Focusul devine realitate

  • Cum o sa stiu ca sesiunea mea a fost buna?
  • Ce intrebari puternice secrete cunosti?
  • Ce alta scoala de formare as putea urma pentru a-mi atrage clientii?

Primesc des aceste intrebari in orele de lucru cu studenti si recunosc anxietatea inceputului, fireasca altfel, prin care probabil trecem atunci cand ne dorim foarte mult ceva.

In general, cand discutam asteptarile la un workshop sau la o ora in platforma globala de invatare, focusul este pe “cum o sa fac acest lucru’’ si pe “ce instrumente ma pot ajuta sa reusesc” si aproape nimeni nu vorbeste despre contextul in care se desfasoara actiunea, despre motivul acesteia sau despre ceilati actori implicati.

Presiunea pe care o punem pe noi de a intelege exact cum si ce sa facem nu are din pacate prea mult efect asupra relatiei cu clientul, ba as spune ca mai degraba se transfera acolo, unde de fapt, ar trebui sa nu influenteze echilbrul discutiei. Chiar as spune ca limiteaza dimensiunea acestei actiuni, pentru ca reduce totul la o singura persoana responsabila.

Daca ascult povestile sau motivele din spatele acestor dileme ma reconectez cu ceva familiar, un déjà-vu, si anume personalitatea proprie, care de multe ori mi-a dictat intrebarile existentiale.
Pentru ca ne place sau nu sa recunoastem, avem aceasta nevoie de a sti, de a influenta si obtine neparat un rezultat.

problem-solved-small

Lucrand cu manageri in tranzitie spre un nou rol observ cat de obsesiva este aceasta preocupare si de multe ori simt aceasta dorinta a lor ca pe o directie imprimata mai degraba de o era industriala apusa, in care atentia se punea pe rezolvarea problemelor si demonstarea expertizei.
Iata o descriere aproape fidela a managerului/leader din ziua de azi si poate paradoxal, foarte multi in ultima perioada se apropie de coaching, unii pentru a se descoperi iar altii poate pentru a utiliza cate ceva in echipele pe care le conduc.

Alegerea pe care o face fiecare in directia intelegerii de sine si mai ales practicarea acestor noi abilitati pot schimba situatia actuala, nu chiar favorabila metodelor de management din era industriala, bazate pe control, manipulare si frica.

Iata 3 intrebari care te ajuta sa gasesti solutii pentru conversatiile tale, plecand de la experientele liderilor, validate de timp si rezultate.

Da-mi acces la checklist

Ca si filozofie simpla, conversatia onesta de coaching intre un manager si un membru al echipei ar trebui sa se bazeze pe deschiderea acestuia si mai ales pe increderea colegului ca nu exista consecinte daca va spune adevarul.

conversation-1

In realitate organizatiile inca au probleme la acest capitol, majoritatea membrilor alegand sa comunice doar lucruri neutre si bazate pe clisee gen, “ suntem o echipa puternica” sau “impreuna putem reusi”. Aceste frici ascunse pot paraliza sistemul si impiedica schimbarea.

Unde ar trebui sa se puna accentul de fapt?

Ma intorc la intrebarile initiale, si observ ca au in comun un lucru, concentrarea pe dorinta de a sti si a influenta.

Focusul ar trebui sa fie pe client, pe dorintele si nevoile lui, pe ce este important in viata lui. Dar asta tine mai degraba de valori, motivatie sau chiar imagine si de aceea managerii ar trebui sa acceseze aceste planuri daca doresc transformarea in organizatie.

Cand pot conduce o conversatie cu echipa in care sa-mi enunt valorile si pasiunea, dar am si intelegerea sistemica a relatiilor de acolo, pot spune ca am o directie.

Redesenarea rolurilor mai degraba pe baza de angajament in relatia cu ceilalti, poate conduce la un nou design si evident va debloca orice conflicte existente. Toti acesti leaderi care practica in acest fel si care incurajeaza comunicarea directa si libera vor beneficia de sprijinul echipelor lor. In acest mod ei sunt focusati pe ceea ce conteaza, ECHIPA, care se dezvolta cu aportul lor.

Iata 3 intrebari care te ajuta sa gasesti solutii pentru conversatiile tale, plecand de la experientele liderilor, validate de timp si rezultate.

