to e nco ura ge p eo ple to e xp erie nce c ath ars is , w hic h s im ply meant e xp re ssin g th eir a nger a nd fr u str a ti o n. “ L et it a ll h ang o ut” w as th e p opula r 80 phra se . T he a ssu m pti o n w as th at b y s u ch v enti n g, th e s te am w ould b e r e le ase d a nd th e p eo ple w ould fe el b ette r. B ut th en re se arc hers b egan to stu d y w hat a ctu ally hap pened . T hey d is c o vere d th at e nco ura gin g p eo ple to e xp re ss th eir a nger o nly mad e th em more a ngry . I n ste ad o f m akin g p eo ple f e el b ette r, i t a ctu ally m ad e th em fe el w ors e . T hey w ere m ore u p se t a nd a ngry th an th ey w ould h av e b een i f th ey h ad cho se n o ne o f s e v era l o th er a p pro aches.
1 Alte rn ati v ely , a c o lle ague m ig ht a p pro ach y o u w ith a fr u str a ti n g s itu ati o n, a nd yo u m ig ht bante r back and fo rth , sh arin g yo ur ow n exp erie nce w ith sim ila r situ ati o ns. T im e c an p ass w hile y o u a re e ngaged in s o m e fr ie nd ly “ chatti n g,” a nd again , th e c o achee m ig ht n o t g ain fu rth er in sig ht in to h is s itu ati o n o r u nd ers ta nd in g re gard in g h o w to r e so lv e th e f r u str a ti o n.
By u sin g so m e ta rg ete d q uesti o ns in F ra m in g th e C onv ers a ti o n, th e c o ach c an quic kly sig nal to th e c o achee th at h e in te nd s to b e h elp fu l, b ut th at h e n eed s to und ers ta nd w hat th e co achee w ants help w ith .
Tab le 7 -3 giv es so m e ad diti o nal questi o ns to c o nsid er u sin g a s s o on a s a c o achee a p pro aches y o u w ith a n is su e o n whic h s h e w ould l ik e c o achin g. B uild in g a r e p erto ir e o f q uesti o ns th at w ork f o r y o u can b e a g re at p ra cti c e. O ver ti m e, y o u w ill id enti fy th e o nes th at w ork w ell a nd th at s e em n atu ra l fo r y o u. A s y o u re ad th e q uesti o ns in Tab le 7 -3 , yo u m ig ht e v en hig hlig ht o r c heck th o se th at w ould b e m ost l ik ely to f e el c o m fo rta b le f o r y o u a t th is ste p o f th e c o nv ers a ti o n.
Table 7 -3 Q uestio ns t o F ra m e t h e C onversa tio n Once y o u h av e c o m ple te d th e fir s t tw o s u b ste p s o f th e fr a m in g s te p , th e c o ach and c o achee s h o uld b e c le ar a s to w hat th e fo cus o n th e c o nv ers a ti o n is , a nd w hat th ey a re jo in tl y tr y in g to a cco m plis h . T his b eco m es th e in iti a l ta rg et th at y o u a re no w a im in g fo r in y o ur c o achin g c o nv ers a ti o n. If y o u c o nsid er th is ta rg et, lo ose ly , as a g o al, y o u n o w n eed to c o m e u p w ith a g am e p la n f o r g etti n g to y o ur g o al. T his is w here th e th ir d s te p o f F ra m e th e C onv ers a ti o n c o m es in h and y: a gre e o n th e pro cess f o r th e c o nv ers a ti o n.
81 TH E C O AC H O W NS T H E P R O CESS; T H E C O AC H EE O W NS TH E C O NTEN T The c o ach ee o w ns t h e “ co n te n t,” a n d t h e c o ach o w ns t h e “ pro cess.” The th ir d su b ste p o f F ra m in g th e C onv ers a ti o n is “ A gre e o n th e p ro cess fo r th e co nv ers a ti o n.” A use fu l guid e to keep in m in d , assu m in g th at w e are co achin g in d iv id uals to d ra w th eir o w n c o nclu sio ns a nd c re ate th eir o w n b est s o lu ti o ns, is th at th e c o achee o w ns th e “ co nte nt” o f w hat y o u a re d is c ussin g, a nd th e c o ach o w ns th e “ p ro cess.” A no th er w ay to sa y th is is th at, id eally , th e c o ach w ill b e w ell vers e d in h o w to g uid e th e c o nv ers a ti o n. T he Coachin g C onv ers a ti o n G uid e, a t a hig h l e v el, is th e p ro cess th at th e c o ach w ill g uid e th e c o achee th ro ugh. T he g eneric pro cess a fte r F ra m in g th e C onv ers a ti o n w ould b e:
Und ers ta nd th e C urre nt S ta te Exp lo re th e D esir e d S ta te Lay O ut a S uccess P la n So, if a co ach w ere go in g to use a generic p ro cess sta te m ent, he m ig ht sa y so m eth in g l ik e th e i ta lic iz e d te xt i n Tab le 7 -4 .
If th is is w hat a c o ach o ffe rs in d efin in g th e p ro cess fo r th e c o nv ers a ti o n, th is is defin ite ly a g o od s ta rt. H ow ev er, th e c o ach c an c usto m iz e th is p ro cess s ta te m ent and m ake it m uch m ore r e le v ant to th e a ctu al s p ecific o utc o m e th at th e c o achee is ho pin g to a chie v e. G oin g b ack to th e e xam ple in tr o duced in Tab le 7 -2 , th e c o ach use d th e p ro cess s ta te m ent s h o w n i n i ta lic s i n th e r ig ht c o lu m n o f Tab le 7 -5 .
You c an s e e th at th e c o ach u se d la nguage a nd a s u ggeste d p ro cess, o r flo w fo r th e c o nv ers a ti o n, th at c lo se ly re fle cte d w hat th e c o achee w ante d to fo cus o n: th e “re ality c heck” a nd h o w to h av e a c o nv ers a ti o n w ith E d th at w ould n’t b lo w u p . In doin g so , th e c o ach tr u ly ta ilo re d th e str u ctu re fo r th e c o nv ers a ti o n to m eet th e “ta rg et” th at th e c o achee w as a im in g f o r.
There m ay b e o th er e le m ents th at y o u w ant to a d dre ss w hen a gre ein g o n th e pro cess f o r th e c o nv ers a ti o n. T hese m ig ht i n clu d e th in gs l ik e Table 7 -4 82 Table 7 -5 S pecif ic E xam ple : A gre e o n t h e P ro ce ss How m uch ti m e y o u h av e f o r th e d is c ussio n How yo u w ill tr e at co nfid enti a l is su es (e ith er ensu re co nfid enti a lity o r b e exp lic it r e gard in g w ho m ig ht n eed to b e in v olv ed a fte r th e c o nv ers a ti o n, a nd so o n) How y o u v ie w y o ur r o le a nd th e c o achee’s r o le ( y o ur r o le i s to a sk q uesti o ns and offe r in sig hts ; th e co achee’s ro le is to ta ke th e le ad and bra in sto rm possib iliti e s, d ete rm in e th e b est c o urs e o f a cti o n, a nd s o o n) Any o th er d efin in g p ara m ete rs o f th e c o nv ers a ti o n (b e c and id , fe el fr e e to challe nge, b e f o rth co m in g w ith f e ed back r e gard in g w hat i s n ’t w ork in g, a nd s o on) If th e c o ach in th e p re v io us e xam ple w ere to e xp and o n th e p ro cess s ta te m ent, perh ap s th e a d diti o nal te xt w ould i n clu d e s o m eth in g l ik e th is :
I’ v e g o t o nly 2 0 m in ute s r ig ht n o w , s o le t’ s s ta rt th is c o nv ers a ti o n. If w e need to p ic k u p la te r, le t’ s s c hed ule s o m e ti m e b efo re I n eed to le av e fo r m y next m eeti n g. I w ant y o u to k no w th at I w ill n o t c o nv ey a ny o f th is to E d; I’ m go in g to s u p port y o u in fig urin g o ut h o w y o u c an c lo se th e lo op w ith h im . If yo u need m e to get in v olv ed dir e ctl y , I w ill. B ut unti l w e m ake th at dete rm in ati o n, I ’ m tr e ati n g th is a s a p riv ate c o nv ers a ti o n b etw een y o u a nd m e.
83 Rem em ber, th e enti r e p urp ose o f th e ste p o f F ra m in g th e C onv ers a ti o n is to ensu re th at b oth c o ach a nd c o achee a re a gre ein g to b e in th e s a m e c o nv ers a ti o n a t th e s a m e ti m e, a nd to m ake e xp lic it w hat th at c o nv ers a ti o n w ill b e a b out. T akin g th e ti m e to m ake s u re th at b oth p arti e s a re o n b oard w ith th e p ara m ete rs a nd g o als o f th e c o nv ers a ti o n w ill p ay d iv id end s in th e ti m e s a v ed d urin g th e c o nv ers a ti o n a nd in e nsu rin g th at th e n eed ed o utc o m es a re a chie v ed .
Takin g th e tim e to m ake s u re th at b oth p artie s a re o n b oard w ill p ay div id en ds i n t h e t im e s a ve d .
Consid er th is a lte rn ati v e e xam ple i n ste ad . I w as c o achin g a h ig h-p ote nti a l l e ad er over a p erio d o f n in e m onth s, a nd w e s p oke a p pro xim ate ly e v ery th re e w eeks. I would r o uti n ely s ta rt th e c o nv ers a ti o n b y a sk in g, “ C hery l, w hat w ould y o u lik e to fo cus o n to day? W hat w ould g iv e y o u th e m ost v alu e, g iv en th e h o ur th at w e h av e no w ?” On o ne o ccasio n, C hery l r e p lie d , “ W ell, s in ce th e la st ti m e w e ta lk ed , y o u w ill no t b elie v e w hat h as h ap pened . I c halle nged a p ro je ct th at s e nio r l e ad ers w ante d u s to m ove fo rw ard w ith , a nd th e b ackla sh w as u nb elie v ab le . O ne s e nio r le ad er w ho dis a gre ed w ith m y a p pro ach r e ached o ut to m y d ir e ct m anager, s a yin g th at I w asn ’t qualifie d to b e in m y r o le . In ste ad o f c o m in g d ir e ctl y to m e, m y m anager b egan a dia lo gue w ith m y s e nio r le ad er, a nd I h eard a b out th is in d ir e ctl y th ro ugh s o m eo ne els e . I c an’t te ll y o u h o w u p se t I w as th at th e p ers o n w ho to ok is su e w ith w hat I sa id d id n’t a p pro ach m e d ir e ctl y . A nd th at m y m anager d id n’t e v en c o m e ta lk to m e —I h ad to h ear a b out i t th ro ugh a d iffe re nt c hannel!” In a m om ent o f c alm a nd c la rity , I h ad th e g o od s e nse to c o nfir m , “ S o i s th is w hat yo u’d lik e to fo cus o n to day— ho w to w ork th ro ugh th is is su e?” T o m y d is b elie f, Chery l q uic kly answ ere d , “N o, I hav e fig ure d th at o ut. A ctu ally , th e is su e has so rte d its e lf o ut, re ally .” C hery l th en c o nti n ued , “ W hat I’ d lik e to fo cus o n is a hir in g d ecis io n th at I’ m a b out to m ake a nd h o w to m ake s u re th at I’ m c o verin g a ll base s i n p ic kin g th e r ig ht p ers o n.” S o o ff w e w ent— on th e rig ht to pic to d is c uss.
I o fte n r e fle ct o n th at c o nv ers a ti o n a nd w ond er w hat w ould h av e h ap pened if I had j u m ped i n w ith C hery l to s a y, “ W ow ! T ell m e m ore . . . . T hat s o und s a w fu l. . . .
Then w hat h ap pened ? W hat d id h e s a y? W hat d id y o u d o?” M y g uess is th at w e co uld h av e sp ent th e b ette r p art o f 2 0 o r 3 0 m in ute s re liv in g th at d is c o ncerti n g situ ati o n fo r h er, m akin g th e c o nv ers a ti o n a “ chat” o r “ co m pla in t” s e ssio n ra th er th an m ovin g f o rw ard o n a n a gend a i n a m eanin gfu l c o achin g m ode— fo cuse d o n th e fu tu re a nd ta kin g a cti o n o n s o m eth in g th at w as o f r e al i m porta nce to h er.
When t h e C oach B rin gs U p t h e I s su e So fa r, w e hav e hig hlig hte d co achin g co nv ers a ti o ns in w hic h th e co achee has pre se nte d th e is su e to th e co ach— so m eth in g th at he w ould lik e help o n. W hat hap pens w hen th e c o ach in iti a te s th e c o nv ers a ti o n? W hat c hanges a re re q uir e d in 84 th e p ro cess o f F ra m in g th e C onv ers a ti o n?
You w ill fo llo w th e sa m e s te p s o f th e c o nv ers a ti o n; th e m ajo r d iffe re nce is th at yo u c an pre p are fo r th ese s te p s, s in ce y o u w ill b e a b le to id enti fy w hat y o u m ig ht want to s a y i n a d vance.
Let’ s l o ok a t th e e xam ple i n Tab le 7 -6 .
Table 7 -6 85 As yo u can se e, th e co ach fo llo w s th e sa m e p ro cess o f co ntr a cti n g fo r th e co nv ers a ti o n. W hen th e c o ach in iti a te s th e c o nv ers a ti o n— and th us th e to pic o f th e co nv ers a ti o n— sh e w ill b e a b le to a rti c ula te th e b ehav io r o r is su e to d is c uss, th e outc o m es o f th e c o nv ers a ti o n, a nd th e p ro cess fo r th e d is c ussio n. E ven w hen th e co ach in iti a te s th e c o nv ers a ti o n, h o w ev er, s h e w ill s ti ll w ant to m ake th e fr a m in g ste p a tw o-w ay d ia lo gue. T he c o ach s h o uld a sk th e c o achee if th e to pic o r is su e makes s e nse , i f th e c o achee s e eks a ny o th er ( d iffe re nt) o utc o m es, a nd i f th e p ro cess fo r th e c o nv ers a ti o n m akes s e nse b efo re p ro ceed in g.
Vid eo E xa m ple If y o u w ould l ik e to s e e e xam ple s o f a c o ach f r a m in g a c o achin g c o nv ers a ti o n, g o to www.z e ngerfo lk m an . c o m a nd c lic k o n th e L ead ers h ip R eso urc e C ente r ic o n. Y ou will fin d o ne o r m ore e xam ple s o f a c o ach h elp in g to g uid e th e b egin nin g o f a co achin g c o nv ers a ti o n. I n th e e xam ple (s ), th e c o ach w ill e nsu re th at b oth th e c o ach and th e c o achee h av e a c le ar f o cus f o r th e e nsu in g c o achin g c o nv ers a ti o n.
Who S hould D riv e t h e A genda?
You m ig ht be w ond erin g at th is poin t w ho sh o uld driv e th e to pic of th e co nv ers a ti o n. B oth y o u a nd th e p ers o n y o u a re c o achin g, e sp ecia lly if h e is o ne o f yo ur d ir e ct r e p orts , w ill b e e q ually a b le to i d enti fy p ote nti a l c o achin g to pic s. I f w e fo cus s p ecific ally o n th e c o achin g ro le y o u p la y w ith d ir e ct re p orts , it w ould b e easy to assu m e th at yo u, as th eir le ad er, co uld d riv e th e co achin g agend a. W e would lik e to su ggest th at yo u allo w m uch m ore ti m e fo r th eir agend a in yo ur co achin g w ork .
