Read LEADERSHIP COACHING text version

By DR. SUCHINDRAN S. CHATTERJEE Email: [email protected] Phone: 602-421-4416

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Dr. Chatterjee's Biodata

Currently: President and CEO, Kender Energy, Inc. Current elected member of the Alumni Board of Trustees of Vanderbilt University, Nashville, Tennessee Elected member of the Delta Airlines Customer Advisory Board Founder and Chairman of Synergy and 21st Century Solutions Vice-President and CIO at The Mutual of Omaha Insurance Companies and Bank of Montreal Director of I/S at The Nationwide Insurance Group of Companies Chief of Software & Oper Systems at Digital Equipment Corporation Chief Aerospace Testing Engineer, Sverdrup Aerospace, Arnold Air Force Base, Tennessee [Tested almost all ratings of Military and Civilian Aircraft, & the Space Shuttle] Is Adjunct Professor in Engineering, Computer Science, English, and Management & Member of Dean's & Technology Councils, AZ State Univ

B.S. - Aeronautical Engineering & Technical Writing M.A. - Technical Communication & Linguistics M.S. - English and Higher Education Administration Ph.D. - Computer Sciences [Vanderbilt University] M.B.A. - Information Systems Management & Finance [Harvard Business School] CCIE, MCSE, CPCU, CLU Renowned in Computational Fluid Dynamics, Thermo dynamics, and Operating Systems Honored as Technology Executive & CIO of the Year 2003 by Computerworld Magazine Nominated I/T Security Executive North America 2008 by Computer Security Institute

Step 1

Coaching Basics Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics

Definition Coaching & Leadership Coaching & Emotional Intelligence Coaching Continuum Coaching Ethics

Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Day 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"Professional Coaching is an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations. Through the process of coaching, clients deepen their learning, improve their performance, and enhance their quality of life."

International Coach Federation

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Or putting it more simply: "Coaching is helping a client succeed by working with her to bring out her potential." · Setting and accomplishing a goal, enhancing skills, modifying behavior, solving a problem · Client is ultimately responsible for her own growth and development · Time bound and measurable results · Highlights multiple role of a coach · WIGS and PIGS ·Wildly Important Goals (WIGS) ·Pretty Important Goals (PIGS)

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Discipline End-Result

Coaching Set/ achieve a goal/ enhance skill or behavior: future-oriented Solve a problem (technical): presentoriented Emotional healing/ relief from psychological pain: past-oriented

Process

Self-discovery: Client has the answer and will find it himself. Prescribes solutions: Client does not know the answer. Uncovers past: Client suppresses the answer due to past trauma.

"Can't Ride Bike"

"If you' commit to the task and start pedaling, I'll run by your side, hold the bike until you have the confidence to balance yourself." "I'll measure your pedal strength, the bike's gear and torque, the angle of the handle bars, and then I'll provide you a manual ..." "When did you first realize you had a fear of riding? What happened? Who was with you? How did it happen and when? What was said?"

Consulting

Counseling/ Therapy

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics

Definition Coaching & Leadership Coaching & Emotional Intelligence Coaching Continuum Coaching Ethics

Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

The Essence of Leadership*: · Create Change (Envisioning/ Enabling)

· Create Followers (Energizing/ Empowering) Coaching Role

Guide Teacher Motivator Mentor

Definition

Set goal, action plan, monitor progress Impart knowledge or skills Build confidence/ find meaning in task Use skills in context of organizational realities

4 E's of Leadership*

Envision Enable Energize Empower

*Mick Yates, Leader Values

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics

Definition Coaching & Leadership Coaching & Emotional Intelligence Coaching Continuum Coaching Ethics

Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"Only 15% of a leader's success is the result of expertise. 85% is the result of interpersonal skills."