Da-mi acces la checklist

15 elemente care mi-au influentat calatoria

Sunt intrebat destul de des cum am inceput in antreprenoriat, ce m-a determinat sa fac pasul spre libertate si foarte putina lume ma intreaba si de ce.
As spune acum ca eram gata mai demult poate chiar dupa experienta mea Americana, insa perioada de aur a lansarilor de corporatii mi-a facut mai mult cu ochiul.
Probabil a fost necesara aceasta experienta si schimbarile dese de proiect pentru a ma impinge in final catre barca mea proprie.
Este interesant cata vreme credem ca ceea ce facem conteaza asa de mult incat multi participanti la spectacol vor retine contributia noastra. In realitate insa majoritatea deciziilor si felul in care ne-am simtit ne ramane mai degraba noua personal intiparit in minte.

freedom

1. Toamna 2001 – da, mare rol a avut, pentru ca peste vara incercasem cate ceva, lucrasem temporar pentru un coleg de MBA si parca nu mai doream sa-mi refac CV-ul si mai ales sa ma intorc in zona corporate. Asa ca mi-am inregistrat firma in August si déjà in toamna aveam primul proiect serios in care scriam prima factura.

2. 11 Septembrie, 2001 m-a prins in Iasi, intr-un magazin de electrocasnice pe care il vizitam ca observator in primul proiect. Emotia a fost extrem de puternica, era poate si daramarea unui vis mai vechi de al meu, de a ma reintoarce in America. Am stiut atunci ca nu mai este posibil pentru mine.

3. Al 2 lea client – se spune ca e greu sa repeti prima experienta reusita. Eu chiar am lovit jackpot☺ Mi-am largit baza de clienti si mai mult decat atat, mi-am intalnit si viitoarea sotie! Simteam ca lucrurile incep sa se lege destul de bine.

clients

4. Tentatia intoarcerii la confortul unui job cu asistenta, masina si alte promisiuni. Din pacate nu am rezistat si am alunecat in vechile obiceiuri. Greu cu putine venituri si perspectiva de a cauta permanent proiecte… Siguranta a invins temporar.

5. Colegii te pot ajuta daca stii sa ceri si mai ales daca ai ceva de oferit. Eu asa am invatat facilitare si am inteles modelul de business denumit training si consultanta. Experienta mea de vanzari m-a ajutat sa ma vand in fata participantilor si imi aduce si astazi foarte multe beneficii.

Tu ce vrei acum?

Practical GUIDE to MY VISION

6. Prietenii stiu ca se spune ca nu e bine sa amesteci lucrurile si sa lucrezi cu ei. Insa te pot ajuta prin referinte, asa am primit proiecte mari in retail si auto, unde mi-am castigat un loc pornind de la un simplu nume.

7. Decizia sotiei de a renunta la jobul ei platit si venirea ei in firma a echilibrat foarte mult proiectele. A adus ce lipsea poate, mai multa structura si disciplina, plus venituri care fac diferenta.

8. Mentori – aici pot spune ca am fost inspirat in partea de coaching foarte mult de cateva persoane care mi-au aratat de fapt, potentialul existent in mine. Acelasi lucru il fac si eu acum cu studentii, ii invit sa se cunoasca.

mentor

9. Calatorii – de mic mi-a fost cumva prezis ca voi vedea toata lumea, inca mai am locuri de vizitat dar dorinta este permanenta. Am inteles mai tarziu ca imi place sa revin si apreciez foarte mult locurile natale.

travel

10. Conferinte – in 2008 cand am fost la Montreal, traversam o perioada grea, imi pierdusem increderea in eficienta activitatilor mele de leader de capitol. Acolo am primit mai mult decat continut, motivatie sa continui si asa am construit 5 conferinte nationale. Proiectul aniverseaza 10 ani.

11. Clientii de coaching provin in general din manageri seniori si mai rar, antreprenori si le sunt recunoscator ca se angajaza in lupta proprie de schimbare.

12. Studentii mei – sunt dedicat lor si ii insotesc cam doi ani, pe unii si mai mult, in calatoria lor.

13. Parteneriatele strategice – am avut mai multe, cu Marshall Goldsmith CEE, SCOA, ICA unde am creat si ICA Balkans. Mai nou fac si cu fostii mei studenti proiecte comune.

14. Coaching Attic – locatia pe care am desenat-o si in care ne desfasuram activitatile si proiectele.

family

15. Familia – sotia copilul, si dorinta de a lasa ceva semnificativ pentru viitor. Mentiune pentru minunatul meu Labrador Argos pe care l-am pierdut , dar care m-a insotit 13 ani. Si nou venita Emy, multa energie de care simt ca nu ma mai satur!

Tu ce vrei acum?

Practical GUIDE to MY VISION

Alege sa FII exceptia!

Lumea se misca cu o viteza ametitoare, iti aduci aminte de ‘’warp’’ si magicul cuvant ‘’engage’’ pe care il rostea capitanul Picard in serialul care, cel putin mie, mi-a insufletit tineretea.