In f a ct, w e c an d ra w u p on r e se arc h f r o m a r e la te d h elp in g p ro fe ssio n to c o nv in ce us o f th e p ow er o f le tti n g o ur e m plo yees d riv e th e c o achin g a gend a. A cco rd in g to Duncan and M ille r (s e e www.ta lk in gcure .c o m ), w hen co unse lo rs ask ed th eir clie nts w hat th ey w ould l ik e to a cco m plis h i n th e c urre nt d is c ussio n, a nd p air e d th is with a r e q uest f o r f e ed back a t th e e nd o f th e s e ssio n, th e c o unse lo rs f o und th at th eir attr iti o n ra te s dro pped by 50 perc ent and th eir effe cti v eness in cre ase d by 65 perc ent. W hile w e w ill b e th e fir s t to a ckno w le d ge th at c o unse lin g a nd c o achin g are q uite d iffe re nt b easts , w e d o th in k th at i t i s i n te re sti n g to c o nnect th ese tw o d ots here . W hen c o unse lo rs i n v ite d th eir c lie nts to d ete rm in e th e f o cus o f th e d is c ussio n and th en in v ite d fe ed back a t th e e nd ( “ D id w e a cco m plis h w hat y o u w ante d ? W as th is a g o od u se o f ti m e?”), c lie nts w ere fa r m ore s a ti s fie d . T his p heno m eno n c an’t be l im ite d o nly to th e w orld o f c o unse lin g.
If w e a sk ed o ur d ir e ct r e p orts m ore f r e q uentl y , “ W hat i s m ost i m porta nt f o r u s to 86 fo cus o n?” a nd “ D id w e g et to re so lv e y o ur m ost p re ssin g is su es? ” it is e asy to im agin e th at o ur e m plo yees w ould b e fa r m ore s a ti s fie d — and p ro ducti v e— th an if we c o nti n uo usly to ok th e l e ad i n o ur c o achin g c o nv ers a ti o ns.
Task U pdate s D o N ot E qual C oach in g C onversa tio ns In o ur w ork w ith l e ad ers , w e f in d th at m any l e ad ers a re p ro ud to a nno unce th at th ey re gula rly h o ld o ne-o n-o ne c o nv ers a ti o ns w ith e ach d ir e ct re p ort. W heth er th ese hap pen w eekly , b iw eekly , o r month ly , th e v ast m ajo rity o f m anagers s ta te th at th ey re gula rly a nd ro uti n ely h o no r th ese o ne-o n-o ne c o m mitm ents a nd s ti c k to th em in th eir sc hed ule s. H ow ev er, w hen w e peel th e next la yer aw ay and ask th ese managers w hat th e c o nv ers a ti o ns fo cus o n, th ey a re q uic k to h ig hlig ht th e m ajo r ti m e i n v estm ents :
Task o r p ro je ct u p date s Com munic ati o ns re gard in g co m pany busin ess and /o r dep artm ent new s th at hasn ’t r e ached th e e m plo yees y et Feed back r e gard in g p ro je ct m ile sto nes a nd a cco m plis h m ents In fa ct, le ad ers r e gula rly s ta te th at a p pro xim ate ly 8 0 to 9 0 p erc ent o f th eir o ne- on-o ne m eeti n gs are dev ote d to ta sk or pro je ct up date co m munic ati o ns. A ny re m ain in g ti m e is s p ent o n d ev elo pm enta l c o nv ers a ti o ns th at g ro w a nd e xp and th e em plo yee’s c ap ab ility .
Alth o ugh ta sk a nd p ro je ct u p date s a re c riti c al a nd n ecessa ry to a d dre ss w ith em plo yees, w e w ould lik e to c halle nge y o u to d is ti n guis h b etw een p ro je ct u p date s and tr u e c o achin g c o nv ers a ti o ns. If w e d efin e c o achin g c o nv ers a ti o ns a s th o se th at exp and th e e m plo yee’s a w are ness, th in kin g, a nd c ap ab ility , th en a ta sk s ta tu s u p date ty p ic ally w ill n o t fit th is d efin iti o n. U nle ss y o u a p pro ach th ese r o uti n e o ne-o n-o ne meeti n gs w ith a c o achin g m in d se t— and v ig ila ntl y s e ek o pportu niti e s to e xp and a nd gro w yo ur em plo yees in th e p ro cess— th ey are lik ely to tu rn in to m ere up date re p orts .
We d efin e c o ach in g c o n ve rsa tio n s a s t h ose t h at e x pan d t h e e m plo ye e’s aw are n ess, t h in kin g, a n d c a pability .
If yo ur co achin g co nv ers a ti o ns have b egun to fe el c lo se r to u p date re p orts — whic h i s u nd ers ta nd ab le — th en a s im ple s o lu ti o n m ig ht b e to c o nti n ue h o ld in g th ese one-o n-o ne m eeti n gs, b ut to se t u p se p ara te m eetin gs th at fo cus o n d ev elo pm ent and c ap ab ility /c are er e xp ansio n. E ven if th ese s e p ara te m eeti n gs h ap pen o nly o n a month ly , b im onth ly , o r e v en q uarte rly b asis , y o ur e m plo yees a re lik ely to n o ti c e and b enefit f r o m th e d iffe re nce ( a nd s o a re y o u).
87 SO W HAT D O W E T A LK A BO UT?
Many l e ad ers a re p erp le xed w hen i t c o m es ti m e to d ete rm in e h o w th ey c an i n iti a te a d iffe re nt k in d o f c o achin g c o nv ers a ti o n. T here a re ty p ic ally tw o is su es o pera ti n g here th at m ake th is tr a nsiti o n c halle ngin g f o r l e ad ers :
1. H ow d o I s ta rt h av in g a d iffe re nt k in d o f c o nv ers a ti o n, s in ce w e a re u se d to th e ty p ic al w ay o f d oin g b usin ess?
2. W hat c an w e ta lk a b out b eyo nd th e p ro je ct o r ta sk u p date s?
If w e re call w hat h ap pens in a sy ste m d ynam ic , w e w ill re co gniz e th at b oth parti e s a re u se d to a p arti c ula r w ay o f i n te ra cti n g w ith e ach o th er. T here fo re , i f th e sta nd ard o ne-o n-o ne c o nv ers a ti o n h as e nta ile d th e m anager’s a sk in g a b out p ro je ct sta tu s, acco m plis h m ents , and challe nges, and th e em plo yee in tu rn re p orti n g o n pro je ct s ta tu s, a cco m plis h m ents , a nd c halle nges, it is q uite e asy to u nd ers ta nd h o w both p arti e s m ig ht f in d i t d iffic ult to v entu re i n to a d iffe re nt k in d o f c o nv ers a ti o n.
There a re s o m e v aria ti o ns o n w hy th is s e co nd c halle nge— dete rm in in g w hat to ta lk a b out b eyo nd p ro je ct u p date s— is to ugh. S om eti m es le ad ers re p ort, “ I h av e matu re , exp erie nced em plo yees work in g fo r me— th ey don’t re ally need ‘d ev elo pm ent’ p er s e .” O r th ey e xp la in , “ I h av e G en Y e m plo yees w ork in g f o r m e, and w hen I a sk th em i f th ey w ant to ta lk a b out a nyth in g e ls e , th ey a lw ays s a y, ‘ N o— I’ m g o od.’ ” R egard le ss o f a ny r e sis ta nce to v entu rin g in to n ew te rrito ry th at e ith er yo u o r y o ur c o achee m ay b e fe elin g, it is im porta nt th at y o u fin d w ays to in te ra ct diffe re ntl y a nd e ngage i n n ew c o nv ers a ti o ns. O ne w ay to d o th is i s w ith a c hecklis t of p ote nti a l c o achin g to pic s.
Coach in g T opic s C heck lis t Uti liz in g a C oachin g T opic s C hecklis t lik e th e o ne s h o w n in Tab le 7 -7 m ay b e a go od “ d oor o pener” to a lte rn ati v e c o nv ers a ti o ns. W e w ould r e co m mend u sin g th is checklis t a s a no th er f r a m ew ork a nd m odify in g a nd c usto m iz in g i t to f it y o ur u niq ue situ ati o n. T he s p ecific to pic s in Tab le 7 -7 a re fa r le ss im porta nt th an th e e sse nce th at th e c hecklis t s u ggests — to p ro pose p ossib le to pic s o f d is c ussio n th at m ig ht b e use fu l th re ad s to f o llo w a s y o u c o nti n ue c o nv ers a ti o ns w ith y o ur e m plo yees.
Table 7 -7 C oach in g T opic s C heck lis t On th e f o llo w in g c hecklis t, p le ase m ark th e th re e to pic s th at a re o f m ost i n te re st to yo u. If s o m eth in g im porta nt is n o t lis te d , a d d it to th e lis t a nd m ark th at a s y o ur cho ic e.
We’ll use th is lis t in th e co m in g m onth s as a to ol fo r str u ctu rin g our co nv ers a ti o ns.
88 Let u s q uic kly te st th e v alu e a nd v ia b ility o f u sin g a c hecklis t lik e th is . T ake a min ute a nd co m ple te t h is f o rm f o r y o urse lf.
W e’v e a lw ays fo und th at le ad ers , lik e yo u, w ill la tc h o n to a t le ast o ne o r tw o a re as o f in te re st to d is c uss w ith th eir managers o r o th er c o lle agues. S o, tr y th is o ut fo r y o urs e lf. C om ple te th is c hecklis t as if y o u w ere b ein g a sk ed to id enti fy p ossib le c o achin g to pic s fo r y o urs e lf.
Do 89 th at n ow , b efo re r e a din g f u rth er!
Chances are th at yo u id enti fie d at le ast tw o o r th re e are as th at yo u hav e a re la ti v ely hig h in te re st in purs u in g w ith an in te re ste d party (h o pefu lly , yo ur manager!) . Y ou m ay h av e a ls o n o te d th at n o ne o f th e lis te d to pic s fo cus o n th e curre nt p ro je ct/ s ta tu s/ta sk -a t- h and u p date s. If y o u a re lik e m any le ad ers w ho h av e co m ple te d th is c hecklis t, y o u m ig ht b e i n te re ste d i n a ctu ally e ngagin g yo ur m anager in a c o nv ers a ti o n a b out o ne o r m ore o f th ese to pic s. W e e nco ura ge y o u to ta ke th at in iti a ti v e!
You m ig ht a ls o i m agin e th at s u ch a C oachin g T opic s C hecklis t c o uld s e rv e a s a n ongo in g c hecklis t to re tu rn to a s m anager a nd e m plo yee m eet re gula rly to d is c uss to pic s of in te re st to th e em plo yee. In fa ct, hav in g a checklis t lik e th is one (c usto m iz e d to fit y o ur e nv ir o nm ent) m ig ht p ro vid e th e str u ctu re fo r c heckin g in re gula rly o n c are er a nd d ev elo pm ent d is c ussio ns.
Both th e m an ager an d th e em plo ye e sh are th e on goin g fo cu s fo r deve lo pm en ta l c o n ve rsa tio n s.
Eith er th e m anager o r th e e m plo yee m ig ht b e r e sp onsib le f o r b rin gin g th is c hecklis t to s c hed ule d c o achin g c o nv ers a ti o ns, s o th at b oth th e m anager a nd th e e m plo yee sh are th e o ngo in g f o cus f o r d ev elo pm enta l c o nv ers a ti o ns.
Anoth er C oach in g F ocu s: G ro w in g P erfo rm ance C apabilit y Ano th er pote nti a l fr a m ew ork on w hic h to fo cus co achin g effo rts co uld be a co m pete ncy m odel f o r e ffe cti v eness. Z enger F olk m an h as c o nd ucte d a g re at d eal o f re se arc h in to th e co m pete ncie s th at dis ti n guis h th e m ost effe cti v e in d iv id ual co ntr ib uto rs a nd le ad ers fr o m th e r e st; its r e se arc h is d ocum ente d in th e b ook The Extr a ord in ary Lea der (Z enger and Folk m an, M cG ra w -H ill, re v is e d 2009).
Uti liz in g a c o m pete ncy m odel to fo rm a fr a m ew ork fo r d ev elo pm ent d is c ussio ns can b e e xtr e m ely u se fu l i n g uid in g c o nv ers a ti o ns f o cuse d o n g ro w in g th e c ap ab ility need ed f o r c urre nt a nd f u tu re p erfo rm ance.
Dra w in g up on th e Zenger Folk m an re se arc h, th e fo llo w in g le ad ers h ip dim ensio ns a nd re la te d c o m pete ncie s h av e b een p ro ven to d iffe re nti a te th e b est perfo rm ers f r o m th e r e st:
Chara cte r 1. D is p la ys h ig h i n te grity a nd h o nesty Perso n al C apability 2. H as te chnic al a nd p ro fe ssio nal e xp erti s e 90 3. S olv es p ro ble m s a nd a naly ze s i s su es 4. I n no vate s 5. P ra cti c es s e lf- d ev elo pm ent Focu s o n R esu lts 6. D riv es f o r r e su lts 7. E sta b lis h es s tr e tc h g o als 8. T akes th e i n iti a ti v e In te rp erso n al S kills 9. C om munic ate s p ow erfu lly a nd p ro lific ally 10. I n sp ir e s a nd m oti v ate s o th ers to h ig h p erfo rm ance 11. B uild s r e la ti o nsh ip s 12. D ev elo ps o th ers 13. E ngages i n c o lla b ora ti o n a nd te am w ork Lea din g C hange 14. D ev elo ps a s tr a te gic p ers p ecti v e 15. C ham pio ns c hange 16. C onnects th e g ro up to th e o uts id e w orld In ad diti o n to th e C oachin g Topic s C hecklis t, both th e m anager and th e em plo yees can uti liz e a co m pete ncy m odel fr a m ew ork as a basis fo r ongo in g dev elo pm ent d is c ussio ns.
A T arg et f o r S ucce ss One su ggesti o n fo r u sin g a c o m pete ncy m odel (lik e th at ju st g iv en) w ould b e to in v ite y o ur e m plo yee to i d enti fy th o se c o m pete ncie s th at s h e f e els a re m ost c riti c al fo r h er r o le . A t th e s a m e ti m e, y o u w ould c o m ple te th e s a m e s te p .
Next, ask yo ur em plo yee to id enti fy th e co m pete ncie s th at sh e has th e m ost in te re st in o r p assio n fo r d ev elo pin g. F in ally , lo ok fo r o verla p : w here d o y o ur em plo yee’s p assio ns a nd o rg aniz a ti o nal n eed s o verla p ?
Afte r i n te rv ie w in g th o usa nd s o f e m plo yees a nd l e ad ers , w e h av e r o uti n ely f o und a s m all s e t o f u niv ers a l fa cto rs th at a re a lw ays p re se nt w hen in d iv id uals a chie v e peak p erfo rm ance:
Com pete nce Passio n 91 Org aniz a ti o nal n eed s If w e v ie w th ese a s a V enn d ia gra m , th is m odel lo oks lik e Fig ure 7 -1 . T his fr a m ew ork can o ffe r yet ano th er co nv ers a ti o n fr a m ew ork fo r th e m anager w ho wis h es to engage in a diffe re nt or m ore ro bust dev elo pm ent dis c ussio n w ith em plo yees.
Fig ure 7 -1 I n gre d ie nts o f E xtr a o rd in ary P erfo rm ance Applic a tio n Sin ce y o u w ill o fte n b e th e o ne to i n iti a te o r i n v ite c o achin g c o nv ers a ti o ns, w e th in k i t i s u se fu l to p ra cti c e u ti liz in g th e s te p s o f th e C oachin g C onv ers a ti o n G uid e to p re p are f o r y o ur u p co m in g d ia lo gues. W e i n v ite y o u, i n Tab le 7 -8 , to c o nsid er ho w y o u m ig ht “ re hears e ” F ra m in g th e C onv ers a ti o n f o r a c o achin g c o nv ers a ti o n th at y o u i n iti a te w ith a c o lle ague.
Table 7 -8 92 Chapte r S um mary By F ra m in g th e C onv ers a ti o n, b oth co ach and co achee can m axim iz e th eir effic ie ncy a nd th eir p re cio us r e so urc es— in clu d in g th eir ti m e!
Fra m in g th e C onv ers a ti o n e nsu re s th at th e c o ach a nd th e c o achee a re a gre ein g to b e i n th e s a m e c o nv ers a ti o n, a nd m akes e xp lic it w hat th at c o nv ers a ti o n w ill be a b out.
