THE COACHING MINDSET

Welcome to:

THE COACHING MINDSET: BUILDING LEARNING AGILITY FOR ORGANIZATIONAL SUSTAINABILITY PROGRAM Part I

As the folks from The Conference Board and DDI wrote:

“CEOs know their organizations cannot retain highly engaged, high-performing employees without effective leaders who can manage, coach, develop, and inspire their multigenerational, globally dispersed, and tech-savvy teams.”

To summarize the research, only a quarter of all leaders feel they’re capable of tackling the most pressing issue in today’s organizations … people. Not only is that alarming, those same leaders agree there is a significant amount of leadership development to be had if their number one concern ias ever to be addressed. It’s not as though some innate dose of magic is going to suddenly appear turning ineffective leaders into superstars. As Warren Bennis once wrote:

The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.

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So what does coaching have to do with learning agility?

But the research gets even better.

When the business leaders were asked to “identify the leadership attributes and behaviors most critical to success as a leader,” there were five that become most prominent across all global regions. Those five attributes and behaviors were:

1 3

Retaining and developing talent

Having an entrepreneurial mind

5 Learning agility is the ability to remain open to new ways of thinking and learning new skills. A major difference between successful leaders and those whose career falters, is their ability to learn and make meaning from their experiences.

Leading with integrity

This coaching program will help leaders shift to a “coaching mindset,” developing leaders who can let go of outmoded ways of engaging, motivating and developing employees and learning more effective means of developing talent.

Pre-work: Before the first session of the program, identify who you will be coaching. Be highly selective of the individual you choose to coach. This opportunity is aimed at a manager or leadership team member you want to retain, and who is highly committed to their own development, the development of others, and the growth of the organization.

Read Learning About Learning Agility white paper.

Participants commit to: Meet with your own leader to discuss a development plan for the six session coaching program.

Complete all homework assignments, and share the results in class.

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Managing complexity

d-set Leading change

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Guidelines regarding your coaching the person you chose »» Take an active role in helping individuals to identify their learning goals.

»» Meet regularly to hear about his/her progress.

Be active on The Coaching Mindset LinkedIn Group by posting a minimum weekly insight or sharing related to the TCM curriculum.

Support the learning of peers in the group.

Advise the individual you will be coaching, that you will be discussing client issues in class as appropriate, for the purpose of learning, while maintaining confidentiality.

»» Make sure the learning is aligned with the

strategic goals of the organization, and of the individual learner and their work group.

»» Identify opportunities for the person you

coach to practice their new skills, and meet with senior leaders to gain visibility. This will support a direct link to the organization’s future with regards to sustainability and outcome measures.

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Below are

We look forward to working with you in this exciting new opportunity for you, those you lead, and your organization.

the date, time and location for each session of the program.

12 26 16 30 14 28 march march 2015

2015

april

may

2015

2015

april 2015

may 2015

Time: 9:30 am - 4:30 pm Place: Brooklyn College Graduate Center for Worker Education, 25 Broadway New York, NY A buffet brunch will be available.

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Session 1

March 12, 2015 Facilitators:

Esther R. Russel, Phd. David Lipsky, Stephanie Mellul, Jamie Levinson

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Program objectives: Learning to identify your strengths.

Learn how developing your strengths and correctly channeling them could help you becoming a leader.

LEADER AS COACH Coaching is the process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more effective.

David Peterson and Mary Dee Hicks, PDI, 1996

Creating a work team system, learn how to identify problems and be part of solution, gain difference perspectives by interaction with other teams, and brain storming sessions.

Identify different teams that could lead your organization to successfully overcome tomorrow’s challenges.

Develop for each team a mission statement, performance goals and metrics and peer accountability for outcomes.

Identify from the existing talent candidates to be able to become leaders, coach and develop their capabilities, monitor their performance over time, and provide valuable tips and advice.

Link teams in a processed flow that requires collaboration.

Develop and set-up process that supports high performance culture.

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What are your expectations to gain from this training and coaching program?