Jean-Luc_Picard_2

Ei bine, se intampla si la noi in organizatii, insa nu chiar cu acelasi entuziasm. Foarte multi manageri raporteaza o lipsa de angajament, in ciuda programelor scumpe de pregatire: manager de succes, stiluri de leadership si alte masuratori si inventare, care mai de care mai sofisticate, dar care surprinzator produc mai degraba pagube…in bugetul de dezvoltare.

• Un studiu recent venit de la consultanti de marca, McKinsey pe numele lor☺ arata ca managerii de top modeleaza si arata in mod activ shimbarea pe care o doresc de la echipele lor in procent de 86%, in contradictie cu cei doar 53% de angajati care declara ca li se arata ceva.
• Gallup spune in urma unei cercetari din 2015, ca doar 3/10 angajati se simt conectati la lucru, asa ca incepem sa intrezarim niste cauze.
• In Romania, piata de dezvoltare, era in jur de 40 de milioane Euro in 2008, anul premergator crizei economice de la noi, iar acum dupa ani buni de investitii si proiecte europene, se zbate pe la 35…cu alte cuvinte, nevoie de dezvoltare ar fi, insa companiile de pregatire au probleme.

Oare ce se intampla?
De ce nu reusesc managerii sa convinga membrii echipelor lor ca schimbarea e necesara?
Nu avem destul de multi leaderi si manageri ultra-pregatiti si capabili sa reusesca?
Ori poate problema asa cum este ea exersata si pusa nu e chiar corect inteleasa?

Introduc timid un personaj, care a inceput sa domine macar social media, daca nu si altceva☺ Coachul nostru, care apare in ultimii 10 ani pe aceasta scena si care evident, tot in 2008, nu prea exista in Romania,.

Numaram vreo 5-6 care indrazneau sa spuna ca practica, iar la nivel global inca nu se dezvoltau afaceri de 1 miliard $, in conditiile in care piata mare de training si consultanta era de circa 295 miliarde$. La noi, faceti un calcul simplu, cat puteau dezvolta acesti coachi?
Acum, o sa spuneti ca sunt rau, insa mic fiind, poate merita sa incerci sa cresti, poate cine stie, lucrurile se mai pot schimba.

Este poate evident, ca distanta de acoperit este colosala si cumva abordarea este complet diferita, un lucru insa, pare a fi destul de clar…putini coachi, in 2008, putini bani, poate si ceva oportunitati.

Acest limbaj al lucrurilor posibile, pentru cei care indraznesc este important, pentru ca altfel, e foarte simplu sa intri in corul certitudinilor si al numerelor mari.

Da-mi acces la abilitatile esentiale

Revin la manageri si rolul lor in organizatii. Cum pot realiza ei acest deficit de angajament in asa fel incat sa se mentina populari si sa nu piarda si capitalul fragil, deloc consolidat de credintele proprii ca sunt buni sefi.

Daca intrebi 100 de manageri daca au o viata buna in organizatie, peste 90% vor spune DA. Asta este o credinta ce nu are bineinteles acoperire in realitate, de aceea este mult mai eficient sa lucrezi cu exceptiile de la reguli, iar acesti manageri sunt cei care vor fi deschisi oricaror schimbari, fie ele si imposibile la prima vedere.
Orice activitate de tip impus, cum ar fi participarea la un curs de leadership cu toti managerii, va confirma ca doar cativa vor dori sa acceseze si taramuri nebatute, poate riscante, majoritatea vor prefera certitudini.
Asta in ciuda problemelor pe care le intalnesc zilnic cum ar fi:

• Extenuare si epuizare, ore lungi petrecute la birou, in sedinte
• Lipsa de orientare, nevoie permanenta de directii de la altii
• Lipsa de curaj, in luarea deciziilor, amanarea oricaror actiuni riscante
• Lipsa de atentie, mesaje necitite, oportunitati neobservate
• Imposibilitate creativa, repetarea la nesfarsit a solutiilor standard
• Lipsa de idei, blocarea posibilitatii de a vedea in viitor

Traind in reguli impuse si avizi dupa lucruri cat mai sigure, alegerea va fi pentru modele si proceduri in pasi, fara macar a da o sansa, propriei gandiri sau sistemului propriu de referinta.

Abordari clasice sunt fie cele de tip consultativ, in care se fac workshopuri si meetinguri repetand la nesfarsit probleme si aducandu-se acuzatii, sau cautand niste vinovati si mai nou, prin adaugarea de modele din coaching adica limbaj pozitiv, proiectie in viitor si multa influenta din pshihologie pozitiva.

Din pacate, asa cum am explicat, in fata unor blocaje serioase, orice manager nu poate fi nici pozitiv nici vizionar, pentru ca este in primul rand blocat, iar modelele clasice bazate pe stabilire de obiective sau focus pe solutii nu functioneaza.

Ne intoarcem in carlinga, sper ca nu ai uitat ca eram pe ‘’Entreprise’’ si incercam sa vedem daca misiunea noastra de coach are sens si poate ajuta aici.