Cre ati n g a c o ntr a ct fo r th e c o nv ers a ti o n m oves th e c o nv ers a ti o n a w ay fr o m chatti n g a nd c o m pla in in g.
The c o ach o w ns th e pro cess , w here as th e c o achee o w ns th e co nte n t o f th e co nv ers a ti o n.
The th re e s te p s o f F ra m in g th e C onv ers a ti o n a re Id enti fy th e b ehav io r o r i s su e to d is c uss.
Dete rm in e th e p urp ose o r o utc o m es o f th e c o nv ers a ti o n.
Agre e o n th e p ro cess f o r th e c o nv ers a ti o n.
Wheth er th e c o ach o r th e c o achee in iti a te s th e c o nv ers a ti o n a nd b rin gs th e to pic fo rw ard , th e th re e ste p s w ill b e uti liz e d to F ra m e th e C onv ers a ti o n effe cti v ely .
Rese arc h s u ggests th at w hen th e c o achee i s e m pow ere d to s e le ct th e c o achin g co nv ers a ti o n to pic s, a nd is la te r in v ite d to p ro vid e fe ed back re gard in g th e valu e o f th e s e ssio n, th e re le v ance a nd q uality o f th e c o nv ers a ti o n (fr o m th e co achee’s p oin t o f v ie w ) i n cre ase s ig nific antl y .
Task u p date s a re n o t c o achin g c o nv ers a ti o ns, e v en th o ugh m any o ne-o n-o ne co nv ers a ti o ns m ay f o cus o n s h arin g p ro je ct s ta tu s u p date s.
93 Uti liz in g a c o achin g to pic s c hecklis t m ay p ro vid e a u se fu l “ d oor o pener” fo r in iti a ti n g d iffe re nt ty p es o f c o achin g c o nv ers a ti o ns.
Uti liz in g a p erfo rm ance c o m pete ncy m odel m ay p ro vid e a no th er fr a m ew ork fo r i n v iti n g c o achin g c o nv ers a ti o ns.
Targ eti n g th e in te rs e cti o n o f c o m pete nce, p assio n, a nd o rg aniz a ti o nal n eed s may b e u se fu l i n a im in g f o r d ev elo pm enta l c o nv ers a ti o ns.
94 Chapte r 8 Understa n d t h e Curren t S ta te “S o H ow I s T hat W ork in g f o r Y ou ?” A ssu m in g th at yo u hav e su ccessfu lly co m ple te d th e fir s t ste p of th e co achin g d ia lo gue, F ra m e th e C onv ers a ti o n, y o u a nd y o ur c o achee w ill b oth b e ta rg eti n g th e s a m e fo cus a nd d esir e d o utc o m e fo r th e c o nv ers a ti o n. Y ou w ill h av e b een e xp lic it r e gard in g w hat th at c o nv ers a ti o n w ill b e a b out. Y ou a re n o w r e ad y to d iv e i n to th e d eta ils o f th e c urre nt s itu ati o n, s o th at y o u b oth u nd ers ta nd th e te rrito ry th at y o u a re t r y in g to n av ig ate .
Here are so m e gro und ru le s and guid elin es fo r ap pro achin g th is ste p o f th e c o achin g c o nv ers a ti o n:
1 .
Susp en d y o ur ju dgm en t a nd “ kn ow in g.” C hances a re th at a h ig h p erc enta ge of w hat y o u b elie v e to b e tr u e a b out th e s itu ati o n— eith er fr o m p re co nceiv ed no ti o ns o r f r o m d ra w in g q uic k c o nclu sio ns b ase d o n th e c o achee’s d esc rip ti o n —will b e i n accura te .
2 .
Main ta in a m in dse t o f c u rio sity .
Y our p rim ary ta sk d urin g th is p hase is to sh in e a lig ht, fo r th e c o achee, o n th e r e al is su e th at n eed s to b e a d dre sse d . If yo u d o th is s te p o f th e c o nv ers a ti o n w ell, yo ur c o achee w ill s e e h er s itu ati o n in a n ew lig ht. A nd if s h e s e es it in a n ew lig ht, s h e w ill b e a b le to c ho ose diffe re nt a cti o ns.
3 .
Do n ot r u sh in to a ctio n; ta ke tim e fo r e xp lo ra tio n.
If th e p ro ble m c o uld b e so lv ed e asily , th e c o achee w ould h av e a lr e ad y s o lv ed it. T he fa ct th at h e is wre stl in g w ith th e i s su e s u ggests th at th e p ro ble m i s n o t a s r e ad ily a p pare nt o r th e so lu ti o n is no t as neat and ti d y as yo u m ig ht b elie v e. O r p erh ap s th e pro ble m a nd th e s o lu ti o n are o bvio us b ut th e c o achee is re sis ta nt to m ovin g fo rw ard in so lv in g th e p ro ble m fo r a m yria d o f re aso ns. U nd ers ta nd in g th e Curre nt S ta te a llo w s b oth o f y o u to g ain a c le are r p ic tu re o f w hat i s tr u ly g o in g on— so th at y o u u lti m ate ly s o lv e th e “ rig ht” p ro ble m .
4 .
Resis t g iv in g a dvic e.
R em em ber th at y o ur p rim ary g o al fo r c o achin g is to exp and th e th in kin g a nd c ap ab ility o f th e p ers o n y o u a re c o achin g. If y o u r u sh in to o q uic kly to o ffe r y o ur a d vic e, y o u s h o rt- c ir c uit th e le arn in g a nd g ro w th pro cess fo r th e c o achee. E ven if th e c o achee a sk s y o u fo r a d vic e, don’t ta ke th e b ait!
If, a fte r m ovin g th ro ugh th e n ext s te p s o f th e c o achin g c o nv ers a ti o n (s e e Tab le 8 -1 ), th e c o achee i s m is sin g a c riti c al id ea f o r p ro ceed in g, y o u c an offe r i t a s a p ossib ility . S o, f o r n o w , j u st s it ti g ht a nd tu rn o n y o ur e xp lo ra ti o n la nte rn s.
95 Table 8 -1 U ndersta nd t h e C urre nt S ta te The t r u e g oal o f t h is s te p i s t o e x pan d t h e c o ach ee’s p oin t o f v ie w .
The fo cus o f S te p 2 : U nd ers ta nd th e C urre nt S ta te is n o t to s o lv e th e p ro ble m a t hand j u st y et b ut j u st to u nd ers ta nd i t b ette r. I n f a ct, th e t r u e g oal o f t h is s te p o f t h e co ach in g p ro cess i s t o e xp and t h e c o ach ee’s p oin t o f v ie w i n to h er o w n s itu atio n .
If s h e c an tr u ly u nd ers ta nd w hat th e is su e is , w hy it’ s p arti c ula rly b oth ers o m e, a nd th e c o nse q uences o f c hangin g ( o r n o t c hangin g), s h e is lik ely to g ain s o m e in sig hts in to h o w b est to p ro ceed . O ne o f th e p hra se s w e lik e to r e m em ber is “ aw are n ess pre ced es c h ange .” S in ce c o achin g is a lw ays fo cuse d o n a c hange a gend a, th en in ord er to e ffe ct c hanges in b ehav io rs o r o utc o m es, w e m ust c re ate n ew a w are ness fo r th e c o achee.
WHY T H IS S T EP I S S O D IF FIC ULT F O R U S Lik e m any of th e su b ste p s in co achin g co nv ers a ti o ns, th o se in Ste p 2 se em re la ti v ely s tr a ig htf o rw ard . H ow ev er, m ost c o aches w ill a gre e th at th is s te p o f th e pro cess i s p erh ap s th e m ost c halle ngin g o f a ll. W hy i s th at th e c ase ? H ere a re s o m e hunches:
Many le ad ers w ant to ju m p rig ht in a nd so lv e th e p ro ble m . T hey “ hear th e pro ble m ” in w hat th e c o achee d esc rib es, a nd th ey b elie v e th at th ey d o n o t 96 need m uch m ore d esc rip ti o n to u nd ers ta nd w hat i s r e ally g o in g o n.
When l e ad ers r e la te to th e e xp erie nce th at i s b ein g d esc rib ed , th ey b elie v e th at th ey tr u ly u nd ers ta nd w hat th e c o achee is g o in g th ro ugh. ( O fte n, h o w ev er, th e co achee’s exp erie nce is q uite d iffe re nt fr o m th e co ach’s o w n exp erie nce.) This “ re la ti n g” to th e p ro ble m a ctu ally p re v ents th e c o ach fr o m h earin g th e situ ati o n f r o m th e c o achee’s p oin t o f v ie w .
Most o f u s l is te n to th e f a cts a nd i s su es b ein g d esc rib ed a s i f th ey r e p re se nt a fa ir ly c o m ple te d esc rip ti o n o f w hat is tr u ly h ap penin g. W e fa il to lis te n a t deep er l e v els f o r w hat i s r e ally g o in g o n— ho w th e c o achee i s a ffe cte d b y th e situ ati o n, w hat th e co nse q uences are , and th e em oti o nal im pact o f w hat is go in g o n. H ow m uch a ngst is th is is su e c ausin g th e c o achee, a nd w hy? W hat sto rie s h as th e c o achee m ad e u p a b out w hat is g o in g o n, a nd h o w c lo se a re th o se s to rie s to r e ality ?
This s te p is lik e w alk in g a ro und th e p ro ble m to lo ok a t it fr o m d iffe re nt v anta ge poin ts : i t ta kes a b it o f ti m e a nd a g re at d eal o f d is c ip lin e to d o s o , e sp ecia lly i f w e th in k w e a lr e ad y c le arly u nd ers ta nd th e i s su e a nd th e o pti m um s o lu ti o n f o r i t.
To illu str a te h o w d iffic ult it is to re ally su sp end ju d gm ent a nd lis te n w ith a n open m in d , lo ok a t Tab le 8 -2 . W e r e ceiv ed a n e -m ail a fe w y ears a go , d esc rib in g ho w a fir s t- g ra d e te acher in V ir g in ia p ro vid ed th e b egin nin gs o f s o m e w ell- k no w n phra se s to h er f ir s t- g ra d e c la ss a nd a sk ed th e s tu d ents to f ill i n th e m is sin g p orti o n.
In th e le ft- h and c o lu m n in Tab le 8 -2 a re th e “ sta rte r” p hra se s, a nd in th e rig ht- hand c o lu m n a re th e s tu d ents ’ r e sp onse s.
If yo u are lik e m ost A meric ans, yo u pro bab ly guesse d th e “rig ht” or m ore fa m ilia r a nsw ers to m ost o f th ese p hra se s w ith o ut ev en th in kin g to o h ard . “ D on’t change h o rs e s i n m id str e am ” a nd “ A p enny s a v ed i s a p enny e arn ed ” a re tr ie d -a nd - tr u e g uid in g p rin cip le s p asse d f r o m g enera ti o n to g enera ti o n, e v en i f th ey n o l o nger make th e s a m e s e nse i n to day’s m odern w orld . S ti ll, y o u h av e p ro bab ly h eard m ost of th ese p hra se s r e p eate d o ver a nd o ver a gain .
Table 8 -2 S eein g A noth er P oin t o f V ie w 97 Now co m pare yo ur ow n re sp onse s and answ ers to th o se pro vid ed by th e child re n. T heir re sp onse s a re fu nny, a nd y o u c an e v en s e e h o w th ey m ad e s e nse .
But p le ase p ause to n o te h o w q uic kly y o ur m in d fo rm ed th e c o m ple te a nsw er to each p hra se , a s s o on a s y o u s a w th e fir s t fe w w ord s. Y ou p ro bab ly d id n o t e v en sto p to th in k th at th ere c o uld b e a c o m ple te ly d iffe re nt v ers io n o f e ach p hra se , o nce yo u r e co gniz e d o r i d enti fie d th e f a m ilia r p atte rn .
The sa m e pheno m eno n hap pens w hen yo u are co achin g oth ers . If Terry co m pla in s a b out A nd re w b ein g d iffic ult, a nd y o u a ls o h av e th e e xp erie nce th at And re w can b e d iffic ult to w ork w ith , yo u im med ia te ly fill in yo ur v ers io n o f “p ro ble m s w ith A nd re w ,” a nd y o ur m in d im med ia te ly b egin s to th in k o f s o lu ti o ns th at m ig ht b e use fu l fo r T erry to co nsid er. U nfo rtu nate ly , w hile yo ur so lu ti o ns pro bab ly w ork b est fo r yo ur p arti c ula r fla v or o f “ p ro ble m s w ith A nd re w ,” th is is no t n ecessa rily th e c ase fo r T erry ’s p arti c ula r fla v or o f th e s a m e. T he s a m e is tr u e of v ir tu ally a ny p ro ble m th at y o u m ig ht h ear s o m eo ne e ls e d esc rib e: p ro ble m s w ith a c o lle ague o r p ro je ct; w ork /life b ala nce b ein g o ut o f w hack; fe elin g u nd erv alu ed , overw ork ed , a nd u nd erp aid ; a nd s o o n.
Beg in ex erc is in g re str a in t w ith re g ard to fillin g in th e re st o f th e pic tu re t o o q u ic k ly .
You m ost c erta in ly h av e e xp erie nced s o m e v ers io n o f w hat is b ein g d esc rib ed .
We w ant to e m phasiz e , th o ugh, th at y o ur v ers io n i s a b so lu te ly g o in g to b e d iffe re nt fr o m th e v ers io n o f th e p ers o n w ho is s p eakin g. S o, w e w ant to e nco ura ge y o u to beg in e xerc is in g re str a in t w ith re g ard to fillin g in th e re st o f th e p ic tu re to o quic kly . P ay a tte nti o n to fe elin g c erta in th at y o u u nd ers ta nd th e s itu ati o n a nd y o u kno w w hat is g o in g o n; th is c an b e a n e arly c ue to re m em ber th at th e c o achee’s 98 re ality i s l ik ely to l o ok a nd f e el d iffe re ntl y to h im .
TH E T H REE S T EPS O F U NDER STA N DIN G T H E C URREN T ST A TE So, le t us div e in to th e fin er poin ts of each of th e th re e ste p s co nta in ed in Und ers ta nd in g th e C urre nt S ta te :
1 .
Und ers ta nd th e c o achee’s p oin t o f v ie w .
2 .
Dete rm in e th e c o nse q uences o f c o nti n uin g o n th e c urre nt p ath .
3 .
Offe r y o ur p ers p ecti v e, if a ppro pria te .
Understa nd t h e C oach ee’s P oin t o f V ie w We w ant to e m phasiz e th at, i f d one w ell, th is s u b ste p w ill h elp th e c o achee s e e h is situ ati o n d iffe re ntl y fr o m th e w ay h e s a w it w hen h e s ta rte d . W ill y o u, a s c o ach, und ers ta nd th e c o achee’s p oin t o f v ie w b ette r a fte r th is s te p o f th e c o nv ers a ti o n is co m ple te d ? A bso lu te ly . B ut w hat w ill c re ate e v en m ore v alu e i s i f th e c o achee s e es his s itu ati o n a nd i s su e d iffe re ntl y a s a r e su lt o f y o ur g o od w ork i n th is p hase .
So, h o w c an th at h ap pen? W e w ill a nsw er th at q uesti o n fo r y o u in th e n ext fe w pages. L et u s s ta rt b y a sse rti n g th at y o u h av e tw o im porta nt r o le s d urin g th is p hase of th e c o nv ers a ti o n:
1 .
A m ir ro r 2 .
An e xp lo ra ti o n g uid e Your R ole a s a M ir ro r One p rim ary ro le th at y o u p la y w ith s o m eo ne y o u a re c o achin g is th at o f b ein g a mir ro r th at r e fle cts b ack to th at p ers o n w hat h er r e ality is . C onsid er w hy w e lo ok in to m ir ro rs . A lm ost e v ery d ay, w e w ill lo ok a t o ur r e fle cti o n in a m ir ro r a t le ast once— and o fte n fa r m ore fr e q uentl y . W hy? T o s e e h o w o th ers a re v ie w in g u s, to make su re th at w hat w e belie ve w e are p ro je cti n g is actu ally w hat o th ers are se ein g, a nd to d ecid e i f a nyth in g n eed s to b e a d ju ste d b ase d o n w hat w e s e e.
