Coaching in a nutshell

The following post is a short reflection I made on the art and science of coaching.

We create our experience of life by crafting beliefs.  Our beliefs change throughout our lives; they are fluid and mutable. We can trace our development  by identifying adjustments in our beliefs.  But this  goes against hos many individuals perceive beliefs.  This I believe is the fundamental principles of the multi billion dollar industry that has come to constitute the coaching industry.

In coaching the first step is to make clients aware that they have beliefs.  This may sound absurd, but beliefs are often invisible to us.  We don’t frame our assumptions as beliefs but as truths; rather they are simply descriptions of the way the world works.

As your coachees begin to be sensitive to how much of their thinking is driven by the beliefs they hold, they will choose to shape beliefs that will serve them.  This may lead to a discussion about how beliefs are changed.

• Make your coachee aware he/she has beliefs
• Make your coachee aware of the beliefs that are not helpful and that they are free to choose otherwise
• Help your coachee create beliefs that are helpful

How do you do this? By asking the right questions… THAT is the hard part!

Austin

How to prepare your “elevator pitch”

“An elevator pitch is an overview of an idea for a product, service or project. The name reflects the fact that an elevator pitch should be possible to deliver in the time span of an elevator ride, meaning in a maximum of 30 seconds and in 130 words or fewer.” [from Wikipedia]

It should cover the following information:

• What is the CORE (of your produc, service or project)
• What are the benefites (for the buyer, investor or sponsor)
• Who are you (and why will YOU be successful)

Here are a few more pointers when preparing your pitch, as presented by HBR:

1. Think relevant, not recent. There’s no rule that says you must talk about your resume in reverse chronological order. Mike was a marketing executive who took a sales position abroad for two years. Yet when he returned to marketing, he kept introducing himself as a someone who had just made a career switch, always leading off with an anecdote about his short stint in sales. Instead, Mike should have started with the fact that he was a seasoned marketing professional who had taken a sabbatical but was now back where he belonged — putting his marketing prowess to work and thinking about what drives consumer spending habits.
2. Focus on skills-based versus situation or industry-based qualifications. You don’t have to have a background in finance to be good at finance. Alex was a chemist and researcher who had gone back to business school to get her MBA. She decided she wanted to work in corporate finance for a large pharmaceutical company but she was afraid no one would take her seriously given her background. When I pressed Alex to explain to me why she chose finance, she exclaimed, “That’s the way my brain works.” Her thinking was methodical, mathematical and formulaic — all of which translated to someone who was a natural fit within a corporate finance department. Instead of focusing on the fact that her background was in academia, Alex could emphasize to colleagues and clients that she was a numbers person at her core.
3. Connect the dots — what ties it all together? If you are a chemist turned finance professional or a marketing executive with experience in international sales, you should find a way to bring together the richness of your experiences and show how each one complements the other. For me, personally, I had a significant hurdle to clear with clients as a former Peace Corps volunteer turned investment banker. I explained away the dichotomy of the two by emphasizing to others that I was big picture thinker by nature and a numbers person by training. Banking was a perfect combination of the two — I liked looking at client’s challenges and issues from 30,000 feet and then digging down into the details to come up with creative financing solutions. Whether the client was the mayor of my Peace Corps town in Chile or the CEO of a healthcare company, I could start at a high level and drill down quickly and effectively.

People often think of the elevator pitch as something you use when you’re interviewing for a new job, trying to raise capital for a new venture or trying to lobby for you project. The elevator pitch, however, is no less important once you’ve got the job as it is when you’re looking.

In fact, your 30-second “play” about who you are, how you’re different, and why you’re memorable is arguably more important once you’ve landed that great position or won the support of investors and now interact with senior colleagues and important clients regularly.

Be prepared!!!

Regards,

Austin

Here’s what it takes to be a good CEO

(By JOSE RAMON PIN and GUIDO STEIN, From The New York Times Syndicate — 03.11.2009 09:06)

A lot of managers stretch for the position as the CEO, a position that they view as the peak of their carreer. But before they start climbing for the apex, leaders should ask themselves : Is it really worth it?

To answer this question, Spanish school of management, IESE’s International Research Center on Organization, in cooperation with the PR-agency Burston-Marsteller. The survey, included 1000 spanish managers, had a question searching for the pros and cons of becoming the “top dog”.

Based on the answers, you can identify two main reasons for becoming the CEO – not surprising:

The opportunity of putting your own ideas into action, and the challenge and responsibility that comes with the job.