MASTERFUL COACHING FIELDBOOK Coaching involves holding out a possibility in front of others while coaching them to move to the next level with relentless compassion. (pg. 9) Coaching is about continuously expanding your personal and organizational capacity to perform and learn. (pg. 8) Robert Hargrove, Jossey-Bass, 2000

A powerful alliance created to forward the lifelong process of human learning, effectiveness, and fulfillment. Coaching forwards the action and deepens the learning.

Coaches Training Institute (CTI)

Helps people tap into their inner purpose and passion and connect that with outer goals and tasks to bring about extraordinary results. iPEC Coaching

MASTERFUL COACHING Masterful coaching involves helping people in groups transform themselves, their communities, and their world. It involves impacting people’s visions and values as well as helping them reshape their way of being, thinking, and actions. It involves challenging and supporting people in achieving higher levels of performance while allowing them to bring out the best in themselves and those around them.

Robert Hargrove

TAKE TIME FOR YOUR LIFE

“Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Professional coaches provide an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives.

Coaches help people improve their performances and enhance the quality of their lives. Coaches are trained to listen, to observe and to customize their approach to individual client needs. They seek to elicit solutions and strategies from the client; they believe the client is naturally creative and resourceful. The coach’s job is to provide support to enhance the skills, resources, and creativity that the client already has.”

International Coach Federation (ICF)

Coaching is an action oriented (profession), with a focus on a client’s current life and plans for the future.

Cheryl Richardson

Unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them.

Sir John Whitmore

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There are

three main reasons that people fail to achieve the things they want in their lives:

#1

They don’t set any goals, or aim so low that even achieving them feels like failure.

This one is kind of obvious really, if you don’t set goals, or the goals you set are so low, then of course you won’t achieve anything and your life will seem lacking.

People in this ‘zone’ drift along, constantly aware that there is something missing from their lives but unable to pinpoint what it is.

Life will involve daily routines of moaning and blame, but never of themselves of course.

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Dissatisfaction with their own lives will generally lead these people to gain small pleasures from belittling others, gossiping, instigating arguments over trivial matters and setting people against each other.

Likely to have the ‘poor me’ or victim mentality, with every little thing blown up out of proportion and a drama often ensues.

These people are draining to be around and put themselves firmly at the centre of their own little universe.

#2

They spend most of their time thinking about what they DON’T WANT to have in their lives [debt, rubbish job, unhappy relationship, etc.] rather than thinking about what they DO WANT.

When racing car drivers are undergoing their rigorous training they are taught that when they find themselves in a spin they should NOT focus on the wall, why?

Because you move towards what you focus on; physically (as with the wall) and emotionally.

The first thing to understand is that whatever you hold in your mind a lot of the time, whether that thing is bad for you or not (e.g. debt, rubbish job or bad relationship), your brain takes that as a sign that you want more of that thing in your life.

The second thing to understand can be demonstrated quite simply by the following….. don’t think of a blue tree.

#3

Let me ask you…..what are you thinking about right now? A blue tree by any chance? But didn’t I ask you not to?

Your subconscious mind doesn’t really work with negatives; you’ve naturally got to imagine the thing you’re not meant to be thinking about!

So, imagine you’re saying to yourself over and over again, ‘I don’t want to be in debt’ or ‘I don’t want to be in this job’, or ‘I don’t want to be with this person’, what your brain actually ‘hears’ is;

And because you’re holding that thought in your mind a lot of the time, you’re brain, being the loyal servant it is ….GIVES you more of that thing!!!! It will try to find ways and opportunities for you get more of ‘what you want’.

PLUS, because you’re no doubt attaching a lot of emotion to the thoughts, that makes it an even more powerful signal to your brain to move you towards that thing.

»» I want to be in debt »» I want to be in this job »» I want to be with this person

Their goals are ‘woolly’ and lack any clarity or clear vision.

So ask yourself now, what negative thoughts are holding you back right now? Write them in the box below.

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LEARNING OBJECTIVE

CREATING THE COACHING MINDSET LEARNING COMMUNITY

Trust grows through acknowledging the discomfort, establishing and enforcing ground rules, and engaging in the activity together. Participation makes the real difference. The only way to engender trust is through your actions to show you are trustworthy.