If y o u c o nsid er th at y o ur r o le is to b e a h um an m ir ro r to th o se w ho m y o u c o ach, yo u w ill w ant to b e a r e fle cti v e i n str u m ent:
Let th em k no w w hat y o u a re h earin g.
Refle ct b ack h o w th ey a re d esc rib in g th eir s c enario s.
Help to p re se nt a n “ o bje cti v e r e ality ” o f th e s itu ati o n.
99 In o rd er to tr u ly b e a r e fle cti v e m ir ro r, p re se nti n g o bje cti v e r e ality , y o u c anno t dis to rt th e im age th at c o m es b ack to th e c o achee. W hat d oes th at m ean fo r y o u? It means th at y o u m ust n o t l e t y o ur o w n b ia se s c re ep i n to th e r e fle cti o n. I f y o u d o, y o u will b e m ore lik e a m ir ro r in a c arn iv al fu n h o use , d is to rti n g th e im age o f th e pers o n sta nd in g in fr o nt o f it. W e d o n o t w ant a ny w av y o r b ro ken m ir ro rs th at pre se nt th e i m age i n a d is to rte d w ay! S o, m ake s u re th at y o ur r e fle cti o n i s tr u e a nd accura te .
How c an y o u d o th at? B y l is te nin g w ell.
Lis te n in g W ell The b est th in g y o u c an d o w hen y o u a re l is te nin g to y o ur c o achee e xp la in a s itu ati o n is W AIT . W .A .I .T ., as in , W hy A m I Talk in g? T hat’ s rig ht, it’ s no t alw ays necessa ry to put yo ur tw o cents in rig ht aw ay. W hile w e are tr u ly tr y in g to Und ers ta nd th e C urre nt S ta te , w e w ill b e w ell se rv ed to re m em ber th is hand y acro nym . R em em ber, th e c o achee s h o uld b e ta lk in g a t l e ast 7 5 p erc ent o f th e ti m e.
So, if th e c o achee is d oin g m ost o f th e ta lk in g, w hat a re w e d oin g? L is te nin g.
Now , th at p ro bab ly so und s o bvio us, b ut lis te nin g is o ne o f th e sk ills th at fe w peo ple e v er m aste r in th eir liv es. W hile w e m ay h av e a life ti m e o f p ra cti c e in lis te nin g, o ur p ra cti c e o f th is sk ill has no t necessa rily b een p erfe ct. M y p ia no te acher use d to sa y, “P ra cti c e does no t m ake perfe ct.
Perfe ct pra cti c e m akes perfe ct. P ra cti c e o nly m akes p erm anent.” A nd s o i t i s w ith l is te nin g. S o w hat d o w e lis te n f o r?
Consid er th at m ost of w hat a co achee sh are s ab out his situ ati o n w ill be desc rip ti o ns o f th e is su e a s h e s e es it— he w ill p ro bab ly fo cus o n e v ents a nd e v en pre se nt h is in te rp re ta ti o n o f th o se e v ents a s fa cts a nd tr u th s a b out th e situ ati o n.
Most s itu ati o ns a re l ik e i c eb erg s, w ith o nly 1 0 p erc ent a ctu ally a p pearin g a b ove th e wate r. If y o u h av e e v er s e en a n ic eb erg u p c lo se , y o u k no w th at it a p pears v ery su b sta nti a l— it is h ard to im agin e th at th e v ast m ajo rity o f its m ass is h id den a nd canno t re ad ily b e s e en a t th e s u rfa ce. T he s a m e is tr u e o f m ost c o achin g is su es.
What a c o achee d esc rib es m ay o fte n r e p re se nt o nly th e ti p o f h is to ta l s itu ati o n.
100 Fig ure 8 -1 L is te nin g a t a D eep er L ev el Dra w in g u p on R obert H arg ro ve’s m odel i n The M aste rfu l C oach in g F ie ld book , yo u c an s e e th at w e w ant to l is te n f o r m any d iffe re nt l a yers b eyo nd th e s u rfa ce l a yer th at i s o fte n d esc rib ed ( s e e Fig ure 8 -1 ).
This m odel s u ggests th at w e m ust lis te n a t d eep er le v els . W e n eed to c halle nge our a ssu m pti o ns a nd c o nclu sio ns. W e w ant to lis te n fo r e m oti o ns th at o ur c o achee dis p la ys th ro ugh her to ne of voic e and body la nguage. W e w ant to lis te n fo r patte rn s o f b ehav io r a nd th in kin g a nd to r e fle ct th o se b ack to o ur c o achee. A nd w e want to u se a ll o f th ese a s w e r e fle ct b ack to h er— by b ein g a m ir ro r.
Lis te n in g f o r E m otio ns: F ollo w t h e “ E m otio nal B unny T ra il” If th e c lie nt is d is c ussin g th e s itu ati o n a t th e to p le v el— th e p art o f th e ic eb erg th at ap pears a b ove th e w ate r— th e f a ste st w ay to ta ke th e c o nv ers a ti o n to a d eep er l e v el will b e f o r y o u to l is te n to w hat i s j u st b elo w th e s u rfa ce: th e e m oti o ns a nd f e elin gs th at th e c o achee is e xp erie ncin g. Y ou d o th is b y w atc hin g a nd lis te nin g fo r a ny “p in gs” — any c hanges i n th e w ay i n w hic h th e c o achee d esc rib es h is s itu ati o n.
There a re tw o w ays to l is te n m ore d eep ly f o r e m oti o ns:
1. Lis te nin g fo r any em oti o n w ord s (e .g ., sc a re d , anxio us , fr u str a te d , th rille d , ecsta tic , o r mad ) 2. W atc hin g a nd lis te nin g fo r n o nv erb al c ues th at w ould e xp re ss e m oti o nal energ y und ern eath th e w ord s bein g use d (e .g ., a ra is e d to ne of voic e, quic kened sp eech patte rn , m ore em oti v e fa cia l exp re ssio ns, or m ore extr e m e h and g estu re s) With s o nar te chno lo gy, u se d i n s u b m arin e n av ig ati o n, s o nar te chnic ia ns l is te n f o r “p in gs” — any in d ic ati o n o f h o w c lo se a no th er o bje ct is u nd erw ate r. C onsid er th e no ti o n o f l is te nin g f o r e m oti o ns a s y o ur h um an v ers io n o f u sin g s o nar ( o rig in ally a n acro nym fo r S O und N av ig ati o n A nd R angin g), w here th e o bje ct o f y o ur s o und in g te chniq ue is to lo cate h o w c lo se e m oti o ns a re to th e is su e th at is b ein g d is c usse d .
The m ore e m oti o ns th at s o m eo ne i s f e elin g r e gard in g a n i s su e, th e m ore l ik ely i t i s th at th e is su e is c lo se to so m eth in g th at tr u ly m atte rs to th at in d iv id ual. A nd th e more th at s o m eth in g tr u ly m atte rs to th e i n d iv id ual, th e m ore l ik ely i t i s th at h e w ill fe el th e e nerg y a nd w ant to c hange th e s itu ati o n.
We r e co m mend f o llo w in g th e e m oti o ns w hen y o u g et c lo se to f e elin gs o r g re ate r energ y b ein g e xp re sse d . T he e m oti o ns a re l ik ely to l e ad u s to th e h eart o f th e m atte r and th e tr u e c o achin g is su e th at n eed s to b e re so lv ed . E m oti o ns a nd fe elin gs w ill le ad u s u nd er th e w ate r’s s u rfa ce to e xp lo re th e r e st o f th e i c eb erg .
Let S ile n ce D o t h e H ea vy L iftin g In h er b ook Fie rc e C onversa tio ns , S usa n S co tt o ffe rs th e p hra se “ L et s ile nce d o th e heav y l ifti n g.” W e c o uld n o t a gre e m ore . F eel f r e e to u se a p re gnant p ause a s a w ay to p ro m pt y o ur c o achee to c o nti n ue s p eakin g. D o n o t b e tr o ub le d b y s ile nce, o r s te p in to fill th e g ap s. S om eti m es th e m ost e ffe cti v e fo rm o f lis te nin g w ill b e to a llo w 101 sp ace fo r th e o th er in d iv id ual to r e fle ct m ore d eep ly a nd to c o nti n ue h er s tr e am o f th o ughts .
How A ll o f T his L is te n in g A ctu ally S ounds i n a C oach in g C onversa tio n Let u s lo ok a t h o w th is m ig ht s o und , u sin g th e e xam ple th at w as in tr o duced in th e pre v io us c hap te r. Y ou m ay r e call th at o ur c o achee h ad a n i s su e w ith h er c o lle ague, Ed— sh e fe lt th at th e b ala nce b etw een th e d em and s o n a nd n eed s fr o m e ach o th er se em ed l o psid ed , a nd s h e w ante d to h av e a c o nv ers a ti o n w ith E d to d ete rm in e h o w to r e so lv e th e i m bala nce.
The e xam ple i n Tab le 8 -3 i llu str a te s s o m e k ey a sp ects o f e ffe cti v e c o achin g:
1 .
The co ach is a m ir ro r to th e co achee. The co ach does no t ad d his in te rp re ta ti o n o f w hat is g o in g o n b ut in ste ad ju st r e fle cts b ack to th e c o achee what h e i s h earin g.
2 .
In clu d ed in w hat th e c o ach r e fle cts b ack a re th e e m oti o ns th at th e c o achee is exp re ssin g— no t j u st th e d esc rip ti o ns o r “ fa cts ” o f th e e v ent.
Table 8 -3 102 103 Thro ugh th e p ro cess o f th e c o ach’s tr y in g to u nd ers ta nd th e c o achee’s p oin t o f vie w , th e c o achee h as a d iffe re nt i n sig ht i n to h er o w n s itu ati o n. I n th is e xam ple , s h e re aliz e s th at s h e p ro bab ly h as n o t b een c o m munic ati n g a s c le arly a s s h e c o uld , a nd her o w n b ehav io r i n th e s itu ati o n m ay b e c o ntr ib uti n g to th e r e su lts s h e i s g etti n g— and u lti m ate ly h o w s h e i s f e elin g.
Because th e c o achee n o w s e es h er s itu ati o n d iffe re ntl y , s h e w ill b e m uch m ore lik ely to ta ke a diffe re nt acti o n th at w ill help her re so lv e th e te nsio n-c ausin g situ ati o n. T hus, i f th is s te p o f th e c o nv ers a ti o n i s c o nd ucte d e ffe cti v ely , th e s e ed s o f a s o lu ti o n w ill s ta rt to b eco m e c le ar.
Ask O pen -E nded , N onle a din g Q uestio ns If th ere a re tw o sid es to a c o in in th e sk ill se t o f c o achin g, o ne sid e w ould b e lis te nin g, a nd th e o th er s id e w ould b e p ow erfu l q uesti o nin g. A s w ith lis te nin g, w e hav e h ad a life ti m e o f p ra cti c e in a sk in g q uesti o ns. A nd w e h av e p ro bab ly b een pra cti c in g a f o rm o f q uesti o nin g th at w ill n o t n ecessa rily l e ad to th e m ost p ow erfu l co achin g o utc o m es.
We c halle nge y o u to a ud io ta p e y o urs e lf in a d ia lo gue w ith a n e m plo yee o r ju st make a m enta l n o te o f th e ty p es o f q uesti o ns y o u a sk . I f y o u a re l ik e m ost l e ad ers , a la rg e p erc enta ge o f th e q uesti o ns y o u a sk w ill b e c lo se d -e nd ed q uesti o ns. C lo se d - end ed q uesti o ns ( w hic h d em and a y es/n o a nsw er o r a fin ite a nsw er lik e a n um ber or a d ate ) a re e xtr e m ely u se fu l i n g ain in g cla rity , b ut n o t i n g ain in g in sig ht.
W hat i s th e d iffe re nce?
Cla rity is extr e m ely use fu l in checkin g fo r und ers ta nd in g and /o r m akin g an 104 obvio us p oin t o bvio us. F or in sta nce, o ur c o ach in th e e xam ple a b ove m ig ht h av e ask ed So, h av e y o u s h are d y o ur f r u str a ti o n w ith E d?
Do y o u s ta te s p ecific ti m elin es i n y o ur r e q uests to E d?
Hav e y o u e v er m is se d a d ead lin e b ecause E d d id n o t r e sp ond to y o u?
All o f th ese q uesti o ns m ig ht b e u se fu l i n b rin gin g to th e s u rfa ce th e f a cts th at o ur co achee h as n o t y et s h are d h er f r u str a ti o n w ith E d, sh e h as n o t b een s p ecific i n h er re q uests , a nd s o f a r h er w ork h as n o t b een c o m pro m is e d a s a r e su lt o f E d’s l a ck o f perfo rm ance.
In sig ht is th e m ore u se fu l o bje cti v e a t th is ste p o f th e p ro cess. S om e o f th e questi o ns ju st g iv en m ay, in fa ct, g enera te in sig ht w ith in o ur c o achee. W e d o n o t ad vocate th at yo u never ask clo se d -e nd ed questi o ns. U se d in a ti m ely and ap pro pria te m anner, th ey p ro vid e g re at v alu e fo r th e c o nv ers a ti o n. H ow ev er, y o u will g ain f a r g re ate r b enefit f r o m a sk in g m ore o pen-e nd ed , n o nle ad in g q uesti o ns.
Open-e nd ed , no nle ad in g questi o ns are best use d in help in g to exp and th e co nv ers a ti o n. If u se d w ell, th ey w ill le ad to both c la rity a nd in sig ht. O ur c o ach ask ed th e fo llo w in g o pen-e nd ed , n o nle ad in g q uesti o ns, a nd p ro m ote d b oth c la rity and i n sig ht:
So, te ll m e a l ittl e a b out w hat i s g o in g o n. H ow a re th e r e q uests l o psid ed ?
On a 1 to 1 0 s c ale , w ith 1 b ein g l o w a nd 1 0 b ein g h ig h, h o w m uch f r u str a ti o n are y o u f e elin g a b out th is r e la ti o nsh ip w ith E d?
(N ote : th is is a c lo se d -e n ded questio n t h at l e a ds t o g re a t i n sig ht f o r b oth c o ach a nd c o ach ee.) What m akes th e n um ber ju m p u p to a n 8 w hen y o u a re e -m ailin g b ack a nd fo rth ?
What e ls e m ig ht b e tr u e h ere ?
Noti c e th at th e co ach d oes no t ask q uesti o ns to d iv e in to th e d eta ils o f th e sc enario . In fa ct, th e ta cti c of div in g in to th e deta ils of th e is su e can alm ost guara nte e tw o th in gs:
1 .
The c o achee d oes n o t g ain a ny n ew in sig ht (a s s h e is m ere ly re co unti n g o r re hash in g h er v ers io n o f th e s c enario ).
2 .
A s ig nific ant a m ount o f ti m e c an b e s p ent o n i n fo rm ati o n th at d oes n o t l e ad to in sig ht.
For in sta nce, h ere a re s o m e q uesti o ns th at p ro bab ly w ould not le ad to g re ate r in sig ht i n th is s c enario :
What d id E d r e q uest o f y o u?
How d id y o u r e sp ond ?
What r e q uests d id y o u m ake o f E d th is w eek?
105 How d id h e r e sp ond to y o ur e -m ail?
How m any r e q uests d id E d m ake o f y o u la st w eek? H ow m any d id y o u m ake of E d?
What w ere y o ur d ead lin es? W hat w ere h is ?
This s te p o f th e c o ach in g c o n ve rsa tio n is to h elp th e c o ach ee s e e h er sc en ario i n a n ew l ig h t.