When it comes to the negative sides, the respondents pointed out two disadvantages: Difficulties combining a private life and carreer, and the fact that executives sometimes have to make decision that are difficult from an interpersonal perspecitve, particularly when it comes to laying off people close to you. In the end, however, many say they think the pros outweigh the cons.

The achievement syndrome:

Potential CEO’s are characterized by what is often referred to as the “achievement syndrome”:

• They accept reasonable challenges, i.e. challenges that are neither easy nor too difficult. Their goals have an acceptable chance of being achieved. They are not interrested in pursuing something that is too easy or totally out of reach.
• They have their own view of reality, which sometimes creates discussion until they get their visions realized.
• The work towards results – medium and long term, not just short term. Short term results are just a means for longer term ends.
• They need indicators telling them whether or not they achieve planned results.
• They want to change the environment in which they operate. This is more about chasing personal interrests: They aim to improve the working conditions of those around them.

The achievement syndrome, which in principle has positive effects, could easily end up becoming a power syndrome, particularly if you lose the broader motivation. When this happens, executives start pursuing their own interrests, and stop caring what is good for the organization.

Regards,

Austin

Three decision traps

The signs that an economic crisis was coming were present and evident long before the reality was there. Some reasons why these signals are ignored by so many people, are that decision makers jump to conclusions that are likely (enough) and constitute the most comfortable situation , instead of investigating the matter in more depth. This is what scientists Paul J. H. Schoemaker og Georgde S. Day have presented in the MIT Sloan Management Review article “Why We Miss the Signs”.

Here they present the three of the most common decision traps. These traps constitute the so called confirmation bias (or myside bias) as “an irrational tendency to search for, interpret or remember information in a way that confirms preconceptions or working hypotheses.”. It includes:

Filtering out information
We focus on information we expect to get. Psychologist call this “selective perseption”, seeing what we want to see, reinforcing your mental model, plans and positions.

Distorting conclusions
We tend to see the information we get in a light that further enhances our perspective. An example of this could be shifting blame onto others. We can also be self-centered, and therefore overemphasize the impact we have. It is quite common to view ones own action as more important than those of others. Similarly, we tend to think that our own organization is a more significant player than it actually is.

Seeking information to confirms our view
In addition to filtering information, we have a tendency to protect our position by seeking more information that supports our view. Instead of choosing a more balanced strategy, we tend to seek sources that present even more evidence to confirm our position – reinforcing our beliefs and decisions.

A fourth and group-oriented aspect that easily comes into play – in addition to these personal level – is what Irving Janis calls “groupthink”. Group think is where members of a group think and influence one anothers views and positions in order to get harmony within its members.

Tips on what to do? (see this post)

Regards,

Austin

Strategy formation is important – but implementation is key

A strategy is of course worthless if the only ones that care are the board of directors. While the board is responsible to ensure that your company has a strategy, it doesn’t really help  if your strategy stops there. Having a strategy isn’t even half the effort and IKEA knows this.

If the strategy is going to be executed, the company has to have resources enough to follow through and all employees have to know how. Make a few practical rules for your employees to live by – to tell your people how the strategy is going to be implemented. This is how IKEA is leading the way and Ingvar Kamprad (the IKEA founder) has 9 commandments:

1) Product ranges – IKEA’s identity is simple, bright. This is linked to the lifestyle you want to convey. Functional and good quality, but at a reasonable price.

2) The IKEA-spirit – strong vital reality. Enthusiasm. Countinous renewal. Helping one another doing an even better job. Humility.

3) Good profits – provide more resources and more oportunities. We need money to reach our goals. Everything has a price tag on it – e.g. the catalog. Saving money is a virtue – even small amounts.

4) Good results desipte limited resources. Reaching your goals with limited resources is a virtue. Waste is a mortal sin.

5) Simplicity is a virtue. Simple procedures and policies are powerful. Simplicity in our behavior gives us strength. Excessive planning is also waste. Concentrate on the execution.

6) Think – what can be done differently? Why are we doing it like this? Beware the curse of knowledge and experience. Prior experience can dampen your thirst for knowledge and willingness to experiment

7) Focus – is vital to all prosperity. You cannot do everything, everywhere all the time, all at once. Strategy is choice – choice is deciding what NOT to do.

Being responsible is an advantage – being accountable is taking action. Fight the fear of failing. Making mistakes is the privilege of the action oriented.

9) There is more to be done than has been done so far – there is a wonderful future. A company that has reached its goals, will stagnate and lose its life power. The sense of being done is the best remedy for sleeping.