CREDIBILITY +

TRUST

= RISK

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INTIMACY

I. CREATING A SAFE SPACE II. ESTABLISHING TRUST

Credibility is defined as competence – possessing the knowledge, skills, and abilities necessary for the task. Credibility is gained through subject matter knowledge and group process skills.

Credibility is easy to measure and increased through training and experience.

Intimacy, in this context translates to empathy, the capability to understand, identify with, and care for others. This relates to emotional intelligence. Emotional intelligence is not about the degree someone expresses emotions. It’s about how “in tune” one is to how emotions play into relationships, how emotions hinder or propel performance.

When people believe that someone possesses these two qualities, (credibility) and (intimacy) their trust for the person will increase.

The last piece of the formula states that the higher the perceived level of RISK, the more credibility and intimacy are needed to engender trust.

The better we know each other, the greater the chance we will empathize and build trust. So a good first step is to allow team members to learn about each other.

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VUCAworld

The more you look at the world the more you recognize that what one person values may be different to the next.

freedom

status symbol

How do you see the world?

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polluter

entroids.com

Volatility Uncertainty

Complexity

Ambiguity

Drivers xx Change Nature xx Change Dynamics xx Change Rate & Speed xx Unpredictability xx Potential Surprises xx Unknown Outcomes

xx Tasks Correlation xx Multifaceted Effects xx Influencers

xx Ideal vs. Actual xx Misinterpretation

Effects

VISION

Demands

Take Actions

xx Risks xx Instability

Probe Changes

Different Perspectives

Wider Understanding

UNDERSTANDING

xx Flux

xx Direction Paralysis Due To Data Overload

Key Focus

CLARITY xx Unproductive

Flexible

Innovation

Decision Making

AGILITY

Creative

xx Dualities

xx Induce Doubt & Distrust xx Lapses in Decision Making xx Hurt Innovations

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Drivers

Effects

Demands

Describe how your world is impacted by the VUCA world, the effects this has on your roles and what your do to meet these demands?

Volatility Uncertainty Complexity Ambiguity

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What worked well?

What could have worked better?

The Maze Work, Work, Work.

How does this apply to our workplaces?

In what way does the maze represent our VUCA world and how does learning agility help us?

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Learning Agility What is your preferred learning style?

People generally remember (learning activities)

10% 20% 30% 50% 70% 90%

of what they

read

of what they

hear

of what they

see

of what they

see and hear

of what they

say and write of what they do

As a coach, what do you think are the most effective ways we can help our clients create sustainable change?

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PASS LEAR

ACT LEAR

Based on how we learn, how will you maximize your learning in the coaching program?

Is not like IQ, it is more about the lessons that you have had and your ability to apply those lessons in new situations. . .

The ability to know what to do when you don’t know what to do.

»» Define »» List »» Describe »» Explain

SIVE RNING

TIVE RNING Rate Your Learning Agility from 0-10 Open Willing to learn Curious about the world Willing to experience new things Good people skills Tolerance for ambiguity

»» Demonstrate »» Apply »» Practice

People are able to (learning outcomes)

»» Analyze »» Define »» Create »» Evaluate

What areas do you need to work on to become a more agile learner?

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Strategies for Developing Learning Agility Seek out and listen to feedback Create an environment in which people are willing to tell you the truth Pay attention to the lessons around you Set specific learning objectives–be mindful of your growth edge Be held accountable for learning/growing, not just performing Take advantage of available resources–people, opportunities, access, HR processes Be willing to let go of what has made you successful when it starts to hold you back Spend time and energy developing others

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Distinctions and Discussion Coaching Managing Teaching Mentoring Counseling

Coaching vs.

Managing/Teaching

Coaching vs.

Counseling

»» We are hardwired to Problem Solve and

»» Coaching is NOT counseling. »» Some counselors have

Tell people the answers.

»» Coaching is Asking questions and

become trained as coaches.

Listening for the Solution.

»»

»» Many coaches refer clients to

counseling or check-in when they hear the client is stuck in the past.

It is Solution-focused versus Problemfocused.

»» Major life change may call for

Mentoring

counseling and coaching.