On th e s u rfa ce, a ll o f th ese a p pear to b e o pen, n o nle ad in g q uesti o ns. H ow ev er, i f we r e m em ber th at o ur p rim ary p urp ose in th is s te p o f th e c o achin g c o nv ers a ti o n is to help t h e c o ach ee s e e h er s c en ario i n a n ew l ig ht , w e w ill q uic kly s e e th at th ese questi o ns d o n o t p ro vid e th e c o achee w ith g re ate r in sig ht. T hey m ig ht p ro vid e u s with lo ts of deta ils , but deta ils ab out th e fa cts at hand — or w hat has alr e ad y tr a nsp ir e d — do n o t ty p ic ally s h ift th e w ay th e c o achee v ie w s th e s itu ati o n.
Exp lo ra tio n G uid e W ante d Your se co nd ro le is th at of bein g an exp lo ra ti o n guid e. Im agin e w hat a tr u e exp lo ra ti o n g uid e’s m is sio n is : to h elp y o u s e e a sp ects o f y o ur s u rro und in gs th at yo u h ad n o t s e en b efo re . I th in k it is h elp fu l to c o nju re u p th e im age o f a g uid e str a p pin g o n a h ead la m p, w ith a s e t o f b in o cula rs in o ne h and o r a fla sh lig ht in th e oth er h and , a nd w alk in g s id e b y s id e w ith th e c o achee, w ith a m is sio n to h elp th e co achee s e e th in gs th at h e h as n ev er s e en b efo re .
I re m em ber g o in g o n a 1 3-h o ur p ark to ur in D enali N ati o nal P ark (A la sk a). A t th e v ery b egin nin g o f o ur d ay, th e to ur g uid e s a id , “ W e w ill p ro bab ly e nco unte r bear, f o x, m oose , e lk , a nd w ild b ir d s. I d on’t k no w w here o r w hen w e’ll s e e th em , so w e’ll a ll n eed to b e o n th e l o oko ut. I f y o u e v en r e m ote ly th in k y o u s e e s o m eth in g —ev en if it e nd s u p b ein g ju st a r o ck— sh o ut it o ut! T ell m e to s to p! I’ ll b e o n th e lo oko ut, to o. W e d on’t w ant to m is s th e c hance to s e e s o m eth in g. I f i t e nd s u p b ein g no th in g, th at’ s O K. W e’v e a ll m is ta ken a l o t o f r o cks f o r b ig g am e. J u st y este rd ay, I sa id , ‘ L ook a t th at b ear c ub ,’ o nly to r e aliz e th at i t w as a s m all b ro w n b ould er. B ut, bette r th at w e s to pped a nd l o oked th an i f w e m is se d s o m eth in g i m porta nt. S o, l e t’ s go f in d s o m e w ild a nim als !” Im agin e th at yo u a re th at e xp lo ra ti o n g uid e. Y ou d o n o t n eed to a sk th e c o achee one th o usa nd q uesti o ns re gard in g h is b ackgro und a nd th e fa cts o f th e s itu ati o n— deta ils d o n o t u su ally le ad to in sig ht. Y ou a re r e ad y to b egin lo okin g a t th e h ere - and -n o w a nd tr y in g to s e e th e s itu ati o n fr o m n ew a ngle s. Y ou a re h o pin g to s e e anew .
In a d diti o n to u nd ers ta nd in g th e c o achee’s p oin t o f v ie w , th e n ext tw o s te p s o f Und ers ta nd th e C urre nt S ta te c an o fte n l e ad to a d diti o nal e xp lo ra ti o n a nd i n sig ht f o r th e c o achee:
Dete rm in e th e c o nse q uences o f c o nti n uin g o n th e c urre nt p ath .
Offe r y o ur p ers p ecti v e, if a ppro pria te .
106 Let u s l o ok a t e ach o f th ese , i n tu rn .
Dete rm in e t h e C onse quence s o f C ontin uin g o n t h e C urre nt P ath Our c o lle ague J o e F olk m an o fte n r e m in d s u s th at “ p eo ple w on’t c hange u nle ss th ere is a fe lt n eed .” W e w ill d efin ite ly e xp lo re th is c o ncep t in g re ate r d eta il la te r. F or no w , s u ffic e i t to s a y th at i f p eo ple d o n o t f e el th at a c hange w ill p ro vid e th em w ith more g ain th an lo ss, th ey w ill n o t c hange. A t th is p oin t in th e c o nv ers a ti o n, p art o f th e c o ach’s r o le is to h ig hlig ht w hat w ill h ap pen if th e c o achee d oes n o th in g— th e co nse q uences o f c o nti n uin g o n th e c urre nt p ath . T he c o ach a nd th e c o achee m ay f in d th at th e c o achee c an e asily liv e w ith th e c o nse q uences o f d oin g n o th in g; th is m ay re v eal to b oth th at th e “ fe lt n eed ” f o r c hange i s n o t s ig nific ant.
Alte rn ati v ely (a nd m ore fr e q uentl y ), th e c o achee m ay s e e m ore c le arly th at h e does n o t w ant to l iv e w ith th e c urre nt s itu ati o n f o r a n e xte nd ed p erio d o f ti m e. T his heig hte ned a w are ness m ay p ro vid e th e f u el to c hange h is s itu ati o n m ore r e ad ily .
Let u s lo ok a t h o w th is p art o f th e c o nv ers a ti o n m ig ht g o , u sin g o ur c o nti n ued exam ple o f th e e m plo yee w re stl in g w ith E d a nd h is r e q uests ( s e e Tab le 8 -4 ).
Table 8 -4 107 108 By e xp lo rin g th e c o nse q uences o f n o t c hangin g, th e c o achee fr e q uentl y re aliz e s what i s tr u ly a t s ta ke i f th e s itu ati o n c o nti n ues i n i ts c urre nt f a sh io n. T he c o achee i s lik ely to fe el g re ate r p re ssu re to c hange th e situ ati o n if th e c o nse q uences o f n o t changin g a re s ig nific ant ( a s th ey a re i n th e e xam ple g iv en h ere ).
Offe r Y our P ersp ectiv e, if A ppro pria te This th ir d s te p o f U nd ers ta nd th e C urre nt S ta te g ets a littl e tr ic ky. H ere is w here yo ur n ew ly d ev elo ped re str a in t m usc le s m ust b e te ste d . W e w ould v entu re to s a y th at i n m any— if n o t m ost— co achin g c o nv ers a ti o ns, y o ur p ers p ecti v e w ill n o t a d d a gre at deal of valu e to th e situ ati o n. T here are tw o uniq ue ti m es w here yo ur pers p ecti v e i s tr u ly v ita l a nd c riti c al to b e s h are d . T hey a re 1 .
Feed back c o nv ers a ti o ns th at y o u i n iti a te . ( W e’ll c o ver th is i n d eta il i n Chap te r 15 , “ W hen F eed back B eco m es a C oachin g C onv ers a ti o n.” ) 2 .
When th e c o achee is n o t s e ein g a n im porta nt a sp ect o f h er s itu ati o n c le arly and /o r w hen y o ur p ers p ecti v e w ould a d d a d iffe re nt a nd i m porta nt v ie w poin t.
As a m anager, y o u m ay f e el th at w e w ant y o u to a b and on y o ur p oin t o f v ie w a nd re ly s o le ly o n th e c o achee’s s o lv in g h is o w n p ro ble m s. I n f a ct, w e w ant y o u to g et work d one i n th e m ost e ffe cti v e a nd e xp ed ie nt w ay p ossib le . A nd , o n o ccasio n, th at means th at th e co achee need s to se e a criti c al ele m ent of th e situ ati o n or its co nse q uences th at h e i s n o t c urre ntl y s e ein g.
109 If yo u are in a co achin g co nv ers a ti o n w here th e co achee does no t se e th e co nse q uences o f h is c o ntr ib uti n g b ehav io r o r th e im pact th at th e s itu ati o n is h av in g on h is ( o r o th ers ’) w ork p erfo rm ance, y o u s h o uld d efin ite ly a d d y o ur p ers p ecti v e.
In th e s c enario w e a re u sin g, o ur c o achee d id n o t s e e a ny n egati v e im plic ati o ns of her re la ti o nsh ip w ith E d fo r any of her co lle agues or oth er pro je ct te am mem bers . A s a m anager, y o u m ig ht h av e a d iffe re nt v ie w o f th e w ho le p ic tu re , sin ce y o u m anage s o m e o f th o se o th er te am m em bers . Y ou m ay w ant o r n eed to in te rv ene by s h arin g y o ur p ers p ecti v e— fo r th e p urp ose o f h elp in g to c re ate m ore o f a “ fe lt n eed ” to c hange.
Tab le 8 -5 g iv es a n e xam ple .
Table 8 -5 110 While w e o utl in ed a n e xam ple o f h o w th e c o ach m ig ht s h are a p ers p ecti v e o th er th an th e o ne th e c o achee h ad , y o u m ig ht a sk y o urs e lf, “ W as th at r e ally n eed ed ?” If yo u r e call th e c o nv ers a ti o n th at th e c o ach a nd th e c o achee w ere h av in g, th e c o achee was a lr e ad y se ein g a n eed to fix th e situ ati o n, re gard le ss o f a ny im pact o n h er co lle agues. T here fo re , w e su ggest th at yo u use th is th ir d ste p of th e pro cess ju d ic io usly — only w hen y o ur p oin t o f v ie w w ill a ctu ally h elp th e c o achee p ro gre ss to w ard ta kin g b ette r a cti o ns r e gard in g h er s c enario . In th is c o achin g c o nv ers a ti o n, th e c o ach p ro bab ly d id n o t n eed to sh are th is a d diti o nal p oin t o f v ie w w ith th e co achee— it l o oked a s i f s h e w as a lr e ad y g ain in g i n sig ht i n to th e n eed to c hange.
Vid eo E xa m ple If yo u w ould lik e to se e exam ple s o f a co ach guid in g th is se co nd ste p o f th e co achin g co nv ers a ti o n, Und ers ta nd th e Curre nt Sta te , go to www.z e ngerfo lk m an.c o m a nd c lic k o n th e L ead ers h ip R eso urc e C ente r ic o n. Y ou will f in d e xam ple s o f a c o ach b rin gin g th e r e al i s su es o f th e c o achin g c o nv ers a ti o n to th e s u rfa ce. I n th e v id eo e xam ple s th at y o u v ie w , p ay a tte nti o n to h o w th e c o ach ask s o pen-e nd ed , n o nle ad in g q uesti o ns; h o w th e c o ach lis te ns d eep ly to w hat is bein g s a id ; a nd h o w th e c o achee g ain s a m ore c o m ple te u nd ers ta nd in g o f h er o w n situ ati o n.
Your P erso nal Q uestio n T re asu re T ro ve 111 We e nco ura ge y o u to b egin b uild in g a r e p erto ir e o f h ig h-im pact q uesti o ns th at y o u fin d w ork v ery w ell fo r yo u. M ost sk ille d co aches uti liz e a hand fu l o f se le ct questi o ns th at le ad to in sig ht fo r th e c o achee a nd a d vance th e c o nv ers a ti o n. H ere are s o m e s a m ple q uesti o ns th at y o u m ig ht w ant to e xp erim ent w ith . If y o u fin d th at th ey w ork w ell, c o nsid er p utti n g th em in to y o ur p ers o nal q uesti o n to olk it f o r f u tu re use . F or n o w , p la ce a c heck m ark n ext to a ny q uesti o ns th at y o u b elie v e w ould fit yo ur n atu ra l s ty le . O ne o f o ur p ers o nal fa v orite s is Q uesti o n 1 7. T his r e p re se nts a sc alin g q uesti o n a nd q uic kly g iv es b oth y o u a nd th e c o achee in sig ht r e gard in g h o w sig nific ant th e i s su e a t h and tr u ly i s .
1 .
What i s th e m ost i m porta nt th in g f o r u s to b e d is c ussin g r ig ht n o w ?
2 .
What h as h ap pened l a te ly th at m akes th is a n i m porta nt to pic ?
3 .
Help m e u nd ers ta nd th e s e rio usn ess o f th is to y o u.
4 .
Tell m e a b out th e b usin ess c o nse q uences o f th is to pic .
5 .
How d oes th is a ffe ct y o u p ers o nally ?
6 .
How a re y o u f e elin g r ig ht n o w a b out th e s itu ati o n?
7 .
Do y o u k no w a nyo ne fo r w ho m th is is n o t a n is su e? W hat d o y o u th in k is diffe re nt a b out th eir s itu ati o n?
8 .
What m akes th is c halle ngin g f o r y o u?
9 .
What p ro of o r e v id ence d o y o u h av e to s u p port th at?
10 .
Hav e y o u c hecked o ut y o ur p erc ep ti o n w ith o th ers ? W hat d id y o u l e arn ?
11 .
How w ould o th ers v ie w o r d esc rib e th is s itu ati o n?
12 .
If th e p ers o n y o u a re h av in g a c o nflic t w ith w ere h ere w ith u s n o w , w hat would h is p oin t o f v ie w b e?
13 .
Are th ere a ny o uts id e f o rc es th at a re m akin g th is c o nti n ue? W hat a re th ey?
14 .
If y o u c o uld r e so lv e th is , w hat e ffe ct w ould it h av e o n y o ur jo b s a ti s fa cti o n?
Your c are er s u ccess?
15 .
Im agin e th at a y ear h as p asse d a nd n o th in g h as c hanged . W hat w ould th at b e lik e f o r y o u?
16 .
What a re th e l o ng-te rm i m plic ati o ns i f th is s itu ati o n d oesn ’t c hange?
17 .
On a 1 -to -1 0 s c ale , w ith 1 b ein g “ th is i s a s m all p ro ble m ” a nd 1 0 b ein g “ th is fe els a lm ost i n su rm ounta b le ,” h o w d o y o u f e el a b out th is i s su e?
18 .
If y o u c o uld i d enti fy th e th re e m ost s ig nific ant f a cto rs c o ntr ib uti n g to th is , w hat would th ey b e? H ow w ould y o u r a nk th em ?
19 .
How h av e y o u c o ntr ib ute d to th is s itu ati o n?
20 .
And o f c o urse , b orro w ed f r o m D r. P hil:
S o, h o w i s th at w ork in g f o r y o u?
Chapte r S um mary As yo u b egin to U nd ers ta nd th e C urre nt S ta te , re m em ber to su sp end yo ur ju d gm ent a nd m ain ta in a c urio us m in d se t.
Your g o al in th is c o nv ers a ti o n p hase is to h elp th e c o achee g ain a d iffe re nt aw are ness o f a nd i n sig ht i n to th e c o achin g i s su e.
112 Because aw are ness pre ced es change, help in g th e co achee to gain gre ate r in sig ht a nd c la rity i s c riti c al. T he s e ed s o f th e s o lu ti o n w ill a lr e ad y b e p re se nt in th e n ew a w are ness.
A m ajo r c halle nge th at p re v ents u s fr o m tr u ly u nd ers ta nd in g th e c o achee’s poin t o f v ie w i s th at w e te nd to f ill i n th e g ap s w ith o ut e v en th in kin g.
You h av e tw o k ey ro le s a t th is s ta ge o f th e c o nv ers a ti o n: a cti n g a s a m ir ro r and b ein g a g re at e xp lo ra ti o n g uid e.
Follo w in g th e p in gs a nd th e “ em oti o nal b unny tr a il” w ill l e ad y o u c lo se r to th e re al i s su e a nd w hat tr u ly m atte rs to th e c o achee.
Ask in g o pen-e nd ed , n o nle ad in g q uesti o ns a llo w s g re ate r i n sig ht a nd c la rity f o r both y o u a s c o ach a nd th e c o achee.
Bew are o f a sk in g q uesti o ns th at d iv e to o d eep ly in to th e d eta ils ; re m em ber th at o ur f o cus i s o n g ro w in g th e c o achee’s a w are ness o f h is o w n s itu ati o n.