Pot spune ca in primii 10 ani, am abordat de multe ori futurist si pozitiv orice situatie impreuna cu clientii mei, insa in ultimii 3-4 ani parca ceva nou a aparut si nu vrea sa dispara, mai tii minte episodul Borg?
Borg
Parca acest constient colectiv, s-a crizat si prezinta multe blocaje serioase, pe care mai ales managerii, ca despre ei este vorba, nu reusesc sa le desluseasca.

Pai nu ajunge modelul’’GROW” sau mai stiu eu ce model cool de leadership situational?

Ei bine, nu prea, daca managerul e usor agitat, sau nu are dorinta de munca, poate e chiar usor indiferent la adresa viitorului sau, si are o relatie tensionata cu sefa sau colegul de departament.

Vestea cea buna ne vine din cercetari recente care ne arata ca raspunsul e la noi, da in creierul nostru, foarte posibil, dar greu de descifrat. Accesul nu se poate face direct, multe raspunsuri pot fi gasite prin intermediul unor practici noi.

Ca sa prinzi finalul filmului si poate sa te imbarci cu mine in calatorie te invit sa accesezi niste sesiuni gratuite din platforma ICA Balkans, in care o sa demonstrez aceste noi practici.
Make it SO!

Incepe invatarea a 80/20 din depasirea unei conversatii dificile ascultand cele 3 lectii inregistrate din programa International Coach Academy

Da-mi acces la abilitatile esentiale

Enterprise

Serban Chinole este trainer al International Coach Academy si partenerul lor in Balcani si facilitator in programe educationale pentru manageri si antreprenori.
International Coach Academy isi desfasoara activitatea de 15 ani la nivel global si are peste 4000 de absolventi. Programul academiei este acreditat pe cea mai inalta treapta de acreditare – ACTP – de catre International Coach Federation.

Managerii nu vad oportunitati daca toata ziua rezolva probleme!

Ai incercat vreodata sa lucrezi la abilitatile tale, in timp ce erai prins cu ce aveai de livrat, fara sa primesti apreciere sau incurajare de la sefi?

Sau poate ca manager, care a tot incercat sa explice membrilor echipei de ce sa fie mai implicati, ai simtit dezamagirea, si ai ales sa o transmiti catre alti colegi cu usile inchise?

Overwhelmed1

Cum iti accesezi adevaratul potential?

Am gasit cateva raspunsuri in turul meu din 2015, prin mai multe capitale europene, unde am pus aceste intrebari celor care lucrau cu manageri si sefi de echipe sau echipe de conducere.

RIGA CEO 1

Chiar daca culturile si mediul nu sunt identice, la nivel managerial si de echipa, aceste conversatii se produc cam la fel.

In primul rand problema, asa cum este ea vazuta la nivel operational pleaca de la ce simt majoritatea managerilor, si anume o presiune uriasa pe rezultate cu orice pret, indiferent de context sau capacitate, lucru care pana la urma determina o rezistenta la noi provocari, si o lipsa de incredere personala.
Cand sunt intrebati cine raspunde de aceasta situatie, multi au obiceiul de a spune ca nici sefii nu le arata calea, si ca le este foarte greu sa livreze din ce in ce mai mult, cu resurse limitate.
Managerul care va accepta situatia va incerca sa delege, insa multi sunt obisnuiti cu rezolvarea problemelor asa ca vor ezita mult si vor pierde ocazia, blocand de fapt situatia.
Dansand in acest cerc vicios, sansele de a vedea dupa fiecare proiect, in perspectiva mare a potentialului se erodeaza si devine o credinta de gen:’’ oamenii nu se schimba, sefii sunt la fel, nu merita sa mai incerc’’
Bineinteles ca exista si exceptii, iar cei care in mod paradoxal cred in membrii echipei acordandu-le sanse, primesc pana la urma satisfactie.
Revenind la manageri si abilitatile lor, multi sunt antrenati in livrarea si descalcirea problemelor, nu neaparat in ascultarea posibilitatilor sau si mai mult in re-cadrarea realitatii, un principiu care poate conduce la alt tip de gandire, una mai deschisa si mai orientata catre oportunitati.
La viteza cu care se schimba acum lucrurile, nu poti spera sa te descurci cu setul actual de abilitati la nesfarsit.

Intreaba-te simplu daca vei mai face fata in 5-10 ani cu nivelul tau actual de lucru, poate ar fi bine sa identifici zona Ta de crestere ACUM.

Overwhelmed

Am pus aceste intrebari si expertilor invitati ca speakeri la Summitul Virtual concentrat pe manageri si leaderi de echipe, si am gasit niste elemente comune, observate de ei pe masura ce s-au dezvoltat ca profesionisti, dar si la cei cu care lucreaza frecvent in proiectele lor.