Paraphrased from the Society for Human Resource Management

"Anyone can become angry ­ that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way ­ this is not easy." Aristotle

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

4 E's of Leadership are anchored on EI

Personal EI: Self-awareness, Self-regulation, Self-motivation

Social EI: Empathy, Interpersonal skills rrrrrrrrrrrrrrrrrrrrr

Because of our neural circuitry, EI best learned through Coaching, not didactic teaching

Reptilian or Primitive Brain Limbic System or Emotional Brain Neo-cortex or Rational Brain

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Coaching Skills Establishing Rapport Goal Setting & Action Planning Active Listening

Self-Assessment Competency Items Working with Personal Issues Motivating Others Communicating Instructions Responding to Requests Motivating Others Providing Feedback Working with Personal Issues Responding to Requests Motivating Others Providing Feedback Dealing with Failure Setting Performance Goals Confronting Difficult Situations Listening for Understanding Establishing Rapport & Trust Setting Performance Goals Following Through Dealing with Failure Confronting Difficult Situations Listening for Understanding Assess Strengths & Weaknesses Rewarding Improvement Confronting Difficult Situations Working with Personal Issues Assess Strengths & Weaknesses

Effective Feedback Powerful Questioning

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics

Definition Coaching & Leadership Coaching & Emotional Intelligence Coaching Continuum Coaching Ethics

Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Coach: Helping client solve the problem

Establishing Rapport Active Listening Powerful Questioning Guiding/ Goal Setting Giving Feedback Giving Advice

Instructing Telling

Boss: Solving problem for the client

Adapted from "The 7 Steps of Effective Executive Coaching" by Sabine Dembkowski etal

"The best leader is he whose followers -- when the work is successfully done ­ will say `We did it ourselves'." Lao Tzu

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics

Definition Coaching & Leadership Coaching & Emotional Intelligence Coaching Continuum Coaching Ethics

Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Day 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Privacy/ Confidentiality

Respect confidentiality of your client's information at all times, except as otherwise authorized by the client or required by law.

Professional Conduct with Clients

Set clear, appropriate, and culturally sensitive boundaries that govern any physical contact with clients. Do not intentionally mislead or make false claims about what the client will receive from the coaching process nor give information or advice you know or believe to be misleading.

Conflict of Interest

Avoid conflicts between your interests and that of your client. When an actual conflict or the potential for a conflict of interest arises, openly disclose it with your client and deal with it in whatever way best serves your client.

Selected provisions from the ICF Code of Ethics

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"There is an energy field between humans. And, when we reach out in passion, it is met with an answering passion and changes the relationship forever." Existential Psychologist Rollo May

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

French "unisson", same root as "unison": to be, to act as one

Creating trust and intimacy with Client and establishing a coaching presence

Foundation #1: TRUST

The 3 C's of Trust

Common Charter Character Competence

Bases for Common Ground include:

Foundation #2: COMMON GROUND

Similar life background, e.g. nationality, culture, language, education, personal/ family roles, career, sports, hobbies "Mirroring" behavior ­ speech patterns, body movements, physical appearance

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport Goal Setting & Action Planning

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"A goal is a dream with a deadline."

Author Napoleon Hill

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Uncovering and developing a plan to address the coaching issue (establishing a coaching agreement)

Powerful Questioning (1-1/ 360s interviews) Assessment Tools (eg, Myers-Briggs, Strengthsfinder, DISC, etc) Specific Measurable Achievable Relevant Time-bound Importance vs. Urgency Personal accountability for progress moving forward What/ When/ Who? Value of "low-hanging fruits"

"SMART" goal setting:

Goal prioritization

Milestones and Next Steps

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport Goal Setting & Action Planning Active Listening

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"Listening is a magnetic and strange thing, a creative force. The person who listens to us is the one we move toward. We are listened to, it creates us, makes us unfold and expand." Karl Meninger, Psychiatrist and

Recipient of US Medal of Freedom

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"EAR" Empathize

Definition Putting your self in the shoes of the speaker, listening to what is being said and not said.

Tactics Absolute focus on the speaker's face, mannerisms, and body language; lean slightly forward; do not cross your arms; no distractions, no parallel activities; no mental response; be comfortable with silence

Acknowledge

Maintain eye contact, echo, restate/ Encourage speaker to talk and pour herself out. paraphrase/ reflect understanding, probe, clarify perceptions, summarize Avoid interpreting/ filtering using your own experience/ perception Understand the context surrounding the message; remember: this is about the speaker and not about you

Refrain from Personalizing

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport Goal Setting & Action Planning Active Listening Effective Feedback

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Overheard in the office lobby of a Chicago ad agency: Man in suit: (Sarcastically) That went well with the client! What were you trying to do rolling your eyes when the VP for Marketing remarked on your storyboard? You made him look stupid, as if he did not know what he was talking about! Man with earring: Well you weren't exactly Mr Perfect yourself. You fumbled the opening line forgetting to mention the objective of the presentation. So don't even start being preachy with me! Man in suit: Hey, you're the one being preachy. I'm warning you, don't butt heads with me. I can make it hard for you at the agency if I wanted to. Man with earring: I dare you to!

