how to coach employees with compassion (part 2)

Coaching with Compassion (Part 2)Teleos Leadership Institute

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Rypple Leadership Series

Your Host

Nick SteinDirector of Content & Media

Rypple@stein_nick

Our Guests

Suzanne Rotondo & Gretchen SchmelzerExecutive Director & Senior Consultant

Teleos Leadership Inst i tute

Coaching with Rypple

Rypple Leadership Series

Your Host

Nick SteinDirector of Content & Media

Rypple@stein_nick

Our Guests

Suzanne Rotondo & Gretchen SchmelzerExecutive Director & Senior Consultant

Teleos Leadership Inst i tute

Polling

Where in the world are you? US EastUS WestUS OtherCanadaEuropeAsiaAfricaAustralia/New Zealand

To get the most out of today’s webinar..

• Be here.• Be open.• Have a notebook and a pen to write.• Be willing to commit to action.

About Teleos Leadership Institute

Teleos is the team behind New York Times bestselling business

books and numerous articles on leadership in Harvard Business

Review.

•Founded in 2001 by scholar/practitioners in leadership. We emphasize mindfulness, hope and compassion as key to success.

•We are executive coaches and also train and supervise other executive coaches, both one on one and inside large organizations that want to have a coaching culture.

•Based on research in neuropsychology, group dynamics, emotional intelligence, organizational development, and more.

•Based in Philadelphia, USA. Teleos works in many fields: UNDP, Unisys, Google, US Steel, UniCreditBanc, Prudential UK, Nature Conservancy

Coaching with Compassion Timeline

What we’ll cover today

• Mindset of a coaching manager (review)• Explore how leaders set the climate in

organizations• See how climate drives results

• We’ll get specific with Part 2 of the 3-part coaching with compassion developmental process.

Mindset of a Coaching Manager

Invests their energy in another person to help them reach their desired potential—both personally and professionally.

Mindset of Coaching Manager

Beyond tracking performance and results, finds the highest and best points of intersection between the aspirations/goals of direct report(s) and what the organization needs.

What Does a Coaching Manager Do?– Creates conditions for a person to maximize her/his

performance and potential

– Helps a person move from her/his current situation to where s/he wants to be

– Behaves in ways that engender trust and trustworthiness: respectful, curious, timely, consistent, present, caring

– Sets climate for the team, department or organization

Climate

On a department or organizational level, a coaching manager (and all leaders) sets the climate.

• The leader’s emotions affect culture and climate

• Culture and climate account for nearly 30% oforganizational performance

©McKee, Boyatzis, Johnston. Becoming a Resonant Leader

What Is Organizational Climate?

Recurring patterns of behavior, attitudes and feelings that characterize life in the organization and are a major force in influencing employee behavior.

What Motivates Us

There is a gulf between what employees need do to “get by” and what they can do if they perform at their full potential.

What Motivates us

A positive climate encourages discretionary effort and commitment, it spurs creativity and innovative thinking. This is where coaching managers fit in.

What Makes a Climate?

In one department of the same organization, people might be floundering, confused by conflicting priorities and starved for performance feedback, while people in another department understand their priorities, have the authority to get the job done and have a strong sense of commitment to their own developmental goals.

So it’s not about resources, mission or pressures.

Six factors that influence climate

1) Clarity2) Standards3) Responsibility4) Flexibility5) Rewards and

Recognition6) Team Commitment

1) Clarity: Everyone in the organization knows what is expected of them.

Coaching Manager:This requires empathy and transparency. Without it, people often rely on smoke and mirrors.

2) Standards: Challenging, but attainable, goals are set and employees are supported to meet those goals.

Coaching Manager: Powerful developmental goals meet the organization's needs AND the desires of the employee. Your role in supporting those goals is critical to climate.

3) Responsibility: Employees are given authority toaccomplish their set of responsibilities—they have a defined span of control and can run within that.

Coaching Manager: They know you trust them and have their back.

4) Flexibility: There are no unnecessary rules, policies and procedures.

Coaching Manager: Limit bureaucracy. That is empathic and it opens the door for flexible thinking, creativity and innovation.

5) Rewards: Employees are recognized and rewarded for good performance, receive honest feedback.

Coaching Manager: Model and recognize behaviors that support the vision, purpose and strategy of your department or organization. Support development and hopes of employees.

6) Team Commitment: People are proud to belong to the organization, feel a sense of trust and pride in colleagues and connected to a worthy common goal

Coaching Manager: Support relationships to influence even more powerful team outcomes.

Department VisionReflect and write: What is my high level vision for my team or

department over the next 2-3 years? What kinds of activities am I hoping to see from my

team or department? What kind of climate will I need to foster to make

that happen?

Stop and Ask Yourself

What messages am I communicating daily? Weekly? Are they consistent? Are they supportive?

Am I noticing and acknowledging good work around me? How?

How is morale? How am I contributing to a positive outlook among my employees? Am I lowering anxiety and reducing unnecessary hassles?