Afla acum care sunt zonele de dezvoltare foarte necesare in randul managerilor.In plus, vei primi si 3 sesiuni gratuite din platforma ICA de invatare, pentru a face primul tau pas si a aprecia valoarea acestor instrumente.

Vreau sa ascult aceste interviuri

Abilitatea cel mai putin demonstrata la acest nivel este cea de ascultare, e bine sa alegeti aceste observatii din interviuri si sa ascultati ce spun expertii in dezvoltare, sunt lucruri esentiale in acest context de business in care suntem. Am ales experti cu multe proiecte in zona de dezvoltare a managerilor, dar si fosti sau actuali leaderi din headhunting, training sau banking si un antreprenor care tocmai si-a vandut afacerea si a ramas coach profesionist full-time.
Cand asculti un membru al echipei, si poti sa-i arati ca-l intelegi si mai ales stii ce sa-l intrebi pentru a debloca situatia se cheama ca ai facut primul pas. Asta inseamna sa stii ce anume sa asculti, cum sa o faci si mai ales cat de mult timp. Evident ca pastrand aici totul, si repetand situatia, pana la urma potentialul omului de a rezolva singur sau de a vedea posibilitatile nu va creste. Asta in primul rand pentru ca managerii executa mai degraba mecanic conversatia de lucru, fara a avea experienta ascultarii profunde.
De aceea este nevoie de o trusa de instrumente minima, pentru a continua aceasta conversatie de coaching.

Pe baza observatiilor in proiecte derulate cu manageri din Romania, dar si din Europa, International Coach Academy a dezvoltat o solutie pentru nevoile acestora in forma unui program scurt (16 ore), pragmatic si extrem de bine structurat care ofera exact acele instrumente de acces la urmatorul nivel cerut de piata. Ca orice instrument, nu simpla incercarea de folosire conduce la rezultatul dorit, ci mai degraba folosirea in prezenta mentorului si primirea de instructiuni si feedback poate garanta reusita. Schimbarea poate veni din interior, daca suntem hotarati sa o practicam si sa o oferim si altora, primul pas insa este mai greu. Simplu spus, nu avem destul timp ca manageri sa practicam si sa primim acest gen de feed-back mai degraba orientat pe invatarea abilitatii si nu pe obtinerea perfectiunii. Timpul nu este aliatul principal al managerilor, de aceea un program scurt, bazat pe instrumente dezvoltate intr-o academie globala, si probate in sute de proiecte de schimbare sunt cele mai cautate acum.

Cine ai putea deveni TU, Managerul, cu aceste instrumente, si mai ales cate oportunitati vei crea practicand cu ajutorul lor?
Te invit sa asculti interviurile expertilor in care ei explica ce observa in proiectele lor si care sunt abilitatile necesare succesului.
In plus vei primi si 3 sesiuni gratuite din platforma ICA de invatare pentru a incepe primul tau pas si a aprecia valoarea acestor instrumente.

Vreau sa ascult aceste interviuri

Incepe invatarea a 80/20 din depasirea unei conversatii dificile.
6 interviuri cu experti in dezvoltarea managerilor si 3 lectii inregistrate din programa International Coach Academy

Serban Chinole este trainer al International Coach Academy si partenerul lor in Balcani si facilitator in programe educationale pentru manageri si antreprenori.
International Coach Academy isi desfasoara activitatea de 15 ani la nivel global si are peste 4000 de absolventi. Programul academiei este acreditat pe cea mai inalta treapta de acreditare – ACTP – de catre International Coach Federation.

How do I see myself leads to my purpose?

This may not be so obvious for you and it was not clear for me either. The classical confusion that we all make is when we look around or get impressed by others, and we decide on a projection of this, calling it our purpose.

When I work with managers, I often hear their need of having this kind of clarity. However, this is not achievable as simple as you would just set a goal for the next year, it is personal and not always retrievable.

I was writing in a previous article (link to) that you could draw a picture of yourself, and check feelings and what can be seen there, because in that way you can get in touch with things that you respect in yourself.

Asking a question like: ”what is your major struggle right now?” the answer is something like: ”not sure what to DO in the next years, or where I see myself”

So the interference of the DO shows that something in the NOW is maybe not so clear. The best visions that work are by far based in the PRESENT. In other words, checking your current situation can give the foundation for the big plan in the FUTURE.

Another thing is that you can only discover this inside you, not get it from the outside world, so it is related to your own personality.

I know that, traditionally, we used to have goal writers in companies, and that, somehow, creates a pressure to define missions, life purpose etc.

My invitation for you is to look inside, and to know that what you find is enough, because it is unique and representing of who you are.

