BCC Breakfast Briefing Leadership in a Changing Environment

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BCC Breakfast Briefing Leadership in a Changing
Environment

• What to consider before you decide that the
  coaching style is for you

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A place for coaching and Coaching,leadership and
Leadership

• Most managers are reflecting on the fact that
  their environment changes constantly
• whether they like it or not, this is hardly a
  topic of discussion
• A changing environment makes high demands on the
  level and style of direction teams expect from
  their superiors.
• The more change, the more people want clarity and
  guidance.
• It makes sense to tell them where the ship is
  HEADING - so that they can take informed
  decisions themselves
• This is very different to being told what to DO

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Your Level of Leadership

• Leadership means different things at different
  levels
• Some of you may have large teams/divisions/entire
  companies to convey messages to communicate
  visions, invite initiative
• Others may be managers of only their own changes
  managing their personal development, learning
  curve, experience, skills, more positive
  attitudes reflect, create reward
  opportunities
• Or small entrepreneurs who started with a small
  support team, but are now surrounded by people
  ready to také on more responsibility empower,
  create reward opportunities
• Take a moment to reflect on the level of
  leadership
• most relevant to you!

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Coaching vs. Coaching Style

• Developing a coaching style as a manager is very
  different from being a professional coach
• Research shows that 51 of coaching clients
  would never accept their managers in the role of
  coach
• Only 11 would accept their bosses without a
  second thought
• Linked to the personal nature of the expectations
  of outcome clients stated most frequently
  self-awareness/self-esteem
• Even developing a coaching style needs careful
  reflection - because it is not simply a set of
  tools

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Coaching a Mindset, not Toolset

• You need to develop that mindset first adapt
  your own attitude first
• Before you can help others change, or evoke any
  desire for change in them.
• It is about your attitudes towards your people
  cf. article
• Unreflected attitudes can become belief
  systems
• Oh but I cant do anything different with this
  team. They are just incompetent (or an
  unmotivated lot)
• They dont understand the situation well enough
  that is why I need to think of everything, and
  deal with the clients

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Coaching is about developing self-accounting and
self-motivated leaders

• Dont worry about developing a Coaching Style if
• You are facing or just coming out of a crisis,
  merger etc. when your people need guidance and
  clarity more than flexibility, creativity and
  empowerment to stay on track
• You have lots of new staff, or staff are still
  being trained
• You are offering standard routine jobs, and you
  dont ever expect to delegate more
• You have nothing to gain by having more competent
  staff

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Suppose you need people who can think and act
independently from you
Where do you expect your top people to differ
most? Expert knowledge, experience
Attitudes, opinions Social role, self-image
Values Traits, motives

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Coaching Down The Iceberg Comparing Leaders
SKILL
KNOWLEDGE
SOCIAL ROLE SELF IMAGE / VALUES
TRAITS
STRONGEST MOTIVE
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The Managerial Coaching Mode

• HBRs definition of their Coaching for Results
  course for managers a hands-on programme that
  shows you how to observe, listen, and question to
  gain understanding, give feedback, and involve
  others in the process.
• Why do managers need to learn this?
• Observing
• Listening
• Questioning to gain understanding
• Giving feedback
• Involving others in the process

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Self-Coaching Questions for Different Levels
 
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Coaching Style Prerequisites

• Have a look at the Management Style handout
• Where are you now smothering or negotiating?
• Is this style still reflecting the demands of
  your CURRENT position?
• What needs to change in your thinking before you
  can realistically develop a Coaching Style with
  your team?

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What you can do as soon as you have changed your
thinking

• Provide more context information (big
  picture/where to instead of how-to)
• Make sure people take their problems with them
• Offer brainstorming and refining questions rather
  than advice
• Remember to offer advice only after careful
  negotiation
• . ?

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Questions?What was most useful to you?

• Contact
• Mobile [phone]