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

CAIRN Model

Context ­ Situation where/ when behavior took place Action ­ Behavior expressed in non-evaluative/judgmental terms Impact ­ Effect of behavior on the person giving feedback Reflection ­ Sharing of insights Next Step ­ Agree handling of similar situation in future

Note goal of Feedback is to give objective/ nonjudgmental information, not advice

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

"CAIRN"

ALTERNATIVE WAY OF HANDLING FEEDBACK Man in suit: "This account is worth millions of dollars to us and this is only our second meeting. The VP for Marketing joined the client only recently and may still just be learning about the brand that we are creating advertising for." Man in suit: "When the VP for Marketing made a remark about the storyboard that you presented, you began rolling your eyes." Man in suit: "When you were rolling your eyes I was worried that the VP for Marketing and the rest of his staff might see and interpret it as if we were not open to their comments and suggestions. I am now afraid that they might take this as an insult and take drastic action, even fire us." No right or wrong judgment has been made. Within this neutral non-threatening space, the two parties proceed to review the situation, and share their respective insights calmly and dispassionately. Man with earring: "You know I really could not help rolling my eyes with that remark but thought no one will notice. Also I failed to consider that the man is new to the team. I acted stupidly and now regret what I've done. What do you think can be done to repair the damage?" Man with earring: "Maybe I should talk to the VP in private and apologize. I can invite him for a drink or something." Or man in suit: "Why don't I talk to John first. He seems to have the ear of the VP and I'm quite close to him. Let me find out if anybody noticed. For all we know, it was only me who did and we're worrying ourselves sick over nothing."

Context

Action Impact

Review

Next

Step

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Step 2

Core Coaching Skills Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

The meaning of your communication is the response you get The map is not the territory People always make the best choice available to them at the time There is no such thing as failure ­ only feedback Behind every behavior is a positive intention Treat symptoms as useful information We are all responsible for creating our own experience

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport Goal Setting & Action Planning Active Listening Effective Feedback

Step 2

Core Coaching Skills

Powerful Questioning

Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Identify common goal and/or coaching issue Use the coachee's language Stay in the "not knowing" Use open-ended questions Reflect observations in behavioral terms Use probing questions to "peel back the onion"

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Q3 High Competence Variable Commitment

Experienced and capable. May lack the confidence to do it alone, or the motivation to do it well / quickly. May need check-in points to build confidence.

Q2 Some Competence Low Commitment

May have some relevant skills and selfknowledge. Probably will need help to figure out what to do. The solutions may be new to them.

Q4 High Competence High Commitment

Comfortable with their own ability to do well. Happy to discuss ideas and then apply them without further assistance. Can generalize solutions across situations.

©Lynn Banis, 2007

Q1 Low Competence Low Commitment

Lacking the specific skills, selfknowledge required to make behavioral changes. Probably needs more confidence and / or motivation to go forward. Education may be appropriate.

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport Goal Setting & Action Planning Active Listening Effective Feedback

Step 2

Core Coaching Skills

Powerful Questioning

Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Contract

Establish Current State

Identify Desired State

Create Plan to Close Gap

COACH to Plan

Measure & Determine Next Steps

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

State the outcome or goal in positive terms Have clear, testable, sensory based evidence Coachee initiated and maintained Preserves the positives of the current state Fits the ecology of the surrounding system ­ including people

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Step 1

Coaching Basics Core Coaching Skills

Establishing Rapport Goal Setting & Action Planning Active Listening Effective Feedback

Step 2

Core Coaching Skills

Powerful Questioning

Coaching Process

Step 3

Practice: Putting It All together

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Start from the goal Focus on the process, not the result Be specific See hear, feel perfection Use all the senses Relax Practice

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

Pre workshop expectations met? I would like to hear from you by phone or email You are now my coach or I cannot improve !!!

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

By DR. SUCHINDRAN S. CHATTERJEE Email: [email protected] Phone: 602-421-4416

"Diverse Leadership For a Diverse Workforce" ­ FAPAC SW

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