»» The Merriam-Webster Online Dictionary defines

Impact

a mentor as “a trusted counselor or guide”

»» Katherine Lewis, on About.com, says:

“Someone who is helping you with your career, specific work projects or general life advice out of the goodness of his or her heart”

»»

Leadership produces positive change:

»» Within yourself »» In the lives of others »» In the world

A mentor is an individual, traditionally older, always more experienced individual, who helps and guides development of others

Elements of the Coaching Approach

Creating Focused Action and Sustainable Growth through:

»» Powerful Listening »» High Impact Questioning What: »» Acknowledgement »» Observing and Challenging Assumptions

»» Providing Feedback

Who and »» Persa How: 27

Coaching Mindset Drives Results 28

Learning Agility

Coaching

Developing evelop ping Self Self Awareness

Listening ening

Values Leadership Styles Reflection

Listening “to” and Listening “for”

Build Self Management

Asking questions Giving feedback Reframing

Innovating Remaining calm Risking

ID Self Development Emotional Intelligence Assessments Receiving Feedback

Facilitating Fostering

Authenticity Courage Growth Sustainability

Organizational Priorities and Goals

Goal Clarification

Understanding organizational goals and priorities

Alignment

Organizational goals with department goals Department goals with individual goals and desired behaviors

Sustainable Results

Demonstrate D emonstrate

Decisiveness isiveness Accountability

Master

Influencing Collaborating Strategic Thinking

Role Model

Consistency Commitment Sustainability or methodology replicate behavior

Coaching Mindset

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Coaching Mindset Drives Results 30

Learning Agility

Exercise:

DEVELOPING SELF-AWARENESS

Mindfulness Training

The practice of witnessing is a practice of self-observation without judgement. This is the most important practice you can make a habit of if you want to become self-confident, self-aware and simply happy.

When you witness, you teach yourself to look objectively and find the truth. You let go of beliefs that you hold dearly. You get to see clearly your habitual thoughts, judgments and subjective truth. When you begin to question these beliefs by simply paying attention to what is going on in your head, you get a clearer picture of the way things truly are.

There’s an old Zen joke. Before enlightenment I chopped wood, after enlightenment I continue to chop wood. But the difference is that I’m not identified with it anymore. That’s’ a huge difference.

Exercise #1: Take a moment.

Look around. Notice something about the room that you didn’t take notice of initially. Now, notice something about yourself that is new…something that you’ve never noticed before.

Give your thoughts some attention today and practice witnessing to see what you discover.

Exercise #2:

HOW YOU DO ANYTHING IS HOW YOU DO EVERYTHING

You see that employees are not motivated. Describe how you would analyze it, how would it result in a positive action, and how would you turn a disadvantage to be an advantage?

Now witness how you approached this assignment? BE AUTHENTIC and HONEST with yourself. This is the only way to become truly aware. Describe how you view the following scenarios; How would you respond?

a. Workers mock the co-workers for race or religion issues. b. A worker criticized his fellow employee continuously, causing him to feel rejected.

How did you feel about your ability to do this exercise before you started?

How about during the exercise? Did you notice your thoughts about being good or bad at it? About something else?

And how do you feel now about what you wrote?

Look at your answers. Is this typical of the way you approach tasks and assignments? Is this the way you approach situations in your personal life?

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Coaching Mindset Drives Results 32

Coaching

Exercise:

THE TRANSCENDENT COACH Increasing listening and awareness skills, is less about sensing more things and more about sensing things more consciously. Deep listening is a sort of “transcendent” experience, as if one is able to pick up information both unconsciously and consciously. At any given moment, there are events and acts that we are paying attention to, and a whole host of other details that are in our broader, less conscious awareness. What the best listeners are able to do is widen their circle of consciousness to include more information.

There are three things we listen for when we listen:

»» Facts »» Feelings »» Intentions

Facts: Simplest to perceive. They are objective, concrete and easy to track.

Feelings: Perceiving feelings is a little trickier, especially in business settings, we are taught to hide and ignore our feelings.

However, the feelings of the communicator may be more important than the specific facts. Emotions must be addressed or all the facts and data in the world will not result in clear communication.