Determine your vision for next 5 years

In this guide you will find your current answers for getting too attached to your past actions or maybe looking too much into your future, becoming obsessed with some potential results.

Understanding reality, moment by moment, is challenging, so I designed some simple tools for you to be comfortable with who you are NOW and to stay PRESENT and alert.

There is one personal request, please make some comments if you enjoy this guide and I will continue to send you more strategies on how to work with peers, support your team members and develop a motivated initiative.

There is more for you, enter your email to get it.

Navigating through shallow waters

One step further for an ambitious organisation will be to check their realities and find something that can challenge the current noise created not only by the constant failures in so-called ‘’change initiatives’’, but actually to encourage their leaders to work on their skills and behaviours based on a scalable approach.

It is scary to see that employees have low level of trust and therefore lose confidence in leadership, one of the main issues being the solutions that are offered on the market.
Incredere
A recent estimated $14-50 billion is spent every year in US, and roughly I can say than some millions are spent here on our market, in leadership development, with minor impact.

I was recently asked by a reporter, to comment on a program, franchised based, which promised lots of results, many unrealistic, of course, it is still hard for me to keep my opinions about those promises, however I can easily see the danger for the ones that buy into those.

What are some possible causes for this context? Given the severe lack of trust up-mentioned, among employees, professionals who select the solutions are seduced by the nice designed models and frameworks, that paint the leader in a nice way, pretty much like the fashion industry is doing with good looking models.
Bicicleta
Reality is not included, the power games, ego-centrism, hiding truths, lack of ethics, this is never part of any of those nice packed pain alleviating proposals, because simple put, they can scare anybody.
Another thing that is misused is the classical follow-up, which is given with grace to some coaches that fight the realities, after the prescribed model was given, facing resistance and coaching actually something that can be far from what is there.

I know that I may sound very critical, take a moment and look into your career and see what was more effective, a model that you are respecting even now, or something that you learned about yourself, that is currently shaping your career.
Salt Parasuta
So what is my approach? First I encourage leaders that I work with to receive feedback from others and work on their behaviours first, understand and accept who they are and than engage in shaping others. Click to Tweet
I would argue that is contra-intuitive to work with you, because as a manager and new leader you are asked to provide results with your team, but stop for a moment and ask yourself this: How much do I like myself NOW?
Pendul
Than take a piece of paper and draw your leader profile the way you feel it, show it to your team and based on the feedback act on it.
The new VUCA world that all leaders face today requires ambiguity in approaches and letting go any kind of ego driven about what you may deserve because of your education, diplomas or own views.
What matters is one thing only: results delivered with your team and your capacity to navigate, the rest will fade away…
Pilot

How to evaluate a leadership initiative

What’s the difference between a good initiative and spectacular one?

Many times we face promises and want to believe that one approach can really change the status quo and our leaders will create the next impressive projects that can project the organization to a new path.

So marginal results, short term, will get some sense of advance, however leaders who can impact their teams and get a higher level of energy increasing performance, encouraging innovation and non-linear thinking, will empower and drive the transformation, contributing in fact to a culture shift.

InstaQ blog 1

Traditionally the one angle approach is considered sending leaders to expensive leadership programs, that can give them a perspective more on their own image, some may also receive the privilege to work with an executive coach for a while to integrate some items present on their assessments, all in all making them somehow equipped for the current role.

Now if we look from the long-term perspective, this can cover probably a limited scope, teams, peers or even top-management is not enrolled in a major common effort so the results will not have the spectacular effect on the bottom line.

One of the major challenges is that speed of learning and integration is always smaller than the environment change, so any small or without scale project will fail.

Recently I was invited to discuss with a development team about a potential initiative, one of the examples was like this, some years ago a small initiative at a lower level, did not create the desired impact and engaged a limited number of leaders who wanted to get coaching sessions.

InstaQ blog

Another significant challenge can be into trying to accommodate more work with higher quality in execution and less costs, it makes the climate almost hard to survive and be happy as a team member.

Coming back to possible ways to tackle those challenges, it seems that working with more leaders and having dashboards to measure and track down their behaviors in parallel with the conversations in their teams can impact a higher number of people and ensure a smooth transition to a different culture stage.

This process has deep roots in executive coaching combined with leadership conversations that can determine a new level of excitement, because leaders will base their efforts on the teamwork and build new relations.

This can create the premises for events at team’s level in which the facilitators come more as part of the new team and participate in their discovery journey.

We introduced also strategic methods based on advanced imagery systems, inviting participants to design new processes and look for opportunities in a fun and rewarding way.

POY

Another crucial element is time for the entire process, any initiative with 6-8 members, can be expected to produce results in 6-9 months the first layer, and perhaps another 6 months for the team shifts, so we can expect 1,5 years as a final measuring point with a cultural shift which will be permanent.

