Positive Leadership: Post #3--Diverse Teams

Diverse teams win. Consider how distributed are people along strategy, influence, relatedness, and execution for best team ~Gallup's research http://t.co/QIq0pXTd6N

Positive Leadership: Post #2 Your Pos. Leadership Score

FIND out your Positive Leadership Score www.stevegladis.com http://www.stevegladisleadershippartners.com/positive-leadership/positive-leadership-score-2

Positive Leadership: Post #1--Webinar

Video of Steve Gladis conducting an ASTD webinar to hundreds of people--
 http://webcasts.astd.org/webinar/893

Being Coached: Post # 8 FINAL POST

Being Coached provides a road map for both group and team coaching. It's a worthy read for HR VPs, CEOs and anyone who has to deal with a group of people--which is all of us, except hermits!

Being Coached: Post #7--Team Coaching

Team Coaching
Coaching a team you work with that has similar collective goals. Much of the same rules (confidentiality, honesty, and trust) and techniques used in group coaching are also used in team coaching: the meeting rhythm—check-in, discussion, and check-out; meeting with coach prior to team meeting to establish a personal leadership development goal (about how to show up as a leader); and peer coaching. Some differences: Peers also discuss strengths of the team and changes that need to be made to get even better as a team.

Being Coached: Post #6--Confidentiality

Confidentiality
Confidentiality is critical on both the part of the coach and all
participants. Participants can share anything about themselves—but what happens in the group and with peer coaches stays with them. Clients are strongly urged to share their developmental plans with their leaders. Finally, the coach will share the general themes with the corporate sponsor—how well the group members are participating—but only in the aggregate. Coaches make this clear up front to the sponsor.

Being Coached: Post #5--Discussion

Discussion: Talk about homework—reading, videos, etc. 3) Check-Out: One word about how you are feeling now.
--First Meeting—After intros (and check-in) and initial stage setting by coach, participants meet and share with peer coaches to work on personal development goals. Later, everyone reveals his/her developmental goal to the group. Then, the group discusses pre-meeting readings or videos. The group ends with a check-out exercise.

Being Coached: Post # 4--Feedback

Feedback. Each participant is required to get 3-5 people they trust to give them feedback

on their leadership (how they show up as leaders) to help their developmental program. Questions can include: What leadership qualities do you admire? How do I stack up? When have you seen me at my best? What is the one thing you’d like me to keep doing? What one thing do you recommend I do differently? After parsing out the top three leader qualities, responders are asked to rank you 1-10….low to high on how participant stacks up. Participants take their direction for change from there.

Being Coached: Post #3--The Individual Meeting

Individual Meeting with the coach and each group client. Coaches work with clients by asking questions like: Tell me about yourself—bio from birth to now; having each client take an assessment instrument before meeting, then asking: Does anything stand out? What would you like to work on during the group coaching and how do you want to show up as a leader? How will you describe that goal in your coaching action plan? 

Being Coached: Post #2--Group Coaching

Group Coaching. Essentially, group/peer coaching is about developing high-potential peers who reach their own personal leadership goals and at the same time develop a relationship with their peers. A multiple-month program, the group coaching consists of 3 individual coaching sessions (one at the beginning, middle, and end); group discussions that are based in part on readings or online videos; keeping a reflective coaching journal; and, participation in the all-important peer coaching sessions.

Being Coached: Post #1--Overview

Overview: Being Coached addresses two key elements of any corporate culture: groups
Being Coached: Group and Team Coaching from the Inside by Ann Deaton and Holly Williams (Magnus Group, 2014); reviewed by Steve Gladis, June 2014

and teams. The authors distinguish between these two and offer a comprehensive model of group and team coaching that focuses on confidentiality, honesty, and trust—all at the core of great relationships and organizations. While the book (a business fable) has some issues around flow and structure, it’s a worthy read for CEOs, HR VPs, and Executive Coaches.

Leading Change: FINAL Post--Change and Culture

Step Eight:

 Incorporating Change in the Culture ~ Connect new behavior to success, both personal and organizational. Culture is the last thing to change—it’s cautious—so spend time proving that the new way works. Reinforce the new norms, behaviors and objectives, and how they make life better. Some people will not make it through the transition. “What got them here, won’t get them there,” to quote Marshall Goldsmith. Finally, reinforce the new culture with each new employee.

Leading Change: Post #8--Never Let Up

Step Seven: 

Never Letting up ~ Don’t declare victory too soon! Resistors will tempt you to slow it down and to take a break. Don’t. Stay focused on the vision (target). Hire new people and modify systems and business processes that support the vision. Take on new projects that are in line with the vision to spread influence and engagement. Keep the movement alive by adding more projects, more people, and more proof that it’s working.

Leading Change: Post #7--Short-Term Wins

Step Six: 
Generating Short-term Wins ~ Plan to gather up low hanging fruit. Go after goals that are quickly attainable and have visibility. Recognize those achievements and publicly reward employees who lead those efforts. The goal is to gain momentum and to heighten the sense of not only urgency but also optimism in the future, to blunt resistors to the change, and to sway people who are yet undecided about the change effort.

Leading Change: Post #6--Empowing Action

Step Five: 
Empowering Broad-Based Action ~ Remove obstacles to change—both structural and people. Oftentimes, organizations claim to be customer focused but have systems and processes that work against that focus. Removing poor systems and processes is a must to advance change. Also, just as knowing who the key assistors are, it’s smart to know who the key resistors are. Often direct, honest confrontation with resistors can save time and energy, rather than constructing elaborate campaigns around them.

Leading Change: Post #5--Communicate for Buy-in

Step Four: 
Communicating the Vision for Buy-in ~ Ensure that as many people as possible “get” the vision. To do that, leaders have to over-communicate and make the communication vivid, compelling, and sticky. The vision should be simple (jargon-less), vivid (use metaphors and stories), repeatable (spread the news to everyone) and two way (create dialogs, not monologs about the change).