Intentions: Understanding the point of a story or the intention of a message qualifies as the most important part of listening. Being able to expand the amount and quality of information that is taken in and then to quickly evaluate what data is crucial and what is peripheral.

Non-verbals, such as body language and tone are essential components of gauging intention during a conversation. There is often an incongruous measure of the words being spoken and the language of the bodily movements and the tone being used.

Partner A tells organizational situation to partner B who listens for intention. Listen for what is not being said, the body language and tone. Then switch roles. Make sure to ask questions, give feedback and reframing.

Organizational Priorities and Goals

BUILDING VISION WEAVING Have each person in the group write down their vision of their ideal work environment or an ideal work experience including details.

Then have each person share their vision with the intention of creating a unified collaborative group vision.

Sustainable Results

ACCOUNTABILITY AND CONTINUITY What skills and tools have you learned today that you will implement immediately?

PERSONAL VISION:

How can you be held accountable for these changes?

GROUP VISION: Is there a way you can measure the impact of these changes?

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What is a vision statement?

A vision statement is a vivid description of your future – who will you be when you complete this program? How will you show up and contribute?

It creates a mental picture of a target to be reached.

You are inspired to stretch and sacrifice outside of your comfort zone.

Vision Statement

Creating Your Vision Statement.

Think about the following before you create your vision statement.

»» How will it look 1-3 years out?

»» Write your statement

in the present tense, as if it is already being accomplished.

Questions to consider:

»» Describe your business? »» Who are your clients and

what are you talking about with them?

»» What are the major

challenges that your vision is addressing?

»» What does success look like?

»» Where are you living and who is in that home?

»» What roles are you playing in your community?

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PERSONALMISSIONSTATEMENTSOF5 FAMOUSCEOS(ANDWHYYOUSHOULD WRITE ONE TOO) WHETHER IT’S A DAILY MANTRA OR A QUOTE TO RETURN TO WHEN TIMES GET TOUGH, HAVING A PERSONAL MISSION STATEMENT BRINGS FOCUS AND PURPOSE TO YOUR LIFE. HERE ARE FIVE EXAMPLES OF REAL-LIFE PERSONAL MISSION STATEMENTS, FROM LEADERS WHO ROCKED THE WORLD.

BY STEPHANIE VOZZA Editor’s Note: This is one of the most-read leadership articles of 2014.

Companies have developed mission statements for years. It helps guide them by defining who they are and why they do what they do. Coca-Cola’s mission statement, for example, is “To refresh the world. To inspire moments of optimism and happiness. To create value and make a difference.” For Google it’s “to organize the world’s information and make it universally accessible and useful.”

When Stephen R. Covey wrote The 7 Habits of Highly Successful People in 1989, he put a spin on the idea, suggesting that individuals create their own mission statement as part of his second habit: begin with the end in mind. Twenty-five years later, personal mission statements, sometimes called purpose statements, are proving to be a good tool for high achievers.

“If you want to be successful, you need to think of yourself as a personal brand,” says William Arruda, author of Ditch, Dare, Do: 3D Personal Branding for Executives.

“A personal mission statement is a critical piece of your brand because it helps you stay focused.”Writing one, however, takes introspection. Arruda suggests asking

yourself, what am I passionate about? What are my values? What makes me great?

“We all have super powers—things we do better than anyone else,” he says, adding that it helps to ask someone else what your talents are. “These things often feel natural to us, but it’s important to see them as being special.”

When you’re ready to write, Arruda offers a template that links together three elements: The value you create + who you’re creating it for + the expected outcome. For example: I use my passion and expertise in technology to inspire researchers to create drugs to cure rare diseases.

Each piece is helpful to create the complete puzzle, but Arruda says the most important is the first, your value. “This is your core DNA - your operating principles,” he says.

“These are the things that inspire and energize you.”

“IF YOUR MISSION STATEMENT DOESN’T CHANGE, YOU RISK NOT BEING RELEVANT ANY MORE.” A personal mission statement is a powerful tool because it provides you with a path for success, and it gives you permission to say no to the things that are distractions. It also changes over time. “As we get older, we have more life experiences and acquire new skills,” Arruda says. “If your mission statement doesn’t change, you risk not being relevant any more.”