Regards,

Austin

How to build accountability or “Who’s got the monkey”

These key ideas in this post are taken from the Harvard Business Review article “Management Time: Who’s got the Monkey?”  by William Oncken, Jr., and Donald L. Wass

How to identify the situation – “you have the monkey”:

Imagin the situation: You are racing down the hall. An employee stops you and says, “We’ve got a problem.” You assume you should get involved but can’t make an on-the-spot decision. You say, “Let me think about it.” You’ve just allowed a “monkey” to leap from your subordinate’s back to yours. You’re now working for your subordinate. Take on enough monkeys, and you won’t have time to handle your real job: fulfilling your own boss’s mandates and helping peers generate business results. How to avoid accumulating monkeys? Develop your subordinates’ initiative, say Oncken and Wass. For example, when an employee tries to hand you a problem, clarify whether he should: recommend and implement a solution, take action then brief you immediately, or act and report the outcome at a regular update. When you encourage employees to handle their own monkeys, they acquire new skills—and you liberate time to do your own job.

How to return monkeys to their proper owners:

• Make appointments to deal with monkeys.
  Avoid discussing any monkey on an ad hoc basis—for example, when you pass a subordinate in the hallway. You won’t convey the proper seriousness. Instead, acknowledge the problem and schedule an appointment to discuss the issue.

• Specify level of initiative.
  Your employees can exercise five levels of initiative in handling on-the-job problems. From lowest to highest, the levels are:

1. Wait until told what to do.
2. Ask what to do.
3. Recommend an action, then with your approval, implement it.
4. Take independent action but advise you at once.
5. Take independent action and update you through routine procedure.

When an employee brings a problem to you, outlaw use of level 1 or 2. Agree on and assign level 3, 4, or 5 to the monkey. Take no more than 15 minutes to discuss the problem.

• Agree on a status update.
  After deciding how to proceed, agree on a time and place when the employee will give you a progress report.
• Examine your own motives.
  Some managers secretly worry that if they encourage subordinates to take more initiative, they’ll appear less strong, more vulnerable, and less useful. Instead, cultivate an inward sense of security that frees you to relinquish direct control and support employees’ growth.
• Develop employees’ skills.
  Employees try to hand off monkeys when they lack the desire or ability to handle them. Help employees develop needed problem-solving skills. It’s initially more time consuming than tackling problems yourself—but it saves time in the long run.
• Foster trust.
  Developing employees’ initiative requires a trusting relationship between you and your subordinates. If they’re afraid of failing, they’ll keep bringing their monkeys to you rather than working to solve their own problems. To promote trust, reassure them it’s safe to make mistakes.

As I’ve used this framework at work (yes, I have to admit I’ve even used in my personal life), I’ve found it both easy to apply and effective – it requires some effort but mostly simple behavioral change on your part.

However, what I’ve found equally valuable, is that this “process” over time reduces the amount of “monkeys” your employees give you.  At least that is my experience.

Regards,

Austin

7 leadership skills I learned from my kids

A few weeks ago, I started realizing (yes, maybe I am a slow learner), that my relationship with my kids is dyadic in the sense that knowledge sharing and personal development goes both ways.

First of all – I get to try out my leadership skills – because being a parent is definitely a leadership skills. I’ve also come to believe that you can use some of the same tactics on both arenas. I know this sound kind of cynical, however, I take my role as a dad very seriously – and no doubt even more seriously than “just being a boss”. Secondly, I’ve come to believe that observing my kids have made me reflect on who I am as a person. Somtimes I see traits that I recognize as part of my own legacy – that reflect who I am, and some I see traits I don’t assiciate with (maybe will later realize that it IS me – I just haven’t seen it yet). Anyway, I’ve tried to summarize it below:

Always start with a smile

A real smile will get you far. The simplest way to demonstrate a positive attitude is to smile. This expression has so many benefits to both you and others around you. It is a marvellous way to show others that you are feeling good. Seeing someone smile makes others smile too! There is even research that shows positive effects mentally and physically. E.g. according to (Bernstein, et al., 2000) “feedback from facial expression affects emotional expression and behavior”. Put in simple terms, you may actually be able to improve your mood by simply “putting on a smile”! Besides, if a positive attitude doesn’t affect the outcome – well at least you were happy trying.