Peo ple w ill no t change unti l th ey fe el a need to change. E xp lo rin g th e co nse q uences o f n o t c hangin g h elp s to b rin g fo cus to th e p ote nti a l n eed to change th e s itu ati o n a t h and .
Offe r y o ur p ers p ecti v e w hen it a d ds to th e c o nv ers a ti o n a nd c re ate s g re ate r aw are ness f o r th e c o achee. J u st b e c are fu l h ere !
Begin cap tu rin g questi o ns th at w ork w ell fo r yo u in yo ur ow n pers o nal re p erto ir e .
113 Chapte r 9 E xp lo re t h e D esir ed S ta te A im in g f o r t h e R ig h t T arg et G etti n g to th is n ext p hase in th e c o achin g c o nv ers a ti o n c ause s m ost m anagers to b re ath e a s ig h o f r e lie f. T he f ir s t tw o s te p s o f th e c o achin g c o nv ers a ti o n ( F ra m e th e C onv ers a ti o n a nd U nd ers ta nd th e C urre nt S ta te ) fe el a w kw ard b ecause th ey a re u nfa m ilia r. W hy? W e u su ally r u sh p ast th ese a nd j u m p r ig ht i n to p ro ble m s o lv in g. I t i s a s if o ur b ackgro und p ro cesso r is c o nsta ntl y s e arc hin g fo r th e a nsw er to “ H ow c an w e f in d a s o lu ti o n f o r th is ? W hat s te p s c an w e ta ke to f ix th is ? ” A nd m ost s e lf- c o nfe sse d a d vic e g iv ers r e co gniz e th e m agneti c f o rc e th at d ra w s th em to w ant to f ix w hate v er “ p ro ble m ” th ey h av e j u st h eard b ein g d esc rib ed .
By n o w , w e h o pe y o u s e e th e v alu e o f s p end in g th e r ig ht a m ount o f ti m e o n th e f ir s t tw o s te p s o f th e c o nv ers a ti o n. B y d oin g s o , y o u k no w th at y o u a re w ork in g o n t h e “ rig ht” i s su e w ith th e c o achee. T he th ir d s te p , E xp lo re th e D esir e d S ta te , p uts u s b ack in to m ore c o m fo rta b le te rrito ry — begin nin g to s e ek s o lu ti o ns fo r th e is su e w e h av e d efin ed . E ure ka! N ow y o u c an b egin to d ir e ctl y h elp so lv e th e c o achee’s d ile m ma!
A w ord o f c auti o n f o r th e p ro ble m s o lv ers a nd a d vic e g iv ers a m ong u s: c o achin g w ork s b est if th e c o achee g enera te s th e s o lu ti o n. J u st b ecause w e a re in p ro ble m - s o lv in g te rrito ry d oes n o t mean th at we a re th e o nes s o lv in g th e p ro ble m . L et u s r e v ie w th e m ap f o r th is te rrito ry ( Tab le 9 -1 ).
T able 9 -1 E xplo re t h e D esir e d S ta te 114 DO N’T L O CK A N D L O AD !
Most o f u s lo ve to s o lv e p ro ble m s. It g iv es u s a s e nse o f re lie f o r h o pe. W e g et excite d q uic kly a t th e th o ught o f p ote nti a l s o lu ti o ns th at m ig ht a lle v ia te th e te nsio n we a re e xp erie ncin g. F eelin g r e lie f a nd h o pe a b out m ovin g f o rw ard w ith a n i s su e i s defin ite ly a g o od th in g.
We o fte n sh ort- c ir c u it th e va lu e o f th is sta ge b y d riv in g to o q u ic k ly to w ard a s o lu tio n f o r t h e i s su e.
How ev er, w e o fte n s h o rt- c ir c uit th e v alu e o f th is s ta ge b y d riv in g to o q uic kly to w ard a s o lu ti o n f o r th e i s su e th at w e h av e i d enti fie d . H ow d oes th is h ap pen? W e th in k o f a s in gle s o lu ti o n th at m ig ht w ork to a d dre ss o ur s c enario , a nd w e “ lo ck a nd lo ad ” w ith th at one so lu ti o n— nev er sto ppin g to co nsid er w heth er th ere are alte rn ati v e s o lu ti o ns th at m ig ht l e ad to a n e v en b ette r c o nclu sio n.
Im agin e a c o achin g s c enario w here o ne o f y o ur d ir e ct r e p orts a p pro ached y o u to dis c uss im pro vin g his “executi v e p re se nce.” A fte r fr a m in g th e c o nv ers a ti o n a nd re ally u nd ers ta nd in g w hat is a t th e h eart o f th e is su e fo r h im , y o u d is c o ver th at th e co achee r e ally f e els i n v is ib le — and h e w ants to m ake s u re th at h is a cco m plis h m ents are w ell k no w n to o th er se nio r le ad ers in th e o rg aniz a ti o n. H e fe els th at th is is criti c al i f h e i s to b e c o nsid ere d f o r o th er f u tu re p ositi o ns.
With o ut uti liz in g all of th e su b ste p s in Exp lo re th e Desir e d Sta te , th e co nv ers a ti o n m ig ht s o und l ik e th is :
Coach :
S o, w hat d o y o u th in k y o u c o uld d o to g et g re ate r v is ib ility fo r y o ur acco m plis h m ents ?
Coach ee:
W ell, I guess I co uld sp eak up m ore in m eeti n gs, and re ally hig hlig ht w hat w e h av e b een a b le to a cco m plis h o n th e p ro je cts . I d on’t lik e b ein g b oastf u l, s o I’ ll n eed to s tr ik e th e rig ht b ala nce. I c o uld a ls o keep y o u m ore in fo rm ed , s o th at y o u c o uld s p eak a b out th e p ro je ct w ork in th e m eeti n gs th at y o u a tte nd , to o. I w ould re ally a p pre cia te it if y o u would sa y a g o od w ord a b out m y w ork fr o m ti m e to ti m e, w ith y o ur co lle agues, a s a p pro pria te .
Coach :
S ure . T hey b oth so und lik e g o od ste p s. W hen w ill y o u sta rt d oin g th o se ?
Now , th e g o od n ew s i n th is d ia lo gue i s th at th e c o ach i s g uid in g th e p ro cess a nd th e c o achee is g enera ti n g (a nd o w nin g) th e s o lu ti o n. H ow ev er, th e s o lu ti o n c o uld pote nti a lly b e f a r m ore th o ughtf u l a nd r ic h. B y u ti liz in g th e s u b ste p s o f E xp lo re th e Desir e d S ta te , w e w ill a lm ost a lw ays g enera te a b ette r s o lu ti o n th an i f w e l o ck a nd lo ad w ith th e f ir s t f e w th o ughts th at s e em to a d dre ss th e c halle nge.
Let u s c o nsid er h o w th e s a m e c o nv ers a ti o n m ig ht g o in ste ad if w e u se ju st th e 115 fir s t s u b ste p , u nd ers ta nd th e v is io n f o r s u ccess ( s e e Tab le 9 -2 ).
As y o u c an s e e, th e r e al v is io n fo r s u ccess is a b ro ad er ta rg et to a im fo r, r a th er th an j u st g ain in g m ore v is ib ility f o r w ork a cco m plis h m ents . I f w e d o a g o od j o b o f und ers ta nd in g th e c o achee’s v is io n fo r s u ccess ( o r o ur s h are d v is io n fo r s u ccess), we c an c re ate a m uch la rg er ta rg et to a im fo r. T hen, w hen w e b egin b ra in sto rm in g th e alte rn ati v e path s to get us th ere , w e are lik ely to hav e an ev en bro ad er asso rtm ent o f v ia b le s tr a te gie s a nd s te p s to ta ke. W ould th e fir s t fe w s u ggesti o ns fo r g ain in g v is ib ility s ti ll w ork h ere ? Y es, and w e w ould a ls o w ant to c re ate o th er str a te gie s to ta rg et th e gre ate r vis io n of an in te rn ati o nal assig nm ent, doin g mark eti n g w ork in a s m all te am , in a m ark et w here th e o rg aniz a ti o n d oes n o t y et hav e a l a rg e p re se nce.
If w e d o a g ood jo b o f u ndersta n din g th e c o ach ee’s v is io n f o r s u ccess we c a n c re a te a m uch l a rg er t a rg et t o a im f o r.
Table 9 -2 TH E FO UR SU BST EPS IN EXPLO RIN G TH E DESIR ED 116 ST A TE As m enti o ned e arlie r, th ere a re fo ur s u b ste p s to th is p art o f th e F U EL fr a m ew ork .
These a re 1 .
Und ers ta nd th e v is io n f o r s u ccess 2 .
Set g o als a nd p erfo rm ance e xp ecta ti o ns 3 .
Exp lo re a lte rn ati v e p ath s o f a cti o n 4 .
Exp lo re p ossib le b arrie rs o r r e sis ta nce We w ill ta ke a l o ok a t e ach o f th ese s u b ste p s h ere .
Understa nd t h e V is io n f o r S ucce ss: A im f o r a B ig T arg et— Don’t B e S kim py!
The f ir s t s te p o f E xp lo rin g th e D esir e d S ta te i s to u nd ers ta nd th e v is io n f o r s u ccess.
As a c o ach, y o u w ant to s p end a s m uch ti m e a s n ecessa ry h ere , to tr u ly e la b ora te o n th e c o achee’s v is io n.
Let u s p la yfu lly i llu str a te a s k im py v is io n o f s u ccess v ers u s a b ig ger v is io n.
If I a sk ed y o u if y o u w ould lik e a b ow l o f c ho co la te ic e c re am , y o u m ig ht s a y, “S ure ” ( a ssu m in g th at y o u lik e c ho co la te ic e c re am !) . H ow m uch m ore c o m pellin g would it b e if I a sk ed y o u if y o u w ould lik e a b ow l o f B en & J e rry ’s N ew Y ork Sup er F ud ge C hunk i c e c re am w ith a d ollo p o f f r e sh , r e al w hip ped c re am o n to p a t an o utd oor ta b le ? W hat i f I a ls o m enti o ned th at y o u c o uld e njo y y o ur i c e c re am w ith an o cean v ie w a t s u nse t, a lig ht o cean b re eze g entl y r u stl in g th e p alm tr e e fr o nd s, and y o ur fa v orite m usic in th e b ackgro und ? W ould y o u b e m ore o r le ss lik ely to sh o ut o ut a r e so und in g “ Yes!
” to th e s e co nd s c enario ? C hances a re th at th e s e co nd cho ic e i s m ore c o m pellin g a nd e nti c in g th an th e f ir s t c ho ic e o f “ ju st” c ho co la te i c e cre am .
What is th e d iffe re nce? T he v is io n w e p ain te d in th e s e co nd c ho ic e is fa r m ore cle ar, co m pellin g, and ta nta liz in g. It is als o la rg er. In ste ad o f ju st fo cusin g o n cho co la te ic e c re am , w e e xp and ed th e p ic tu re a nd p re se nte d y o u w ith th e o cean se tti n g, th e p erfe ct w eath er, a nd th e m usic i n th e b ackgro und . N o w ond er th e s e co nd cho ic e w as m ore e nti c in g.
When w e e xp and a nd c la rify th e v is io n o f o ur c o achees, s e v era l r e ally p ow erfu l th in gs h ap pen:
1 .
The c o achee b egin s to se e m ore c le arly th e re ality th at sh e w ants to b rin g ab out.
2 .
The ta rg et zo ne exp and s, ulti m ate ly pro vid in g m ore possib le opti o ns fo r re achin g th e ta rg et.
3 .
Deta ils a re fille d in , w hic h h elp to m ake th e ta rg et m ore s p ecific , a s w ell a s 117 more c o m pellin g.
4 .
Excite m ent a b out c re ati n g th e re ality b egin s to g ro w , m akin g th e c o achee’s co m mitm ent to p urs u in g th e e nd s ta te m ore l ik ely .
In fe ed back c o nv ers a ti o ns, w here yo u a re h o pin g, a s th e le ad er, th at a b ehav io r is c o rre cte d , y o u m ay a ls o h av e a c le ar p oin t o f v ie w r e gard in g th e d esir e d v is io n of su ccess. Y ou m ay b e o ffe rin g y o ur th o ughts o n w hat m ig ht b e p ossib le . F or in sta nce, i f y o u a re c o achin g o ne o f y o ur e m plo yees to b ehav e m ore c o lla b ora ti v ely in te am m eeti n gs, y o u m ig ht o ffe r a p ic tu re o f s u ccess f o r th e c o achee to c o nsid er:
Id eally , I w ould l ik e to s e e y o u b e a b le to c o nsid er o th ers ’ p oin ts o f v ie w and v alid ate th o se p oin ts o f v ie w , i n ste ad o f i m med ia te ly d ecid in g w hat w on’t work . For in sta nce, if Sue sa ys th at sh e has th o ught ab out a pro cess im pro vem ent th at s h e’d l ik e to i m ple m ent, I ’ d l o ve to s e e y o ur f ir s t r e acti o n b e one o f s u p port fo r h er id ea— fin d s o m eth in g g o od in w hat s h e is s a yin g. I’ d als o l ik e to s e e y o u b e a b le to s h are y o ur p oin t o f v ie w w ith o ut s o und in g a s i f th ere i s j u st o ne r ig ht w ay to ta ckle th e i s su e a t h and . A s w e b oth k no w , th ere are p ro bab ly s e v era l d iffe re nt w ays to s k in a c at. I w ould i m agin e th at b oth o f th ese acti o ns w ould cre ate m ore go od fe elin gs betw een yo u and yo ur co w ork ers , a nd y o u’d p ro bab ly fin d th e m eeti n gs m ore e njo yab le a nd le ss co nflic t- rid den th an th ey c urre ntl y a re .
What els e w ould yo u w ant to cre ate , as yo u co nsid er w ork in g m ore co lla b ora ti v ely w ith y o ur p eers ?
The fin al q uesti o n in th is e xam ple r e m in d s u s th at e v en if y o u, a s c o ach, h elp to cre ate th e v is io n f o r s u ccess, w e s ti ll n eed to e ngage th e c o achee to m ake s u re th at sh e h as i n p ut i n to a nd a s ta ke i n th e f in al o utc o m e.
Set g oals a nd p erfo rm ance e xpecta tio ns: Y ou G et t o H ave a P oin t o f V ie w !
The se co nd ste p o f E xp lo rin g th e D esir e d S ta te is to se t g o als a nd p erfo rm ance exp ecta ti o ns. O nce y o u a nd th e c o achee h av e a s h are d vis io n o f s u ccess, y o u w ill begin o utl in in g m ore c o ncre te g o als o r p erfo rm ance e xp ecta ti o ns.
Occasio nally , w e h ear fr o m le ad ers th at th ey fe el th at th e c o ach’s p oin t o f v ie w is th e o nly o ne th at is im porta nt. E sp ecia lly w hen th ey a re E xp lo rin g th e D esir e d Sta te — what th ey w ant to s e e h ap pen, a nd th e g o als th at th ey w ant to a cco m plis h — le ad ers e xp re ss c o ncern th at th e e m plo yee m ay n o t se e th e e nti r e p ic tu re . A s a re su lt, h is g o als o r d esir e d s ta te m ay n o t b e fu lly r e fle cti v e o f w hat is p ossib le o r what n eed s to h ap pen. W e w ant to a ssu re y o u th at, a s a c o ach, y o u g et to h av e a poin t o f v ie w h ere !
