{"id":18833,"date":"2021-04-05T10:14:28","date_gmt":"2021-04-05T15:14:28","guid":{"rendered":"https:\/\/trainingmag.com\/?p=18833"},"modified":"2021-04-01T17:07:10","modified_gmt":"2021-04-01T22:07:10","slug":"a-new-model-for-leadership-coaching","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/a-new-model-for-leadership-coaching\/","title":{"rendered":"A New Model for Leadership Coaching"},"content":{"rendered":"

The difference between leaders and managers is powerfully articulated by the great business theorists, Dr. Peter Drucker and Dr. Warren Bennis: \u201cLeadership is doing the right things; management is doing things right.\u201d In other words, leadership is strategic, and management is tactical. This dichotomy suggests that two contrastive theories of coaching are necessary to address these two populations. This article presents our firm\u2019s approach to this challenge.<\/p>\n

\u201cChange\u201d is the objective of behavioral coaching. The philosophy of focusing on change is ideal for managers whose job tasks are defined and tactical. The standard coaching approach helps the manager identify or agree upon the behavior that needs \u201cchanging.\u201d\u00a0An action plan is created, implemented, and monitored. Improvement is measured by checking in with a variety of stakeholders. This methodology touts being\u00a0evidence and metrically based, reductionistic, and observable.<\/p>\n

An example is a manager who has an HR complaint filed against him. He is perceived of as a bully and doesn\u2019t demonstrate enough respect for colleagues and subordinates. In this example, the coach\u2019s assignment is to help the person improve a specific behavior. Behavioral objectives could include: not calling people out in front of others, not rolling your eyes when listening to a subordinate, or not attacking someone on a personal level when commenting on or criticizing their work.<\/p>\n

This behavioral coaching methodology is effective but limited. The process looks outside the person\u2019s psyche at specific behaviors that need to change. It doesn\u2019t address leveraging individual strengths or talents, only remediating specific and observable behavior. It\u2019s\u00a0an\u00a0\u201cOutside In\u201d<\/em><\/strong>\u00a0<\/em>approach.<\/em><\/p>\n

In contrast, senior and executive leadership roles are more fluid and abstract. We argue that coaching and development for these professionals is significantly different and should be centered on, as Drucker and Bennis observed, the right things leaders do. When leaders do a \u201cright thing\u201d of real significance, we call it\u00a0adding strategic value<\/em>.<\/p>\n

What do we mean by adding strategic value? When you add strategic value, outcomes are uniquely improved and go well beyond expectations. Results are tangibly different solely because you provide a distinctive energy and expertise. You possess a unique strength, a special magic that makes you irreplaceable. When leadership coaching focuses on tapping into how and where you add strategic value, and how you can influence outcomes bigger than yourself, the psyche\u2019s energy shifts in a profoundly positive way. Behavioral issues recede.\u00a0It\u2019s an\u00a0\u201cInside Out\u201d<\/strong>\u00a0<\/em>approach.<\/em><\/p>\n

5 Fundamental Pathways<\/h2>\n

Consistent with longitudinal research in personality psychology, our firm contends there are five fundamental pathways for leaders and senior executives to add strategic value.<\/p>\n

    \n
  1. Visualizing the Future: <\/strong>Using creative, experimental, perceptive, expansionary, and open-minded thought processes<\/li>\n
  2. Enlarging Ecosystems: <\/strong>Networking, platform presenting, selling, introducing people, and demonstrating strong extroversion<\/li>\n
  3. Powerful Partnering:<\/strong> Holding deep authentic discussions to lower defense barriers, getting people to trust and agree on outcomes that lead to new collaborative insights<\/li>\n
  4. Increasing Organizational Efficiency:<\/strong>C onscientiously attending to detail in order to design and implement leading-edge processes and efficiencies<\/li>\n
  5. Superior Decision-Making: <\/strong>Employing fact-driven, rational thinking; using mature emotional stability to eliminate unconscious bias to drive outcomes<\/li>\n<\/ol>\n

    Example #1<\/h2>\n

    Let\u2019s take an example where an executive\u2019s challenge was also an aggressive temper, similar to our example of a management bully. We approached this assignment from a strength-based rather than a behavioral change-based perspective.<\/p>\n