Poll

Have you started the developmental process from last webinar with any of your direct reports?YesNo, but plan toNo, but have meetings set upNo, too hard to find time

If yes, how is it going so far?ExcellentBetter than ExpectedGoodNot SureNot so good

Meeting 1 & 2 Recap

Meeting One• You set the stage for a

developmental framework

• You assigned 3 reflection exercises about aspirations (Noble Purpose, 27 Things, At My Best)

Meeting Two• You had a conversation

with your direct report about the exercises, identifying themes and areas of importance for development

• You assigned “Strengths I see in myself”

Meeting Three

Before Meeting:Reflect on what you heard from your direct report about her/his hopes for the future in previous meetings. When she/he is at her/his best? What are the conditions? What stands out to you?

During Meeting:• Re-establish trust, set the

emotional tone• Start the conversation: What

have you been thinking about since we last met?

• Will you share your sense of your own strengths (from last assignment)

• Assignment: career lifeline, leadership self study

THE CONVERSATION“I really enjoyed our last conversation about where you want to go in your life, times when you feel you were at your best—even your noble purpose. Is there anything else you’d like to add to the conversation we had? [“Here’s what stood out to me, as your manager…”]

Last time we spoke, I asked you to reflect on your strengths—what you believe they are, including any that may not be fully utilized in your current role. What did you come up with?”

After the direct report shares reflections, deepen the conversation with open-ended questions; share your sense of her/his strengths.

Assign your direct report 2 exercises

–Career Lifeline–Leadership Self-Study

Career Lifeline

• Draw a line across a page. At the right, list your most recent job, along with dates and highlights/lowlights.

• Work to the left, in descending order of past jobs.

Leadership Self Study• Find 2-4 people who will be

honest and supportive; go for a walk and talk with them for 30 minutes

• Ask them 3 questions1. What do you notice when you

interact with me?2. What 3 things do you

appreciate most about me?3. What 3 things would you like

me to differently to be more effective?

Meeting Four: Follow–up Conversation

Meeting Four: Use Scaffolding

• Listening• Paraphrasing • Checking for

understanding• Inquiry

• Assign “Personal Balance Sheet”

“So, here’s what it sounds like your work history has been about for you?

Did I get that right? What did I miss?

What really stands out to you from your Walk & Talks? What are you taking away from them?

THE CONVERSATION: CLOSING

“I really appreciated this time with you, it was interesting to learn about your career history and what it was like for you along the way. I also enjoyed hearing about your conversations with people about what they appreciate and also would like to see you do differently. There’s a lot to think about and consider in there. A lot to feel good about.

For our next meeting, your task is to reflect on your Personal Balance Sheet– a step toward determining what you may want to focus on as we identify your developmental goals next time we meet.”

Assignment: Personal Balance SheetAssets Liabilities

Distinctive Strengths My Weaknesses

Potential Strengths Weaknesses I Want to Change

My Enduring Dispositions that Support Me My Enduring Dispositions that Get in My Way

Coaching with Compassion Timeline

Q & A

Upcoming Rypple Webinars

Coachable Moments

Tuesday, December 13, 2011

Scott EblinPresident, The Eblin Group

Coaching with CompassionPart 3

Suzanne Rotondo Teleos Leadership Institute

Contact Us

www.teleosleaders.com

srotondo@teleosleaders.com

gschmelzer@teleosleaders.com

Teleos Leadership Institute7837 Old York RoadElkins Park, PA 19027267.620.9999

ReferencesBoyatzis, R. & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting With Others Through Mindfulness, Hope, and Compassion. Boston: Harvard Business School Press.

Boyatsis, R., Mckee, A., & Johnston, F. (2008). Becoming a Resonant Leader. Boston: Harvard Business School Press.

Boyatzis, R. E., Jack, A., Cesaro, R., Passarelli, A. & Khawaja, M. (2010). Coaching with Compassion: An fMRI Study of Coaching to the Positive or Negative Emotional Attractor. Presented at the Annual Meeting of the Academy of Management, Montreal.

Boyatzis, R.E., Passarelli, A.P., Koenig, K., Lowe, M., Mathew, B., Stoller, J. & Phillips, M. (under review). Examination of the Neural Substrates Activated in Experiences with Resonant & Dissonant Leaders. Leadership Quarterly.

Boyatzis, R.E., Smith, M. and Blaize, N. (2006) “Developing sustainable leaders through coaching and compassion, Academy of Management Journal on Learning and Education. 5(1): 8-24.

Cattaneo, L. & Rizzolatti, G. (2009). The mirror neuron system. Neurobiological Review, 66(5), p. 557-560

ReferencesDecety, J. & Michalska, K.J. (2010). Neurodevelopmental change in circuits underlying empathy and sympathy from childhood to adulthood. Developmental Science. 13: 6, 886-899.

Doidge, Norman: The Brain That Changes Itself. New York: Penguin, 2008.

Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Press.

Isen, Alice M. (2002). "A Role for Neuropsychology in Understanding the Facilitating Influence of Positive Affect on Social Behavior and Cognitive Processes."Handbook of Positive Psychology. C. R. Snyder and S. J. Lopez. Oxford (Eds), England and New York, NY, Oxford University Press: Chapter 38: (pp 528-540).

LeDoux, J. (2002). Synaptic self: How our brains become who we are. NY: Viking.

Kegan, Robert . (1994). In Over Our Heads: The Mental Demands of Modern Life, Cambridge, MA: Harvard University Press.

Sapolsky, R. M. (2004). Why zebra’s don’t get ulcers (third edition).NY: Harper Collins.