One does not discover new lands without consenting to lose sight of the shore for a very long time -André Gide
Leading today requires clear purpose, self-awareness and empathy for others, and the agility to embrace continuous change. We start by defining your goals for coaching. Engagements follow my four-step coaching process:
Step 1 – Clarifying coaching goals and desired outcomes. Starting with our first session, we agree upon your goals and outcomes that will result from our work together.
Step 2 – Creating self-awareness. What do we know about your strengths and motivations? How can we explore your unique contributions as a leader today? What are you hearing from others?
Step 3 – Taking action. We identify actions at the end of every session that allow you to practice behaviors that support your goals.
Step 4 – Pivoting for success. In each session, we reflect on your practice – what went well and what may need adjustment. The learning cycle of practice – reflection – growth continues over the course of our engagement. As we conclude, you will have a plan for support as you move beyond coaching.
Successful organizational change requires that teams have a uniform purpose and collaborate. Do your team members move forward with consistent focus? Are team members committed to co-create change? Do members demonstrate behaviors that inspire trust with each other and within the organization? I work with teams that have a desire to maximize their collective impact. We use a four-step team coaching approach:
Step 1 – Facilitating an initial team meeting to discuss what team effectiveness means to this group, establish coaching goals and ultimately identify what the team would view as success.
Step 2 – Assessing the current state of team effectiveness, through interviews or survey of team members and stakeholders. Aggregate results are presented back to the team for reflection and agreement on changes needed. Typical areas addressed have included:
- Clarifying the team’s unique purpose in the organization.
- Testing whether the right skills and right people are on the team, given its purpose.
- Ensuring that the team’s work supports the purpose, and that all team members are actively participating.
- Agreeing upon behavioral norms that promote connection and collaboration across the team.
- Identifying ways in which the team will support ongoing team development and development of individual members.
Step 3 – Taking action, within team meetings and beyond, that support changes identified in step 2. During this step, we are working with the entire team to practice team change, and working with the senior leader to
Step 4 – Developing a plan for ongoing success.
Developing the Leader as Coach
Leadership is no longer about providing the answers. Great leaders must be great coaches. Individuals in your organization have the curiosity, creativity and capacity to create impact. Through coaching, leaders unlock this potential. We work with leaders at all levels, particularly those new to a leadership role, to become confident coaches.
Through facilitated group sessions including opportunities to practice in-session, we explore the benefits of acting as a coach/leader and skills required such as:
- Recognizing coachable moments;
- Listening deeply rather than simply to respond;
- Asking powerful questions to broaden awareness;
- Using silence to allow time for new insights;
- Encouraging learning through ongoing practice and reflection.
In order to be a coach, one needs to have been coached. Each member of a group session will receive several hours of individual coaching as they explore developing their own style.