Category Archives: leadership

Five types of coaching

Influenced by the work of Hargrove, most coaching today fits within one of five categories:

  • Expert coaching: building skills, competencies, and knowledge;
  • Pattern coaching: revealing old patterns and building new patterns of belief and behavior;
  • Transformative coaching: fostering a fundamental shift in point of view, values, and identity;
  • Transcendent coaching: comprehending purpose;
  • Integrative coaching: blending the depth of personal (inside-out) work with the complexity of external (outside-in) dynamics around team, organizational, marketplace, and societal needs.

Most internal coaching programs in organiztaions deal with Expert Coaching, and many refer to this type of coaching as mentoring. Many external coaches begin and end their level of impact here, as well. Most external coaching resources deal with Expert and Pattern Coaching. An increasing number of coaches do Transformative Coaching, but fewer engage in Transcendent or Integrative Coaching.

Leadership from the Inside Out: Becoming a Leader for Life
Kevin Cashman, 2008

Most of my mentors help me learn more about my purpose—how I fit within the organization, and how I can work through it to achieve shared goals. They also help me integrate the different aspects of my life. =)

I tend to coach people on skills (social media, presentations, etc.). I occasionally and almost accidentally help people shift their points of view. I enjoy helping people see the big picture, but I don’t do that a lot yet. And someday I’d love to help people integrate all these things…

Looking forward to learning more about this!

Good book with lots of reflection questions and worksheets. Worth reading and thinking about.

Book: Leading Out Loud

Leading Out Loud: Inspiring Change Through Authentic Communications
Terry Pearce, 2003

Excellent advice on being authentic. Good point starting p133 about when not to take questions, and how to address difficult questions.

When not to take questions:

If the speech is your first advocacy for a change, it is likely to be more abstract and less specific, written to inspire with context and values. Questions could prove frustrating for you and your listeners, and could drain away the excitement that your initial speech has generated. If your audience is large, taking questions is logistically difficult. The process needs to be tailored both to allow representative questions to be asked and to avoid ill feelings in someone not recognized due to time constrains.

… More typically the size of audience and nature of material are not prohibitive, and in such cases you should always offer the audience the chance to clarify, contribute, or challenge your comments. When others can really participate, they are more likely to feel ownership and commitment. In offering to take questions, you are offering a direct relationship to individuals, in addition to the group as a whole. You build expectations of candor in the audience, and can greatly enhance or damage the credibility and trust you have constructed during the speech.

p133, Terry Pearce, Leading Out Loud, 2003

These are the five primary elements of the invested listening model:

  • Answering the stated and unstated question
  • Acknowledging feelings
  • Finding common intent
  • Distinguishing between your context, or point of view, and the questioner’s point of view
  • Checking in: making sure that you have been responsive

p139, Terry Pearce, Leading Out Loud, 2003

Leading Out Loud is well worth revisiting and keeping around for inspiration.

Visual notes from Remote Presentations That Rock

remote-presentation-that-rock-notes

Visual notes from the women’s leadership session I helped facilitate. =) The ice-breaker was “What superpower would you like to have?”, hence the icons along the top.

It was fun taking visual notes during  the discussion of my Remote Presentations That Rock session!

Informed Judgment, Terrence Hickey

informed-judgment-terrence-hickey

Here are my notes from the Top Talent call on informed judgment, one of IBM’s leadership competencies. Click on the image to see it full-size.

The speaker recommended checking out Blink. Blink is a good read, but compared to Gladwell’s other books, it doesn’t have as much meat as, say, “The Tipping Point.” One of my favourite problem-solving books is Ken Watanabe’s Problem Solving 101, which was written for schoolkids and is therefore very practical and easy to read.

My key take-away from this talk was to improve the traceability for my decisions by documenting the assumptions, data, experiences, and previous decisions I am basing new decisions on.

Hope this helps!

How you know your training sessions are working; Remote Presentations That Rock

We facilitated “Remote Presentations That Rock” for the second women’s leadership group a few weeks ago. After watching the video, one of the participants (Ruhuni) said that the tips sounded very familiar. She asked us if our executive sponsor (Sharon) had been in the previous session. Ruhuni said that she had been working on a presentation for a number of weeks. Then Sharon came in with a bunch of fresh ideas and tips for making the presentation even better. Ruhuni recognized the tips in the video, which made her laugh.

That’s when you know a training program works. People not only implement the ideas, they tell other people about them!

We’re developing a series of virtual leadership sessions. Remote Presentations That Rock is the first. The next sessions will cover facilitating remote meetings, collaborating across cultures, and working with virtual teams. Please feel free to reuse the material and organize your own groups! I’d be happy to answer questions through blog comments, conference calls, e-mail, and so on.

Book: On Becoming a Leader

Norman Lear would add to this that the goal isn’t worth arriving at unless you enjoy the journey. “You have to look at success, incrementally,” he said. “It takes too long to get to any major success…. If one can look at life as being successful on a moment-by-moment basis, one might find that most of it is successful. And take the bow inside for it. When we wait for the big bow, it’s a lousy bargain. They don’t come but once in too a long time. ” (p.51)

No leader sets out to be a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders.

So the point is not to become a leader. The point is to become yourself, to use yourself completely — all your skills, gifts, and energies — in order to make your vision manifest. (p.111-112)

On Becoming A Leader: Revised Edition
Warren Bennis

(Disclosure: The link above is an Amazon affiliate link. That said, I recommend checking out your local library. I got this book from the Toronto Public Library, yay!)

Many people worked long hours and sacrifice other parts of their lives in order to achieve career success. They want the executive title, the high salaries, the decision-making power, and the recognition. I don’t think that kind of career lifestyle is a great fit for me. Instead of sacrificing so much for a big potential payoff, I’d rather focus on living well at each step, and feeling successful in each moment. The core of my work is figuring out who I am, what talents I can bring, and what difference I can make.

What could help you express yourself more fully?