There are many items to be designed along: dashboard, stakeholders, coaching model, power tools, conversation templates, so the outcome is documented, always measured and will stay in the organization being integrated in the new culture.

Another element for evaluation is the capacity of any program to transfer skills and create the trust and collaboration desired in teams, leaders who will receive executive coaching and contribute to the cultural shift that will create a legacy for others who want to embark in the future.

Ambitious organizations take the leap of faith and invest in their future NOW.

What do you really want?

I still remember this question even today, the difficulty that I felt in that very moment and despair that I may not have an exact answer. Steve told me that am OK to feel that way and listened carefully to my ideas from that time.

How can I know my desires, if somehow, things were pretty good that time, working in exciting projects with new people, making money for my business and being in front of the room would not fulfill all my needs.

First step was to take his marketing classes online, after some sessions and in the private one to one session I asked him directly: how can I experience and understand coaching?
His unexpected answer came with a challenge, he said: “if you are visiting your sister, how about signing for a introduction for coaching, the worse can happen is to waste 500$!” So I took this train and never regretted.
Tren blog
Today I can see the entire landscape changed, even here we have a local chapter for professional coaches with more than 50 and many of them getting measured and having their own business.

Even the education for coaches is no longer scarce, on the contrary, almost every month a new school starts to promote for new recruits and things seem to work fine. Or not?

I did choose to follow a complete path and get a solid education, followed by some other certifications in leadership work and in facilitating academy classes in parallel with my business practice with organizations and teams.
Poza diplome logo
My intent here is to present my findings in those 10 years, also to encourage others to follow what they feel is best for them and make sure they understand exactly what motivates them.

There are some data and correlations that I use here based on my latest work in the European ICF tour, that gave me a perspective on four different markets with specific issues and challenges.
Serban+Alex
Now back to the pre-conditions, one thing that I realized in my work is that you cannot obtain results if you are not experiencing coaching on your own, in other words if you are not working on yourself. Click to tweet

The ideal profile that I can design for a student in a coaching academy looks like this:
Ready to work on own reactions, impulses, emotions hijacks, fears, believes, values and motives.
Understand the possibilities beyond the just doing, to be curios and care for others.
Full integration of both intelligences, rational and emotional.

Is this enough for a successful coach? It is good for a start; the journey can take 1-2 years including the work for launching the business.

Remember, when you choose your path, do not listen to the empty promises that are related to the high paying clients, to the river of projects and other things that are meant to enchant you, the reality is that anybody can coach, a few are extremely rich out of this and yes, there is a possibility, if you are open to learn, practice and integrate not only coaching skills but also business ones.

My proof is present today on the market, some of our students have big businesses, others are taking new projects and roles within their corporation and of course we continue our work with new ones.
I invite you to check my page and sign for a visit in the Coaching Attic to experience for yourself and perhaps find an answer to a powerful question.

ICF on tour Poland experiment

PolandYou know the feeling of going back to a place where everything started, I mean the coaching training, in 2006 after my short and intense Fundamentals in California, CTI and Pawel opened their doors for me Raluca and Sorina, eternal students, we obviously said yes and after 9 years still have strong memories.

One was about the cold lunch area, pretty much frozen, everybody was comfortable even without socks, we the lost Romanian cohort, quite livid and hungry, not only for food!

Another unforgettable element were… potatoes, small, round, 2 inches dimension, somehow standard. When I asked about that, the answer was astonishing: wait for Romania to get in EU, and you will have same size.

About coaches and people, very warm, nice, open willing to thrive and make it in the business world, pretty much aligned with our dreams and us that time.

Same thing when Artur the ICF President welcomed me in the airport, I noticed his size, big guy, big hart and again not wearing more than a shirt despite the chilly fall.
Talking about cultural aspects, I felt home when he proposed a dinner inside, instead of going in the city, so I appreciated the atmosphere of an authentic Polish family with two kids, the star of the night being pickwa, a nice and sweet drink made from organic fruits, I invite you to look for this word to find the equivalent in our language.

My goal for this trip was to participate in the 3 days conference in Opole and have a workshop on coaching cultures with the intent of measuring the impact in the local market.

The first thing was to take a fast train, yes they have fast ones, to Opole and for 3 hours to spend quality time with Zuzza and Do, both active members of the chapter board.
The venue looked fantastic, nice hotel in a forest with a beautiful yard and small cottages in which you can stay, plus a well equipped spa area for sport and relaxation fanatics. Very close to a lake in which one of the participants took a swim, yes in October, the place promised to be an ideal space for the entire event.

The opening was somehow delayed, some late technical sound things, but that was not a big problem, soon the 11th chapters from the major Polish cities started to engage an audience of almost 80 persons.