    This executive\u2019s strongest most unique strength is being a \u201cconnector.\u201d This ability is a second-order facet of his natural extroversion (#2 from the list). Having an abundance of this quality in his personality structure means he excels at networking, linking people up, keeping people in touch, and creating community. This person is at his best when engaged in these behaviors. Our coaching game plan was addressing the bullying issue not by focusing exclusively on the specific behavior (the deficit in emotion regulation) but by helping this client understand how to expand his role through pursuing activities that leveraged his \u201cconnector\u201d personality strength.<\/p>\n

    Our \u201cconnector\u201d client was a senior leader in a Fortune 500 firm, one of the most admired companies in the world. Coaching centered on getting him to use the unique form of his connecting ability to solve his firm\u2019s biggest challenge: improving diversity. He became a subject matter expert on how diversity drives increased profitability. Through coaching, he grasped that his connective ability could be used not just to address his behavior and thus enhance his own career, but also to provide his company with an exciting competitive advantage.<\/p>\n

    This leader\u00a0branded himself as a resource who builds powerful interdisciplinary teams and networks. He oversaw the hiring of minorities and LGBTQ personnel and connected them with each other. He recently was promoted to lead the diversity effort corporate-wide. His strengths now were being used not just to increase his own success but also to forward the company\u2019s vision.<\/p>\n

    Behavioral issues are the outer manifestation of inner ego-based fear. A bully inwardly fears they aren\u2019t respected, so their ego seeks to dominate. It\u2019s humbling to connect your strengths to a goal bigger than yourself. That\u2019s when priorities shift; the ego diminishes.<\/p>\n

    Our executive\u2019s\u00a0behavioral issue of interpersonal aggressiveness receded. People noticed he\u2019s happier, more patient, and engaging.\u00a0This is a win-win by focusing coaching inside out\u2014not on change but on strength-based growth.<\/p>\n

    Example #2<\/h2>\n

    Let\u2019s take another example.\u00a0A chief financial officer\u2019s behavioral challenge was her disagreeable, controlling nature and lack of interest in partnering with other business unit leaders. She had an unusually high level of the personality trait of conscientiousness, a necessary job requirement (#4 from the list). Her unique strength was her strong ability to improve processes to reduce error. She was organized, meticulous, and provided excellent financial data. She knew the numbers and effectively communicated. Aside from the partnership issue, her overall performance was solid. Yet you could plug any number of professionals into that CFO role and the work product would be identical. Our CFO was executing adequately against job requirements, but she wasn\u2019t adding real strategic value.<\/p>\n

    Our inside out model coached her to expand her internal network, starting with the head of sales. She did just that and even went on some prospective client meetings to understand how finance could help drive business development. Through these actions, she discovered structural inefficiencies and redundancies. She concluded that if certain requirements were wrung out of the sales cycle, salespeople would have more time for intimacy with present and future clients. She met with the CEO and the sales leaders to advocate tweaking the company\u2019s current business model. Once implemented, the company began to build increasing market position and profitability.<\/p>\n

    Our coaching helped expand the CFO\u2019s thinking to realize how she could add real strategic value to her firm. She began to understand the benefits of partnering. Her behavioral issue receded. She grew by focusing her energy on accomplishing something bigger than herself and her own ego need for control.<\/p>\n

    Example #3<\/h2>\n

    In a final example of the inside out approach, we worked with a leader who needed to improve his listening skills. He constantly interrupted and didn\u2019t let people freely express opinions. When we delved deeper, we understood that the client had a high ego need for recognition. He constantly needed to validate himself. He fulfilled this need through dominating interpersonal encounters to demonstrate intellectual superiority.<\/p>\n

    We helped him understand his behavior and challenged him to deepen his focus on his real strength of open-mindedness.\u00a0He excels at seeing the future vision and is brilliant at helping people visualize what life would be like using his ideas and solutions.\u00a0He matured his unique strength and began using his visualization prowess to ask great questions, so people would think differently because of reflecting on their own answer.<\/p>\n