Im agin e h av in g a d ir e ct re p ort w ho w as a lw ays la te to w ork , to ok lo ng lu nch ho urs , a nd d id n o t c o m ple te a ll o f h er a ssig nm ents o n ti m e. N ow im agin e a sk in g 118 th is e m plo yee w hat h er v is io n o f s u ccess a nd h er d esir e d g o als a re . S he m ig ht s a y th at h er v is io n o f s u ccess is to s u ccessfu lly c o m ple te a ll o f h er a ssig nm ents in a ti m ely fa sh io n, w hile r e ta in in g fle xib ility in h o w s h e w ork s. ( S ound s g o od s o fa r, rig ht? ) W hen a sk ed w hat g o als m ig ht h elp h er a chie v e th at v is io n, i m agin e th at s h e re sp ond s, “ I w ould lo ve to w ork ju st th re e d ays a w eek, c ho ose th e d ays o f th e week th at I w ork , a nd g et th e w ork d one th at is r e ally m ost in te re sti n g to m e. If I need to ta ke l o nger l u nches to r u n e rra nd s, I ’ d l ik e y o u to j u st tr u st m e th at I w ill g et th e re st o f m y w ork d one so m eti m e. I’ ll le t y o u k no w if I a m ru nnin g in to a ny pro ble m s.” Now , w e a ll m ig ht a gre e th at th is d esc rip ti o n m ig ht b e a g re at fu tu re s ta te — but only fo r h er, n o t fo r u s o r fo r th e o rg aniz a ti o n! A s a le ad er, y o u w ill u nd oub te d ly hav e a p oin t o f v ie w re gard in g th e g o als o r p erfo rm ance e xp ecta ti o ns th at y o ur em plo yees o r c o lle agues a im f o r. D ep end in g o n th e c o achin g c o nv ers a ti o n, y o u m ay cho ose to s h are y o ur p oin t o f v ie w o r d ecid e th at d oin g s o w ould n o t b e h elp fu l.
In a fe ed back c o nv ers a ti o n, w here a n e m plo yee’s b ehav io r must c hange, o r e ls e th ere w ill b e d ir e c o nse q uences, y o u w ill u nd oub te d ly n eed to ta ke a m ore a cti v e sta nce in th is s e co nd s te p o f th e p ro cess. U sin g th e s c enario o f y o ur d ir e ct r e p ort who w ants to w ork s e le cti v ely o nly th re e d ays a w eek, y o u m ig ht s ta te y o ur g o als and p erfo rm ance e xp ecta ti o ns c le arly :
Ja ne, I c an a p pre cia te y o ur w anti n g to h av e a g re at d eal o f fle xib ility in yo ur s c hed ule ; h o w ev er, th at w on’t w ork f o r y o ur r o le . Y our r o le i s o bvio usly sp ecia liz e d , a nd w e h av e in te rn al c usto m ers w ho m ay n eed y o ur s u p port a t any ti m e d urin g r e gula r w ork in g h o urs . B ecause o f th is , w e n eed y o u to c o ver th e sta nd ard ho urs d urin g th e w eek. T hat m eans th at yo u need to b e here Mond ay th ro ugh F rid ay fr o m 8 :3 0 to 5 :0 0. T his d oesn ’t m ean th at w e c an’t make o ccasio nal e xcep ti o ns, b ase d o n o th er p ers o nal n eed s th at y o u h av e. B ut we w ill n eed to n ego ti a te th o se i n a d vance. D oes th at m ake s e nse to y o u?
Explo re A lt e rn ativ e P ath s o f A ctio n: “ W hat E ls e ? W hat E ls e ?” The th ir d ste p o f E xp lo rin g th e D esir e d S ta te is to e xp lo re a lte rn ati v e p ath s o f acti o n. T he k ey to th is ste p o f th e p ro cess is to m ake su re th at y o u e xhaust th e possib iliti e s b efo re y o u n arro w d ow n th e c ho ic es.
We e arlie r d esc rib ed w hat h ap pens w hen p eo ple ru sh to fin d so lu ti o ns: m ost will id enti fy th e fir s t so lu ti o n th at se em s re aso nab le to p urs u e, a nd b egin a cti o n pla nnin g b ase d o n th at c ho ic e.
When i n div id u als i d en tif y a t l e a st th re e possib le a lte rn ativ e s, th ey e n d up c re a tin g a b ette r s o lu tio n .
In 1963, N orm an R . F. M aie r pub lis h ed re se arc h on th e pro ble m -s o lv in g pro cess. M any o bse rv ers s ti ll c o nsid er i t th e b est r e se arc h c o nd ucte d o n th at to pic .
1 119 Maie r’s re se arc h cle arly sh o w s th at w hen in d iv id uals id enti fy at le ast th re e possib le a lte rn ati v es, th ey e nd u p c re ati n g a b ette r s o lu ti o n th an th o se w ho a d opt th e f ir s t p la usib le i d ea th at c o m es to h and . H ow m any o f u s p ause to g enera te m ore go od i d eas w hen w e h av e a lr e ad y f o und o ne th at w e l ik e? W e p ro bab ly d on’t e v en re co gniz e th e v alu e o f g enera ti n g m ulti p le c ho ic es fr o m w hic h to s e le ct. W e a re in a h urry , a nd w e w ant to b egin i m ple m enti n g s o m e r e aso nab le f ix .
Yet, w hen w e m ake a m ajo r p urc hase (e .g ., a h o use o r a c ar) m ost o f u s w ill co nsid er m ulti p le o pti o ns. W e th en r e se arc h th o se opti o ns a nd c ho ose th e o ne th at makes th e m ost s e nse , g iv en th e c o sts a nd b enefits .
If w e e m plo y th is s a m e s e arc hin g, e v alu ati n g, a nd c ho osin g p ro cess w hen w e co ach o th ers ( o r m ake o ur o w n d ecis io ns), w e w ill a lm ost a lw ays b e b ette r o ff.
The m agic al q uesti o ns f o r y o u a t th is s te p i n th e c o nv ers a ti o n a re What e ls e ?
What e ls e m ig ht w ork ?
What o th er o pti o ns m ig ht g et y o u to th e d esir e d e nd s ta te ?
What e ls e ?
If yo ur exp erie nce is anyth in g lik e ours , yo u w ill be am aze d at ho w m any ad diti o nal p ossib iliti e s e m erg e w hen y o u a sk th ese f o llo w -u p q uesti o ns. J u st w hen yo u th o ught th ere w ere n o fu rth er id eas to b rin g to th e s u rfa ce, th ey k eep c o m in g.
And th e o pti o ns g enera te d l a te r a re u su ally th e o nes th at a re th e m ost p ra cti c al a nd so und . O r, s o m e c o m bin ati o n o f th e v ario us p ossib iliti e s m akes th e b est h o lis ti c so lu ti o n.
Your A dvic e i s W elc o m e— with S om e C avea ts As y o u a re h elp in g y o ur c o achee to e xp lo re a lte rn ati v e p ath s, y o u m ay f in d y o urs e lf in th e p ositi o n o f r e co gniz in g th at h e h as n o t i d enti fie d th e m ost o bvio us p ath to ta ke (fr o m y o ur p oin t o f v ie w , o f c o urs e ). Y ou m ig ht e v en f e el c o m pelle d to s h are y o ur th o ughts — because i f y o u d id n’t, h e m ig ht ta ke th e w ro ng c o urs e o f a cti o n. A nd o ur messa ge to y o u h ere i s . . . f e el f r e e! T his i s a p erfe ct ti m e to s h are y o ur a d diti o nal go od th o ughts .
How ev er, w e w ould su ggest th at yo u offe r yo ur opin io ns as alte rn ati v e possib iliti e s to e xp lo re , r a th er th an p ro vid in g a d vic e a nd e xp ecti n g th e c o achee to ru n w ith it. T hro w yo ur id eas in to th e m ix , alo ng w ith th e oth er alte rn ati v es genera te d b y th e c o achee. W e e nco ura ge y o u to e xhaust th e c o achee’s id eas, a nd th en a sk p erm is sio n to a d d y o ur a d diti o nal th o ughts : “ C ould I s u ggest a c o up le o f oth er p ossib iliti e s f o r y o u to c o nsid er? ” The id ea s th at a re m ost a pt to b e tr ie d a n d s u ccessfu lly im ple m en te d by t h e c o ach ee c o m e f r o m w ith in t h at p erso n .
The k ey h ere is to b e m ore te nta ti v e a nd le ss d ir e cti v e. W e w ould a ls o s u ggest th at y o u n o t b e to o a tta ched to th e c o achee f u lly e m bra cin g y o ur g o od i d ea— ev en a t 120 th is p oin t. M ore o fte n th an n o t, th e c o achee w ill p ro vid e so m e fe ed back to y o u su ggesti n g th at th e id ea y o u h av e o ffe re d p ro bab ly w ill n o t w ork h ere . O r, th e co achee w ill m utte r, “ Y eah, th at’ s a g o od id ea,” w hile th e b ody la nguage b ehin d th e s ta te m ent tr a nsm its a n a b so lu te in d iffe re nce to w hat y o u ju st s u ggeste d . D on’t ta ke i t p ers o nally ; j u st r e co gniz e th at ( y et a gain ) y o ur a d vic e m ay n o t w ork a s w ell in r e ality a s i t d oes i n th e s c rip t i n y o ur m in d . T he i d eas th at a re m ost a p t to b e tr ie d and su ccessfu lly im ple m ente d b y th e c o achee c o m e fr o m w ith in th at p ers o n. N o matte r h o w sm art o r e xp erie nced y o u a re , y o u w ill n o t c hange th is fu nd am enta l dim ensio n o f h um an b ehav io r.
When t h e C oach ee H as N o I d ea s When y o u g et to th is s te p o f th e c o nv ers a ti o n a nd a sk , “ W hat a cti o ns m ig ht y o u ta ke to g et to th e i d eal s ta te ?” th e c o achee m ig ht r e sp ond , “ I h av e n o i d ea. T hat i s w hy I cam e to y o u. W hat d o y o u th in k I s h o uld d o?” This i s a v ery te m pti n g tr a p — don’t f a ll i n to i t!
Rem em ber, yo ur p rim ary go al in co achin g is to exp and th e cap acity o f yo ur co achee to so lv e h er o w n p ro ble m s— to th in k m ore c riti c ally , a nd to fe el m ore co nfid ent i n h er a b ility to s o lv e i n cre asin gly c o m ple x c halle nges. I f y o u s te p i n n o w and o ffe r a ll o f y o ur i d eas a nd a d vic e, y o u w ill h av e s h o rt- c ir c uite d th e p ro cess o f dev elo pm ent a nd g ro w th f o r th e c o achee.
One m anager u se d a d ev ic e th at d efie s l o gic o n o ne d im ensio n. H av in g b een to ld by th e c o achee th at h e d id n’t k no w th e a nsw er, n o r d id h e h av e a ny id eas, th is co ach w ould sa y, “ If y o u did k no w th e a nsw er, w hat d o y o u th in k it m ig ht b e?” Amazin gly , m ore o fte n th an n o t, th e c o achee w ould th en c o m e fo rth w ith in sig htf u l and r e aso nab le i d eas a b out h o w to p ro ceed .
If y o u a re n o t c o m fo rta b le w ith th at d ev ic e, th en s te p o ver to th e c o achee’s s id e in ste ad a nd beco m e a b ra in sto rm in g p artn er . S ay s o m eth in g a lo ng th e lin es o f, “ I hav e a f e w i d eas to c o nsid er, a nd I ’ m s u re th at y o u p ro bab ly d o, to o. Y ou a re m uch clo se r to th e s itu ati o n th an I a m . W hat if w e b ra in sto rm s o m e p ossib iliti e s— I c an th ro w o ut s o m e id eas, a nd le t’ s ju st b at s o m e th o ughts b ack a nd fo rth . P erh ap s y o u will th in k o f s o m e g o od o pti o ns i n th e p ro cess. H ow d oes th at s o und ?” Then, b egin to b ra in sto rm to geth er. O ffe r o ne o r tw o o pti o ns fo r th e c o achee to co nsid er, a nd th en m ake su re to p ause a nd e nco ura ge th e c o achee to e xp and o n th ese id eas: “ W hat e ls e c o m es to m in d fo r y o u? W hat e ls e m ig ht w ork ? W hat d o th o se i d eas tr ig ger f o r y o u?” Be care fu l no t to ta ke o ver th e co nv ers a ti o n and go b ack in to ad vic e-g iv in g mode. U nle ss th e c o achee is tr u ly a n o vic e a nd n eed s m ore d ir e cti o n a nd a d vic e, bra in sto rm in g is lik ely to ju m p-s ta rt her th in kin g and her ab ility to fin d so m e so lu ti o ns th at a re n o t a s r e ad ily a p pare nt.
Prio ritiz e a nd C hoose t h e P ath If y o u h av e d one y o ur jo b w ell in th e p re v io us ste p s, y o u w ill h av e g enera te d multi p le p ossib le p ath s th at c an b e ta ken to c re ate th e d esir e d e nd s ta te . B efo re y o u 121 drill in to th e sp ecific a cti o n ste p s, y o u w ill w ant to h elp th e c o achee p rio riti z e am ong th e o pti o ns a nd c ho ose th e o nes th at w ill w ork b est.
The s te p o f p rio riti z in g c an b e a r e la ti v ely s im ple ta sk , i f y o u r e m em ber to l e t th e co achee d o th e w ork h ere !
Sum mariz e a nd A sk f o r t h e S olu tio n A g o od p la ce to s ta rt i s b y r e sta ti n g th e v ario us a lte rn ati v es th at y o u h av e h eard th e co achee d esc rib e (e .g ., “ Y ou’v e m enti o ned fo ur p ossib le w ays to p ro ceed . T he fir s t i s . . . ; th e s e co nd i s . . . ; th e th ir d i s . . .” ).
Then a sk th e c o achee to ra nk th e p ossib iliti e s. D oin g s o w ill h elp h im c ho ose am ong th e o pti o ns. H ere a re s o m e p ossib le p hra se s to c o nsid er:
If y o u w ere to ra nk th ese in te rm s o f e ffe cti v eness, w hat w ould b e th e b est cho ic e to s ta rt w ith ?
Whic h o f th ese o pti o ns a re m ost f e asib le ?
Whic h o f th ese c ho ic es d o y o u h av e th e m ost e nerg y to p urs u e?
Whic h o f th ese o pti o ns s e em s to m ake th e b est s e nse to s ta rt w ith ?
Whic h o f th ese w ill w ork b est to h elp y o u a chie v e y o ur ta rg et?
In m ost c ase s, th e c o achee w ill c ho ose n o t j u st o ne o pti o n b ut s o m e c o m bin ati o n of th e v ario us a lte rn ati v es g enera te d . Y ou w ill q uic kly s e e th e v alu e o f g enera ti n g multi p le o pti o ns w ith th e c o achee, a s th e c o achee w ill o fte n s e le ct s e v era l a sp ects of th e p ossib iliti e s to i m ple m ent.
Explo re B arrie rs a nd R esis ta nce One o f th e m ore i n te re sti n g a nd o verlo oked s te p s i n a ny p ro cess i s th is f in al s te p o f exp lo rin g barrie rs and re sis ta nce. In te re sti n gly eno ugh, w hen w e are ask ed to dete rm in e w hat b arrie rs w ill g et in th e w ay o f o ur a cco m plis h in g g o als , w e a re very a ccura te i n p re d ic ti n g th e p ro ble m s a nd r o ad blo cks.
Yet, h o w o fte n d o w e s to p to ta ke th is s te p ? W e ra re ly d o, s in ce w e a re o fte n caught u p i n th e e xcite m ent o f i m ple m enti n g o ur n ew s o lu ti o n.
How ev er, th e r e al v alu e i n ta kin g th e ti m e to i d enti fy w hat w ill g et i n th e w ay i s th at w e c an th en b egin to a nti c ip ate a nd p re v ent th e p ote nti a l ro ad blo cks th at a re fo re se en.
For i n sta nce, i f a c o achee w ante d to g ain m ore v is ib ility w ith s e nio r l e ad ers , h e mig ht a rti c ula te a d eta ile d a cti o n p la n to re ach h is ta rg et (m onth ly m eeti n gs w ith sk ip -le v el le ad ers , p re se nti n g d ep artm ent w ork a t m eeti n gs w here s e nio r le ad ers are p re se nt, a sk in g h is im med ia te m anager to a d vocate o n h is b ehalf, s h arin g h is opin io n m ore fr e q uentl y , p erfe cti n g a n “ ele v ato r” s p eech re gard in g h is w ork , a nd so o n). A ll o f th ese s te p s m ig ht m ake s e nse o n th e s u rfa ce, a nd th e c o achee m ay b e excite d to b egin to ta ke a cti o n. H ow ev er, y o u may b e m is sin g i m porta nt i n fo rm ati o n 122 —th e o bsta cle s th at w ould p re v ent th e c o achee fr o m su ccessfu lly im ple m enti n g th ese a cti o ns.