For clarification, Opole is a small city south Poland, is about 1,5 hours from the beautiful Krakow and more that 3 hours from the capital, so for me to have such a big group here for 3 days was a big win and that was just the beginning.

I learned that business is booming in Poland, with almost 1000 accredited coaches many coaching schools, NGO very active in projects and engaging from children to students and of course organizations.

My mind was spinning and I wondered how in the world Poland could close this gap in 9 years, because we started almost in the same time, the only answer was related to people’s mentality and openness for change.

I know that maybe I sound pathetic but I honestly feel that here the resistance for any major proposal, working in teams in particular and this obsession for individual success is keeping us behind. I have noticed how quick they can work in teams sharing and respecting the other person opinion, without conflicts, all 11 chapters have projects and people awarded for their efforts, the sensation that I had was a big and warm family in which I want to come and visit perhaps in some years.

I can say that as response to my 5 global trends they know how to deal with noise and together they found financial venues and projects beyond any kind of ego or pride.
The Polish lesson is simple; we can do things in teams and survive if we just choose to be different.

My next stop is Vilnius in Lithuania; stay tuned for my next journal.

Global trends in coaching, what’s the impact here?

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September 22nd, 3 am nice autumn night, I am calling the local taxi company to catch a plane for Oslo, via Riga.

Why this late hours and what’s the reason for that? For starters is related with the best connection I found short notice to be in Norway and speak as part of ICF European tour, for coaches and managers that use coaching in Norway.

What is this tour, why now and yes, why coaching?

Well, is simple, 20 years celebration of this new profession, now because I have been invited as one the speakers who can work with international audiences on specific subjects, in Norway’s case is about being able to demonstrate the efficiency of the coaching in bringing results.

For me, the main challenge, apart from waking up at 1 am, was to understand this market and why are they so driven to prove the results.

So I made my own research on the local market and with that I felt bit confused and in the same time open for any outcome from this interaction with them, I said, I will treat the event as an experiment being open for what wants to happen.

Foto Oslo 6This was the easy part, arriving in beautiful Oslo and being welcome by Toril Grave; the ICF Norway acting president was not so easy.

 

 

 

Foto Oslo 7She invited me in her nice and warm house in Nottoroy, a small island in the vicinity of Tonsberg and asked me when we had a moment to talk: what is your message for us?

 

 

If you are not familiar with the Nordic approach, this is something like, why should we listen to youJ

The simple agenda was: discuss the main global trends in coaching, check their current situation and measure impact and practice some things in a transformational framework, plus conclusions.

The context for coaching at global level is that we have more than 47.000 coaches belonging to main professional organizations, so it is hard to survive with a general, standard approach.

  1. There is an ocean of INFORMATION, and is packed as education many times, so the noise is huge, from the prospect perspective is a total disconnect, for protection reasons and also for not being promised unrealistic things.
  2. Many so-called coaches promise results and miracles, it is a non-ethical approach which makes the prospects very skeptical, and non-listening
  3. There is a tendency of positioning by knowledge, in today’s world, with a simple search on Google you see who the coach IS! It is strategic to have a story based on expertise, clients, projects, and clear results.
  4. Leadership is in a new paradigm, which is VERTICAL development. The VUCA world requires new approach for leaders, who are now acting in the global village, remote, with complex problems to solve, the expansion towards potential is necessary, the old-fashioned horizontal problem solving is not enough.
  5. Bigger mind required in VERTICAL is now present in the neuroscience studies that prove that coaching works, so we do have an evidences-based framework, many projects are now developed based on this.

The main topic for that market was leadership, which is interesting for a mature coaching market, which has integrated coaching in big public sectors in a percentage over 90%. The discussions and questions were in this area and of course the impact of coaching from the perspective of a small coaching practice.

I felt well, audience was polite and to the subject, one thing I noticed they all arrived 5 minutes prior the event start, nobody was late!

I was prepared to listen the last presentation, from a master coach based in Norway and to receive feedback for my speech afterwards in a cozy restaurant.

One big surprise was from Berit Ohn, who presented a case study of accelerating and sustaining leadership by developing a coaching culture in a big global consulting firm. She is a specific example of this trends: working globally in the village, remote teams, located in Norway but travelling all over the world for this project that will impact the company long-term.

Actually she was back from Aruba where she spent time with her coaching team and back home in Oslo she was delivering this case study with us, within one week.

What is my main lesson from Norway? I enjoyed their way of looking into the future and listening for the potential of nature, I admired the electric car Tesla and the amazing way they preserve and honor resources. I will be back to see more of the fiords and enjoy local coffee.

Stay in touch with my lessons from Poland and Vilnius.

Foto Oslo 4

Foto Oslo 8

 

 

©2014 Serban Chinole

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