    When I asked him what he had learned from our coaching, he replied, \u201cThe power of giving away my strength. I can help people think bigger if I listen first.\u201d\u00a0His poor listening skills dramatically improved, but not by focusing on changing this specific behavior. Instead, we coached him to see how he could use his strengths more strategically to drive the firm\u2019s revenue growth and help his people grow.<\/p>\n

    In these three examples, leaders grew personally and professionally by shifting their energy toward how they uniquely add strategic value to solve a big organizational problem. In each case, behavioral issues diminished as a result of real psychodynamic growth\u2014overcoming their ego.<\/p>\n

    Change the Leader\u2019s Mindset First<\/h2>\n

    We contend that behavioral coaching\u2014an \u201cOutside In\u201d<\/em>\u00a0approach\u2014works well for tactical managers where coaching looks to change specific behavior. Conversely, the abstract and strategic role of leaders requires a strength-based\u2014\u201cInside Out\u201d<\/em>\u00a0approach\u2014where the focus is on the individual\u2019s psyche. This approach advocates changing the leader\u2019s mindset first; behavior naturally and quickly follows. When leaders grow through understanding and heavily leaning into using their strengths to add strategic value, they accomplish lofty, big-picture goals. They don\u2019t just improve themselves\u2014they improve their organization, their people, and their life experience.<\/p>\n","protected":false},"excerpt":{"rendered":"

    The \u201cInside Out\u201d coaching approach focuses on the individual\u2019s psyche and advocates changing the leader\u2019s mindset first; behavior naturally and quickly follows.<\/p>\n","protected":false},"author":966,"featured_media":18834,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[16],"class_list":{"0":"post-18833","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-magazine","8":"tag-feature","9":"magazine_issues-april-2021"},"acf":[],"yoast_head":"\nA New Model for Leadership Coaching<\/title>\n<meta name=\"description\" content=\"The \u201cInside Out\u201d coaching approach focuses on the individual\u2019s psyche and advocates changing the leader\u2019s mindset first.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, 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Watts is a nationally recognized author, behavioral scientist, and senior executive. His passion is to inspire people to believe in themselves by maturing their natural personality strengths. George is a frequent speaker and delivers acclaimed training programs throughout the world. He coaches CEOs on how to build formidable sales and leadership teams. Thousands of people, at all levels of leadership, have experienced his approach and commitment to teaching his powerful principles of professional development. George started his career as a sales trainer and rapidly moved into senior management positions. George has been a CEO of a mid-cap publicly traded company, and EVP of two large service companies. He received his doctoral degree in Counseling Psychology from the College of William and Mary, and is Foundation Board President for the Society for Psychologists in Management (SPIM). George is the co-author of Becoming a Strategic Leader and co-creator of the TLT Coaching Program. He has also written several books and numerous professional articles on leadership and talent management. Laurie Blazek has over 25 years of consultative selling and leadership experience as a Managing & Executive Director for several multinational banks including: JP Morgan, Citigroup and Bank of America. She has held senior positions in a wide variety of sectors including corporate and investment banking, and private banking. She also founded her own financial advisory firm; providing guidance and counseling to individuals and couples in budgeting, investment management and retirement planning. Laurie received an MBA with a concentration in Finance from DePaul University and a BS in Business from Illinois State University. She also holds a Certified Financial Planner designation. Laurie and George have traveled globally to deliver leadership development and sales training workshops. Laurie is a frequent writer and speaker on a variety of leadership and sales training topics. She has authored numerous professional articles and is the co-author of Becoming a Strategic Leader. She is also the co-creator of the Top Line Talent consultative selling skills program.","url":"https:\/\/trainingmag.com\/author\/dr-george-watts-chairman-and-laurie-blazek-preside\/"}]}},"_links":{"self":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts\/18833","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/users\/966"}],"replies":[{"embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/comments?post=18833"}],"version-history":[{"count":1,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts\/18833\/revisions"}],"predecessor-version":[{"id":18835,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts\/18833\/revisions\/18835"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/media\/18834"}],"wp:attachment":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/media?parent=18833"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/categories?post=18833"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/tags?post=18833"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}