Leading, Coaching, Managing? Which Hat to Wear and When

Transcription

1 Leading, Coaching, Managing? Which Hat to Wear and When Star Dargin, PCC, CPCC Manchester, NH

2 What is your most natural style? Project Manager Project Leader Project Coach AND What does your Project/Program need? Start? Issues? End?

3 An Approach 1. Leading 2. Coaching 3. Managing Actions Say Behaviors Values Beliefs Words Gestures

4 Which Approach to USE? Your Natural Style & Skills Situation Other Persons Style & Skills Intended Outcomes

5 Leading & Coaching & Managing Inspire ~ Ask ~ Tell

6 Leading Definitions Leading is getting a group of people to achieve a common goal; providing direction Leader NOT always a ROLE or TITLE Leadership A leader is a dealer in hope. ~ Napoleon Bonaparte

7 Leading Definitions Influences a group of individuals to achieve a goal Visualizes the future and gets followers there Creates vision and influences others toward that vision Makes a positive difference Finds potential in people and processes Creates energy, motivation, and action in a group of people who have mutual values and goals Creates good followers; not blind followers Sees around corners Changes things for the better

8 Leading Actions and Skills Promotes change Inspires Influences Motivates Creates new goal Creates new processes Is strategic Creates vision Aligns followers " Leadership is the art of getting someone else to do something you want done because he wants to do it. " ~ Dwight D. Eisenhower

9 Impacts of Leading Full potential explored Inspiration Innovation Can be stressful Involves change Competitive Paves the way for management and more control Higher Risk; Higher Reward Innovation distinguishes between a leader and a follower ~ Steve Jobs

10 Coaching Definition Coaching is partnering with clients in a thoughtprovoking and creative process that inspires them to maximize their personal and professional potential. ~ International Coach Federation Website All coaching is, is taking a player where he can't take himself. ~ Bill McCartney

11 Coaching Ask questions Actively listens Encourage clarity on their goal and vision Elicit strategies and solutions Enhance the skills, resources and creativity "A good coach always coaches to a leader's potential, not his current level of performance. A good leadership coach will see the potential in you and inspire you accordingly. ~ Andy Stanley

12 Open Ended? s Coaching Questions Action/Plan What steps need to be taken to get there? What skills (behaviors or actions) are needed to achieve outcome? What is the plan? What s next? What information is needed to make the plan? How does it align with your goal? How will you get that (information or resource)? What s getting in the way? Who will stop you? General Questions Now what? And then what? Can you say more? What else? What s stopping you? Why not start now? What do you need to say NO to? What do you need to say YES to? What s the most important thing here? What values does this represent to you? What lesson did you learn? What will you do differently next time? What will you not do next time? Explore/Clarify Can we explore this some more? What else happened? What does it mean to you? What do you mean? What does it feel like? Can you describe it? Is there a metaphor for it? Is there something similar? What s it not like at all? Outcomes/Goals What do you want? How would it be if it were already done? How will you know if you have the outcome you wanted? Who has what you want? What are your goals? What is the vision? What are some visions you like? What might the vision be? How will it make you feel to achieve it? What does success look like? What are your top 3 priorities now? What are you top 3 priorities in your life?

13 Impacts of Coaching Ownership Sustainable learning Creativity and Innovation Clarity Takes time Facilitates changes Aligns goals Creates supportive and trusting relationships Improves communication Builds trust Deepens understanding of individual Helpful feedback

14 Managing Keep status quo Tell, Statements, Steps Create order and stability Plan, budget, organize, monitor, control, collect and report status " Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them." ~ Paul Hawken

15 Impacts of Managing Reaches goal in an efficient and effective way Less stress More organized Aligns to the current goals Focus is on processes and tasks that align to goals Facilitates ongoing process improvements Problem-solving limited to getting to goal Deepens understanding of processes Provides feedback and learning for improvement

16 Leading Coaching Managing Statements Here s how I did it, story Here s how others did it Here s why it is important Tell me what you want and would do Here s how to do it It is done this way Vocal/Body Language Emotive Emphasis on importance Passion Curious, silence, neutral, non attached, Mirrors Calm, neutral, steady, patient, organized Goal Change Move to Vision Clarity Understand, move forward based on other person Status Quo Task or process oriented to existing goal Skills Inspiring, Motivating, Risk Taking Curious, Questions, Listener, Mirrors Tells, Instructs Role: Organizer Role Influencer Observer Organizer Phrase I have a dream What would you do? Being organized is being in control

17 Gray Complex Multiple Roles Multiple People Many Organizations Politics History Legalities Emotional Situations

18 1. TIME? 2. IMPORTANCE? 3. CLEAR? 4. CHANGE? The Situation

19 Classification of Situation TIME - Outcome/Results Immediate.. Long Term IMPORTANCE Project/Program Goal: Not Important IMPORTANCE Relationship: Not.. Important CLEAR - Outcomes Lots.. Little CLEAR - Level of Complexity Simple.. Complex CHANGE Little. Lots CHANGE - Resistance/Difficulty None. Lots CHANGE - Known Situation Well known.. New to you CHANGE - Difficult Personality Well known.. Unknown CHANGE - Known/Required Processes: Well known.. Doesn t Exist Suggested Approach Immediate: Manage Long Term: Lead Not Important: Manage Important: Lead Not Important: Manage Important: Lead Lots: Manage Little: Coach Simple: Manage Complex: Lead or Coach Little: Manage Lots: Lead None: Manage Lots: Coach or Lead Well known: Manage New to You: Coach or Lead Depends on situation and person and your role Well known: Manage Doesn t Exist: Coach or Lead

20 1. Awareness Label It My natural style/behaviors is The impact of this is In these types of situations, I do this Freeze, Flight, or Fight? What emotions arise? 2. Desire to change I what to change these behaviors I am motivated to change because 3. Possibilities and Choice Instead I could do these things In these situations, I ll try this 4. Practice, Try it out, Adjust, Reflect When I did this This happens Next time I ll adjust/try Four Steps to Change

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22 References Star Dargin Leading, Coaching, Managing: Which Hat to Wear and When? Research Article Betz, A. (2012). Co-Active Coaching and the Brain: Neuroscience Research Supports the Efficacy of the Co-Active Model. Retrieved from Garcia, H.F. (2012). The Power of Communication: Skills to Building Trust, Inspiring Loyalty, and Leading Effectively. Upper Saddle River, New Jersey: Pearson Education Fitzpatrick, B., Collins-Sussman, B. (2012). Team Geek: A Software Developers Guide to Working Well with Others. Goleman, D. (1995). Emotional Intelligence: Why it can matter more than IQ. Goleman, D. (2004, January). What Makes a Leader? Harvard Business Review: The Best of HBR. Retrieved from International Coach Federation. (2012). Citing definitions for Coaching. Retrieved August 15, 2012 from Kotter, J. (2001, December). What Leaders Really Do. Harvard Business Review: The Best of HBR. Retrieved from Kouzes, J., Posner, B. (2002). The Leadership Challenge Kouzes, J., Posner, B. (1993). Credibility: How Leaders Gain and Lose It, Why People Demand It. Project Management Institute. (2008). A guide to the project management body of knowledge (PMBOK Guide) Whitworth, L., Kimsey-House, H.,Sandahl, P. (1998). Co-Active Coaching: New skills for coaching people towards success in work and life. Pal Alto, CA: Davies Black Publishing

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