Faith is a word which elicits different thoughts and emotions for each of us. For some, it is a sense of trusting others or implicitly knowing we are understood or respected. For others, it can be the feeling that we will always be encouraged by our friends, colleagues and fellow travelers, especially in time of need. And for many, like me, it is centered on a belief in a higher power. Often, it is all of those things combined – and more.
Faith and optimism are intertwined. One cannot truly believe that something positive will happen in the future without taking a metaphorical leap of faith that is centered in optimism. Be it a soldier looking over in the foxhole at the man next to him or the coworker with whom you’ve worked for years – it takes faith and optimism to know that the other person will always have your back when the challenges – and battles – confront us.
My colleagues at the Gestalt International Study Center (GISC) have a wonderful perspective called the “Optimistic Stance.” Their outlook says, “Gestalt takes a realistic view of the present and an optimistic view of the possible, preferring to work in the development of the potential within an individual or system rather than correcting them.” In other words, they see each system, be they families, teams or much larger groups, as having inherent capabilities that can be appreciated and noticed. Once they are pointed out, growth is unleashed, which serves every system. Read More…
Over the last 20 years, executive coaching has stepped into the foreground as a way of providing hyper-focused development support to key leaders in organizations. Now, organizations around the world are beginning to see for themselves the impact that executive coaching can have on performance at all levels. Dave describes the difference between coaching and training, the evolution of coaching, and how technology will affect coaching in years to come.
As we face today’s challenges and uncertainties, we are all experiencing emotions and thoughts that we have seldom, if ever, confronted before.
Life indeed throws challenges our way. And those challenges have varying degrees of uncertainty. The end result is a sort of disorientation that, to most of us, can be downright scary. It’s akin to being on a ship in the middle of a stormy sea, or an airplane experiencing severe turbulence. Few of us have been in such situations and therefore cannot know either the duration or the outcomes that might occur. Consequently, we can become lost in our own thoughts and emotions, filled with recurring worry about the future.
And we can feel alone.
These are the times that each of us needs to take a turn being the calm in the center of the storm. And it is not just the leaders in organizations that can and should do it. It is everyone. Read More…
I was driving down the street the other day, dutifully following the GPS instructions, which wended me through neighborhoods, built-up areas and a variety of other places. At one point, a driver suddenly pulled out in front of me and proceeded to move forward at no more than ten miles per hour. I couldn’t see the driver and I felt for a moment that I should get irritated that someone had the audacity to hold up my very important (or so I thought) trip.
Then I saw the building the person had pulled out from. It was a local hospital. My mind shifted from some level of irritation to a feeling of embarrassment and compassion. The driver might have just left the bedside of a loved one, or received a diagnosis that was life-threatening. Or maybe a relative, friend or neighbor might have just passed away. I thought about such times in my life and instantaneously wrote a narrative of understanding and empathy for the driver.
In life and the business world, we often don’t get such stark reminders of our own need for emotional intelligence, appreciation, and understanding of another person. So we are prone to draw conclusions that are judgmental, perhaps giving us a high level of justification for our own feelings and a near-certainty that the other person might just not care or is oblivious to our needs or the needs of the business. Doing so can serve as a sort of misplaced validation of our own importance or our own instincts, I suppose. At least I know I have felt that way at times. Read More…
“Yes, my boss fully supports the idea of my receiving executive coaching,” a prospective client answers. “And the company will pay for it – they see it as an investment!”
Those are great words to hear from a client as she or he begins the exciting journey of executive coaching. Such a message provides a sense of the support the client is receiving from the company and from the individual to whom they report – their boss.
As we set the stage for coaching engagements, the boss, who usually serves as the “sponsor” for the coaching, is a critical part of the process. Oftentimes, though, I sense that while the boss is a strong supporter of the idea, the role of sponsorship might be so new to him that he is not able to fulfill this critical role in a manner that will best facilitate the coaching for the client.
So what is the role of a sponsor in executive coaching? Essentially it is about building a platform for learning.
Think back to the people in your life who you’ve advised, whose potential you’ve recognized, and whose talents you’ve used to help you discover and shape your own.
Didn’t that process feel good?
According to research, coaching others has positive psychophysiological effects that restore the body’s natural healing processes and improve stamina. “When we care enough to invest time in developing others, we become less preoccupied with ourselves, which balances the toxic effects of stress and burnout.”
Businesses today are investing significantly in developing leadership and management talent, and leader coaching is increasingly becoming a core component of development programs. If you are making decisions about how to leverage coaching for leader development, there are lots of variables to consider. And there is a lot at stake – what leaders learn and achieve through a leader development program can impact hundreds, perhaps thousands of others in your organization.
Today, most leader coaching is targeted at developing the capabilities of high-potential performers. Having built leadership coaching programs in two organizations, and being a practicing executive coach, I want to share some observations and advice with those responsible for facilitating leader developing programs, specifically around selecting and using coaches.
Leaders serve in many roles. Yes, they must do the mundane but necessary chores of managing assets and balance sheets, but their most important work is to inspire others. And that involves the leader serving as a teacher, as a mentor, and as a coach.
Often we know how to teach others. And we routinely provide mentoring by setting an example and being available to nurture those around us. In my experience in industry, though, I have found the coaching piece to be the most difficult role for leaders to assume.