If y o u a sk ed th e c o achee: “ W hat c o uld g et i n th e w ay o f y o ur i m ple m enti n g th ese acti o ns? ” h e m ig ht a d m it: “ W ell, I w ork i n T exas, a nd a ll o f m y s e nio r l e ad ers a re lo cate d in N ew Y ork . G iv en tr a v el re str ic ti o ns, I d on’t h av e th e o pportu nity to parti c ip ate in fa ce-to -fa ce m eeti n gs. M y old m anager use d to keep her boss in fo rm ed r e gard in g m y a cco m plis h m ents , b ut m y n ew m anager h as b een in th e r o le fo r o nly tw o m onth s a nd d oesn ’t r e ally k no w m y w ork o r w hat I h av e a cco m plis h ed in th e la st y ear. M y b oss’s b oss h as b een in th e D alla s o ffic e o nly o nce in th e la st year.” T hese b arrie rs r e p re se nt p ote nti a l c halle nges to i m ple m enti n g th e p re v io usly id enti fie d acti o ns. A dditi o nal ste p s m ay need to b e p ut in p la ce to p re v ent o r min im iz e th e p ote nti a l a nti c ip ate d b arrie rs .
HOW TH IS C O AC H IN G C O NVER SA TIO N S O UNDS Let u s r e tu rn to o ur e arlie r e xam ple , w here o ur d ir e ct r e p ort i s c o ncern ed a b out h er re la ti o nsh ip w ith E d, and th e im bala nce of co lla b ora ti o n th at is ta kin g pla ce betw een th e tw o o f th em . P ic kin g u p w here w e le ft o ff in th e la st c hap te r, w e c an co nti n ue th e c o nv ers a ti o n w ith th e th ir d s te p o f o ur fr a m ew ork .
Tab le 9 -3 sh o w s what th e e nti r e th ir d s te p o f th e c o achin g c o nv ers a ti o n m ig ht s o und l ik e.
Table 9 -3 123 124 125 126 Tab le 9 -3 i llu str a te s s o m e k ey a sp ects o f e ffe cti v e c o achin g:
You w ill n o ti c e th at th e c o ach c o nti n ued to le t th e c o achee d o m ost o f th e “heav y lifti n g” in th e co nv ers a ti o n. T he co ach has le d th e p ro cess o f th e co nv ers a ti o n, w hile th e c o achee h as g enera te d th e s o lu ti o n to h er d ile m ma.
The c o ach c o nti n ued to a sk a lo t o f o pen-e nd ed , n o nle ad in g q uesti o ns, w hile he l is te ned i n te ntl y a nd m ir ro rin g b ack w hat h e h eard .
The c o ach m ad e su re to g et a c o m ple te p ic tu re o f th e d esir e d sta te b efo re id enti fy in g g o als a nd b ra in sto rm in g a lte rn ati v e a cti o n p ath s.
The c o ach k ep t a sk in g, “ W hat e ls e m ig ht w ork ?” u nti l th e c o achee a rti c ula te d at l e ast th re e p ossib le p ath s to ta ke.
Only a fte r th e c o ach h ad e xhauste d th e c o achee’s i d eas d id th e c o ach o ffe r a n ad diti o nal su ggesti o n fo r co nsid era ti o n.
(Y o u w ill als o notic e th at th e su ggestio n th at th e c o ach ee s p ea k d ir e ctly to E d w as q uic kly d is m is se d — anoth er re m in der o f h ow w ell- in te n ded “ advic e” is o fte n n ot e m bra ced a s ea sily a s w e i m agin e t h at i t w ill b e.) The c o ach h elp ed th e c o achee p rio riti z e th e p ossib le a cti o ns th at c o uld b e ta ken. T he c o achee ru le d o ut o ne o f th e a cti o ns e nti r e ly a nd d is m is se d th e co ach’s s u ggesti o n.
Fin ally , th e c o ach in q uir e d a b out th e b arrie rs th at w ould m ake e ith er o f th e prio riti z e d p ath s d iffic ult. T his a llo w ed a b arrie r to c o m e to th e s u rfa ce s o th at it c an b e n o w b e in co rp ora te d in to th e a cti o n p la nnin g s te p s— whic h is th e fi nal p hase o f th e c o achin g c o nv ers a ti o n.
Vid eo E xa m ple 127 If y o u w ould lik e to s e e e xam ple s o f a c o ach E xp lo rin g th e D esir e d S ta te , g o to www.z e ngerfo lk m an.c o m a nd c lic k o n th e L ead ers h ip R eso urc e C ente r ic o n. Y ou will fin d e xam ple s o f a c o ach h elp in g th e c o achee e xp lo re w hat s h e w ould lik e to make h ap pen. P ay a tte nti o n to h o w th e c o ach b egin s w ith th e c o achee’s ta rg et fo r su ccess a nd e lic its th e p ath s o f a cti o n fr o m th e c o achee. A ls o p ay a tte nti o n to h o w and w hen th e c o ach o ffe rs h is o pin io n— and h o w l ittl e th is i n flu ences th e c o achee’s pla nned a cti o ns.
Addin g t o Y our Q uestio n T re asu re T ro ve In th e p re v io us c hap te r, w e s ta rte d b uild in g a r e p erto ir e o f q uesti o ns. I f w e co nsid er q uesti o ns th at a re u niq ue to th is th ir d s te p o f th e c o achin g c o nv ers a ti o n, we c an a d d to y o ur q uesti o n tr e asu re tr o ve. H ere a re s o m e p ossib le q uesti o ns to co nsid er a d din g to y o ur l ib ra ry :
1. W hat w ould th e i d eal s ta te l o ok l ik e?
2. I f y o u h ad a m agic w and , w hat w ould y o u l ik e to s e e h ap pen h ere ?
3. I f y o u w ere C EO /q ueen/p re sid ent f o r a d ay, w hat w ould y o u l ik e to im ple m ent?
4. W hat w ould y o u r e alis ti c ally l ik e to m ake h ap pen, g iv en th ese cir c um sta nces?
5. W hat w ould a b est- c ase s c enario l o ok l ik e?
6. W hat w ould y o u tr y i f y o u k new th at y o u c o uld n o t f a il?
7. W hat w ould y o u a tte m pt i f y o u h ad a ll th e s u p port a nd r e so urc es th at y o u need ed ?
8. H ow w ould y o u l ik e to s e e y o urs e lf b ehav in g i n th is i d eal s itu ati o n?
9. W hat a re s o m e g o als th at y o u w ould l ik e to a im f o r?
10. W hat w ould b e s o m e s tr e tc h ta rg ets to s h o ot f o r?
11. W hat s tr a te gie s c an h elp y o u r e aliz e y o ur d esir e d v is io n?
12. W hat a re s o m e o th er a lte rn ati v e p ath s to g et th ere ?
13. W hat e ls e m ig ht w ork ?
14. I f y o u c o uld r a nk-o rd er th e p ossib le s o lu ti o ns i n te rm s o f e ffe cti v eness, what w ould b e y o ur f ir s t, s e co nd , a nd th ir d b est o pti o ns to c o nsid er?
15. W hat c rite ria c o uld y o u u se to e v alu ate w hic h p ath l o oks l ik e th e b est o ne to ta ke?
16. W hic h o pti o n(s ) w ould b e m ost f e asib le , o r e asie st to i m ple m ent?
17. W hic h o pti o n(s ) w ill g et y o u c lo se st to y o ur g o al i n th e ti m e f r a m e y o u would l ik e to ta rg et?
18. W hat i s g o in g to g et i n th e w ay?
19. W hat a re th e b ig gest r is k s o r b arrie rs to p urs u in g th at o pti o n?
128 20. W hat m ig ht g o w ro ng? W hat i s th e w ors t- c ase s c enario ?
Chapte r S um mary Do n o t ru sh in to p ro ble m s o lv in g in th is p hase ; g o s lo w to c re ate th e id eal vis io n a nd g enera te m ore a lte rn ati v es f o r a chie v in g th at v is io n.
Resis t th e n atu ra l r e acti o n to “ lo ck a nd lo ad ” w ith th e fir s t v ia b le o pti o n th at mig ht b rin g r e lie f to th e s itu ati o n.
Aim fo r a b ig ta rg et b y e xp and in g th e v is io n o f s u ccess th at th e c o achee is tr y in g to a cco m plis h ; d o n o t b e s k im py h ere !
As a l e ad er, y o u g et to h av e a p oin t o f v ie w ! I f th e c o achee’s v is io n o f s u ccess does n o t m eet p erfo rm ance e xp ecta ti o ns, y o u c an n ego ti a te a nd i n flu ence w hat th e m in im um m easu re s o f s u ccess m ust i n clu d e.
If s h e g enera te s a t l e ast th re e a lte rn ati v es to c o nsid er, th e c o achee w ill e nd u p hav in g a m ore r o bust a nd e ffe cti v e s o lu ti o n i n th e l o ng r u n.
Feel fr e e to o ffe r y o ur s u ggesti o ns— afte r th e c o achee h as e xhauste d h is o w n id eas.
If th e c o achee b eco m es stu ck, ste p to h is sid e a nd b eco m e a b ra in sto rm in g partn er. J u st b e c are fu l n o t to ta ke o ver th e c o nv ers a ti o n a t th is p oin t.
Exp lo re th e p ossib le b arrie rs th at th e c o achee m ig ht fa ce in im ple m enti n g th e pote nti a l s o lu ti o n p ath s. W e a re a m azin gly a ccura te in p re d ic ti n g w hat m ig ht get i n o ur w ay— when w e b oth er to ta ke th e ti m e to d o s o .
Conti n ue to a d d to y o ur r e p erto ir e o f g re at q uesti o ns to a sk . E xp erim ent w ith th e o nes th at w ill w ork b est fo r y o u, a nd p ut th o se in y o ur p ers o nal tr e asu re tr o ve o f g o od q uesti o ns.
129 Chapte r 1 0 L ay O ut t h e S uccess P la n E m phasiz in g A cco u nta b ilit y Y ou a re i n th e h o m e s tr e tc h o f th e c o achin g c o nv ers a ti o n. D urin g th e p re v io us s te p , y o u o utl in ed th e d esir e d v is io n o f s u ccess a s w ell a s s e v era l a lte rn ati v es f o r g etti n g t h ere . Y ou p rio riti z e d th e o pti o ns th at w ill w ork b est. N ow y o u a re r e ad y to d iv e i n to th e s p ecific d eta ile d a cti o n s te p s a nd a f o llo w -u p p la n.
Now is n o t th e ti m e to g et la zy. W hen y o u r e ach th is s ta ge o f th e c o nv ers a ti o n, y o u m ay b e te m pte d to e ase u p o n th e fin al ste p s th at w ill e nsu re su ccess a nd s u sta in ab ility . A fte r all, th e co achee is cle ar o n th e d esir e d end sta te and has a rti c ula te d th e s p ecific a cti o ns th at h e i n te nd s to ta ke. Y ou m ig ht f e el th at y o ur w ork i s d one. Y ou m ig ht e v en s a y to y o urs e lf, “ W ell, th e s o lu ti o n is o bvio us n o w . M y c o achee is a m atu re a d ult. H e w ill b e a b le to p ut h is p la n in to p la ce.” N ot s o fa st!
Y our r o le i n th is f in al s te p o f th e c o achin g c o nv ers a ti o n i s c riti c al— yo u n eed to b e a b le to g uid e th e c o achee to id enti fy a nd v is u aliz e th e s p ecific a cti o ns th at h e w ill t a ke. O nce y o ur c o achee b eco m es v ery c le ar o n e xactl y h o w h e w ill p ro ceed , y o u h av e j u st i n cre ase d th e l ik elih o od th at h e w ill. A nd , b y a ssig nin g s p ecific ti m elin es t o th e m ost im porta nt m ile sto nes, y o u b egin to c re ate a n atu ra l fo llo w -u p p la n a nd c heck-in o pportu niti e s.
Build in g in acco u nta bility actu ally help s in div id u als ch an ge (a n d th ere fo re g ro w ) f a ste r t h an w ith ou t i t.
One m ore w ord o f no te : re se arc h has sh o w n th at b uild in g in acco unta b ility a ctu ally h elp s in d iv id uals c hange (a nd th ere fo re g ro w ) fa ste r th an w ith o ut it. D r.
J a m es P ro chask a d esc rib ed a g re at w ay to h elp m oth ers lo se w eig ht: p ro vid in g a n i n centi v e o f $ 10 to h er c hild re n fo r e v ery p ound th at sh e lo se s. Y ou c an im agin e h o w th at s y ste m w ork s: h er c hild re n b eco m e i n sta nt a cco unta b ility p artn ers . “ M om , d on’t e at th at b ro w nie !” “ M om , y o u s a id y o u w ere g o in g to e xerc is e to day.” “ Mom , y o u c an’t h av e a no th er h elp in g o f c hic ken!” N ow , w e a re n’t a d vocati n g th at y o u b eco m e a te enage n ag to y o ur te am m em bers , b ut th e p ow er o f a cco unta b ility a nd s u sta in ed f o llo w -u p i s p ro fo und .
In o ur w ork a s c o aches, w e h av e fo und th at a p pro xim ate ly 8 5 p erc ent o f o ur c o achees w ill c o m ple te th eir “ ho m ew ork a ssig nm ents ” — th eir s ta te d c o m mitm ents f o r acti o ns th at th ey w ill ta ke— th e day o r m orn in g b efo re our next co achin g c o nv ers a ti o n. W e fin d th is p atte rn to b e a n in te re sti n g a nd c o nsis te nt re m in d er o f h o w p ow erfu l a cco unta b ility c an b e. A nd th ere i s n o th in g w ro ng w ith w aiti n g u nti l t h e la st m in ute — as lo ng a s th ey c o m ple te th eir a cti o ns! T hin k o f h o w m any ti m es w e w ait u nti l th e l a st m in ute to p ay b ills , f ile ta x r e tu rn s, p urc hase a ir lin e ti c kets , o r m ake p la ns w ith fr ie nd s. W aiti n g to c o m ple te ta sk s is sim ply a fu ncti o n o f h o w b usy w e a re , h o w m any th in gs w e a re ju gglin g, a nd h o w v alu ab le d ead lin es a re .
D ead lin es a re m ad e to e nsu re th at w e h av e a ta rg et to a im f o r.
130 TH REE ST EPS FO R TU RNIN G UP TH E HEAT ON AC CO UNTA BIL IT Y Let’ s re v ie w th e s p ecific s u b ste p s o f th is fin al c o nv ers a ti o n p hase ( Tab le 1 0-1 ).
There a re r e ally th re e k ey e le m ents th at y o u a re m akin g s u re h ap pen h ere :
1 .
Dev elo p a nd a gre e o n a n a cti o n p la n a nd ti m elin es.
2 .
Enlis t s u p port f r o m o th ers .
3 .
Set m ile sto nes f o r f o llo w -u p a nd a cco unta b ility .
Table 1 0-1 Ask in g f o r D eta ils D oes Not M ak e Y ou a M ic ro m anager!
Consis te ntl y , le ad ers w ho m w e w ork w ith exp re ss co ncern over getti n g to o deta ile d a t th is p hase o f th e c o nv ers a ti o n. In fa ct, y o u m ig ht b e th in kin g th e s a m e th in g: “ I’ v e h elp ed m y c o achee d ete rm in e th e b est a cti o n p ath s to ta ke; th e s o lu ti o n se em s o bvio us; s h e ju st n eed s to g et g o in g!” O ne o f th e r e aso ns w hy m any le ad ers re sis t th is ste p is