One of the biggest questions I hear from coaches is “What does group and team coaching look like?” Depending on the type of coaching process you are going to undertake – in person or by phone, there are a number of approaches you may use. But what is key to any group and team coaching process is creating connection and fostering engagement amongst the group.
"The ways and means by which we can assist the coaching process are many and various. Even though some of the approaches can be more effective than others, in this brief article, the aim is to introduce a simple 4-quadrant grid framework that can help considerably in every coaching discussion. Like all useful models or frameworks, the situational coaching style approach is not intended to be a panacea. We all know that coaching can be extremely complex and often involves a wide variety of factors that can make the coaching experience more or less successful. This approach is therefore just “one more tool in the toolbox”.
In a conversation with Barbara Kellerman journalist Kenneth Mikkelsen explores why leadership is so hard to exercise today. This is a must read for everyone interested in leadership and management trends. Read the story in Mannaz' international newsletter.
The interview with Barbara Kellerman relates to her latest book: "The End of Leadership."
Barbara raises the important questions: Why has the leadership industry, for all its apparent successes, failed on so many levels? Why do incompetence and intemperance continue rampant? Why are ethics so elusive? Why is teaching leading full of “flaws”? Why has it proved so hard to build a body of knowledge? Why are our leaders so widely disdained—and why is our trust in leaders of every stripe at a leaden low?
Barbara has strong opinions about the leadership industry. She doesn't believe that becomming a leader is a quick fix that can be learned from a seven-step guide written by former CEOs or short and expensive leadership courses.
Leaders have to be able to flexibly adapt their strategies in line with their personal qualities, the company culture, and the situation. The new thinking about leadership emphasizes authenticity, openness, caring and flexibility. A leader needs to be genuine and lead by example, understanding and is emotionally connected in order to inspire loyal followers.
Here six qualities a leader needs to be successful:
- A good leader lives by the same principles he expects of his followers - Great leaders inspire us to reach for the stars and to become what we dream of. - Good leaders show empathy - they take the time to listen to and connect emotionaly with followers at all levels - The best leaders show passion, commitment, and dedication. They put the organization first and are willing to make personal sacrifices to achieve group goals that they highly value. They display self-discipline and unselfishness. - A key quality of leadership is the ability to inspire others through emotional connection as well as rational arguments and explanation. Leaders articulate their vision in such a way that followers can see the big picture. Leadership involves engaging the whole person including the sense, thoughts, and emotions. - Great leadership involves bringing out the best in the followers. Leaders create an organizational culture in which the strengths and potential of each individual are valued and recognized.
These words sum it up so wonderful:
Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration - of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program, it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a routine.
75-pesonal-growth-2013 Here at the Institute for the Psychology of Eating, we do not endorse or promote any religious or spiritual philosophy, or recommend any particular path of personal growth over another.
The 49th state of America is a place of incomparable beauty and wonder It's not just a snowy, frozen outback, like most people assume — it's a place where bald eagles soar the skies and grizzly bears roam the countryside.
Challenging Coaching is a real-world, timely and provocative book which provides a wake-up call to move beyond the limitations of traditional coaching.The authors detail their unique FACTS coaching model, which provides a practical and pragmatic...
So I’ve heard through the grapevine that you think coaching has little value in your organization and that there will be little return on investment if you introduced coaching to your leadership. Why have you come to that conclusion?
Did you know that without coaching, the opportunity that training provides for permanently improving behavior, and for the improved results that could have followed, is lost? And did you know that coaching helps managers acquire the tools they are often divested of as a result of downsizing and organizations becoming flatter? Contrary to what is most often believed, coaching is not just for executives in trouble.
Life coaching arrived in the UK around 10 years ago, having in fact begun in the United States some 10 years earlier. The concept of life coaching is to specify goals and exercise exactly how you could obtain them. Whereas psychotherapy analyses the past, with life coaching the focus is on the future and exactly how the customer could possibly please their potential.
Leaders need to think about failure as a process we go through rather than an event to avoid at all costs.
I crashed my car recently. It was about 8 a.m. I was in a rush (what else is new?) to get to a meeting for a nonprofit I belong to. I learned how to drive in Thailand, so I’m rather proud of my driving reflexes — even pride myself on holding my own with the cab drivers in New York City. The car in front of me stopped. Unfortunately I didn’t.
The good news is that I emerged totally functional (or at least no more dysfunctional than usual). The other piece of good news is that the experience taught me some lessons on how to fail well. It taught me that we need to think about failure as a process we go through rather than an event to avoid at all costs.
The holiday season is my favorite time of year for two reasons: the holidays themselves and business planning. Proper business planning requires significant reflection, an activity that Lean Leaders embrace and do regularly and less effective leaders often skip.
While I continually reflect during the year, it’s more intentional and formalized in the last quarter. I spend significant chunks of time reflecting on what’s working and what’s not, what I want to do more of and less of, how I want to grow the business in terms of people and products, which services I want to discontinue offering, etc. The result of all this reflecting is a hoshin plan (a work plan) for the coming year that provides clear direction about the target conditions we aim to achieve and the work priorities for achieving them. (You can use hoshin planning to achieve personal goals as well; I wrote about this earlier this year.)
While much has been written about the technical aspects of hoshin planning (also called strategy deployment), there are two key success factors that haven’t captured as much air time: listening and humility. It’s difficult to create an effective plan that gets you from Point A to Point B if you fail to listen deeply or operate with a hubris-filled heart and mind.
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What do you get when you cross your grandmother’s advice with the latest research in neuroscience?
According to Eric J. McNulty, this unlikely intersection holds the key to being a good leader. As the director of research at the National Preparedness Leadership Initiative, McNulty is often asked to recommend the latest and greatest reads on leadership. What he’s discovered is that books on brain science serve up sage insights more often than the traditional title penned from the corner office. He’s also observed that scientific research on the brain reveals what his grandma knew all along.