While you write a personal mission statement for yourself, there is power in sharing it. “The more you share, the more support you get to achieve your mission,” he says. “Friends and mentors can support you or call you out if you’re doing something counterproductive.”

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Here are five examples of real-life personal mission statements: 1. DENISE MORRISON, CEO OF CAMPBELL SOUP COMPANY “To serve as a leader, live a balanced life, and apply ethical principles to make a significant difference.”

In an Morrison said, “The personal mission statement was important for me because I believe that you can’t lead others unless you have a strong sense of who you are and what you stand for. For me, living a balanced life means nurturing the academic, physical, and spiritual aspects of my life so I can maintain a sense of wellbeing and self-esteem.”

2. JOEL MANBY, CEO OF HERSCHEND FAMILY ENTERTAINMENT “I define personal success as being consistent to my own personal mission statement: to love God and love others.”

Manby’s company, Herschend Family Entertainment, owns and operates 26 family-oriented theme parks and attractions across the United States, including Dollywood and the Harlem Globetrotters.

He told Skip Prichard that he achieves his personal mission statement in his own endeavors, but feels blessed to be able to achieve it in a growing, profitable business.

3.OPRAHWINFREY,FOUNDEROFOWN,THE OPRAH WINFREY NETWORK “To be a teacher. And to be known for inspiring my students to be more than they thought they could be.”

In an issue of O magazine, Winfrey recalls

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watching her grandmother churn butter and wash clothes in a cast-iron pot in the yard. A small voice inside of her told her that her life would be more than hanging clothes on a line. She eventually realized she wanted to be a teacher, but “I never imagined it would be on TV,” she writes.

4. SIR RICHARD BRANSON, FOUNDER OF THE VIRGIN GROUP “To have fun in [my] journey through life and learn from [my] mistakes.”

Branson shared his personal mission statement in an interview with Motivated magazine. He added that “In business, know how to be a good leader and always try to bring out the best in people. It’s very simple: listen to them, trust in them, believe in them, respect them, and let them have a go!”

5. AMANDA STEINBERG, FOUNDER OF DAILYWORTH.COM “To use my gifts of intelligence, charisma, and serial optimism to cultivate the selfworth and net-worth of women around the world.”

Steinberg launched DailyWorth in 2009 to help women build wealth. Since then, she’s grown her site to more than 1 million subscribers. “I believe financially empowered women are the key to world peace,” she says.

See Where Your Values Take You

Use the value statements you have created to begin free writing your mission statement. Jump right in and see what comes from your heart as you type.

Once you create something you like, make sure you refer to it often.

You now have a beginning of a mission statement built on a foundation of your values. You have more clarity into what you want to be and to do in your life. You can also begin to detect the values and principles upon which your life is based.

Exercise adapted from Stephen Covey: Building a Mission Statement

Mission Statement Create your personal mission statement below. Remember to refer to it often!

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Step 01 |

Confidence

Name one of your traits you want to pass on to your children.

Step 02 | Influence List two of the most important people in your life.

Step 03 | Character Now list 2 words to describe each of them.

Step 04 | Belief

Values Exercise and Mission Statement Worksheet

Imagine you have started your own country. What one word would describe the guiding principle or motto of this country In _____________ We Trust.

Step 05 | Ethics Describe a social principal which is the basis for creation of a solid foundation for a healthy society/ work environment.

Step 06 | Partnership What are the 2 qualities you look for in a life partner?

Step 07 | Awareness Describe yourself in one word.

Step 08 | Possibility If you could achieve just one thing by the end of your life, what would it be?

Step 09 | Principles If there were just two rules in life that everyone should follow, what would they be?

Step 10 | Admiration

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Think of the person you admire most – why?

Step 11 | The

Essence of What You Believe

Write all of your answers in the spaces below. These represent values you hold. You will use these to begin free writing your mission statement in step 12.

01.

02.

03.

04.

05.

06.

07.

08.

09.

10.

Step 12 | Bring

Your Values to Life

Now bring your values to life by creating an active statement of what you would like to achieve with each value. Write that into the spaces provided below.

01.

02.

03.

04.

05.

06.

07.

08.

09.

10.

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