Be authentic

It is OK to be yourself – first of all you need accept that. Ask yoursel: If you’re not going to be yourself – who are you going to be? My best guess is “a blurred copy of someone else”. Besides, I am convinced no-one is better at being you than you are yourself. However, a small warning may be in order: Do yoursel a favor and don’t make this an excuse for complacency – NOT being self-aware and NOT trying to be the best you that you can  be. Explore who you truly are – then utilise your positive attributes.

Believe

Believe in yourself, believe in others, believe that what they tell you is the truth. At least acknowledge that what they are telling you is the truth to them. Belief is the strong cousin of determination, but as always – balancing it with adult realism doesn’t hurt either.

Feel

Allow your feelings to surface. If you’re mad – be mad – but then get it over with and get over it. Don’t hold a grudge and keep it burning at a low rate, just to take it out of your bag in your next confrontation.

Be resillient

Everything does not always go as planned. In fact, in my experience NOTHING goes exatly according to plan – ever. But, that’s not really a problem – is it. The important thing is how you cope with that. Of course we all try our best to get in control, use our experience and try to manage plans so . It is important to move on and bounce back – if you fail – try again. One thing some of the most successful people have in common is that they have failed several times – often miserably. Fail fast – fail often…

Laugh

Laugh a lot! Laugh at the situation – laugh at yourself – then laugh at others. Laughing has some of the same positive effects as smiling. It is also contagious and helps bonding in more ways than I dare to imagine.

Say I’m sorry

Don’t be afraid to say what you mean, but beware that you may hurt people around you. And when you realise this – admit it to yourself – then apologize.

These were some initial thoughts on what I think I’ve learned – so far. Please note – this is definitely not finished – it is at best work in progress…

Austin

5 questions every mentor must ask

Lately I’ve been pondering the subtle, yet important difference between being a mentor or a coach. On a personal note, I’ve come to the conclusion that the primary difference is that a MENTOR is a teacher or master and therefore is expected to teach you a things more directly and must know a thing or two about the trade. A coach, however, is  in some sense more of an expensive psychologist for business people and are  trying to remove the barriers that you put in front of yourself. Hence, it doesn’t require

I recently came across 5 questions that a MENTOR should ask according to HBR blogger Anthony Tjan:

1. What is it that you really want to be and do?
2. What are you doing really well that is helping you get there?
3. What are you not doing well that is preventing you from getting there?
4. What will you do differently tomorrow to meet those challenges?
5. How can I help / where do you need the most help?

So I guess, if you’re a coach, please rephrase the questions so the “coachee” discovers it him/herself.

To read more see the original and very good HBR blog post by Anthony Tjan  here.

Enjoy

Austin

Top Three Mistakes of Change Projects and What to do about it

According to the Swedish magazine Chef, the top three mistakes when undertaking organizational change projects (aren’t they all, really OCPs?) are:

1. All at once

You run too many change projects simultaneously. The resources go just so far, and the targets blend together. Chances are that these changes are never seen through

How to do it: Set clear goals for the project to set each change project apart. This includes setting objectives along the way, so it is easier to follow up. Getting early signs of progress can boost the next project.

2. Too fast

You’ve been part of the decision making process. You have a vision of what the company will look like after the change. You’re eager to move on. In this case it is not so easy to accept the change you encounter as you try to implement it. But keep in mind – not everybody has come as far as you have during this process – process is important and may take some time…

How to do it: It is difficult to implement change without engaging your employees. Communicate – a lot – for a long period. Keep informing until your employees ask you to stop. Your patience will pay off many times over.

3. You pull the load yourself
You don’t realize how much effort it requires to lay off employees and don’t ask for help. The consquence is that this process wears you down, physically and emotionally.

How to do it: It IS your responsibility to handle lay offs, but utilize your company’s resources. Maybe HR or one of your peers have similar experiences. Ensure that you have a mentor or helper you can discuss it with.

Luckily not all change projects include layoffs…

Kevin

Positive thinking – in practice

Think Positively. Yes, Even in This Economy

With the economy in the state it’s in, encouraging your employees to think positively may make you look foolish and insensitive. Yet, focusing your employees on what they can do rather than what they cannot do will lead to better attitudes and results. Here are three ways to promote positivity in your people:

1. Treat employees as contributors, not costs.

Emphasize each employee’s role in contributing to the business. The minute you start talking about people as costs, negativity will take over.

2. Never sugarcoat reality.

Don’t hold back information. Talk frankly with employees about the economic realities your company is facing, while you also explain what they can do to help.

3. Challenge your people.

Slow economies provide time to reflect on and re-think your business. Ask your people to come up with ideas for improving processes, systems, and products.

Source: HBR

Regards,
Kevin