Leadership Coaching

Insightful and Effective One-to-one Coaching

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You will be hard-pressed to find an Olympic athlete or premier division sports team without a coach. Even when a midget team of junior athletes in any sport finds themselves without a coach then it’s never long before the most able parent steps into the breach, because we know inherently that coaching is a necessity in order to see athletes achieve their potential, whether they be pre-schoolers or elite professionals. Yet how often are team leaders in business left to ‘learn from observation’ which is a sluggish and haphazard way to develop people at best. After 30 years of developing people (including sports team coaching), and particularly those in leadership roles, my two key strengths are clear: the ability to quickly connect with coachees, and the skill and insight to challenge them to lead more effectively.

It’s always my preference to coach people who have some exposure to my leadership content via conference speaking or workshops or training programs- contact me to talk further about your leadership coaching requirements today!

Entertaining, engaging and inspiring

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The following is a coaching story from my book “The Art of Persuasive Influence”. I was coaching a team leader from one of my leadership programs who informed me he was quitting the course because he was resigning from his job - the problem: his manager was micromanaging him and he was finding it intolerable. My initial question to him was “Do you really want to leave the job?” because I needed to ascertain if he had the energy to pursue a solution, which he did- it was only the micromanagement that he was finding unbearable. So, I discussed with him the approach that I suggest in many of these kinds of situations whose direct reports are raising potentially contentious issues with their up-line management. Having covered the “Above the Line” model in training, I began by asking him how he thought the manager might respond to the suggestion that she was micromanaging him. He thought that she would quite likely get defensive, and when I asked him why, he thoughtfully considered the question and then responded that the term ‘micromanagement’ was a derogatory comment on her leadership. So, we discussed alternative language that was less inflammatory. The biggest question I wanted him to consider though was what he thought was causing his manager to micromanage him. He concluded that it was a lack of trust, so I suggested to him that the more he could take responsibility and ownership for the issue of lack of trust, the more likely he was to get a positive outcome- in other words, I suggested to him that he was the one that needed to change rather than his manager.

He then went to see his manager and talked the problem through with her. He was careful to omit the word ‘micromanagement’ from the conversation, and he set his tone to be neutral and non-judgemental. He suggested to his manager that because she was spending so much time watching over his work that he wondered if she had an issue of trust in his ability. She responded somewhat defensively to this suggestion as if it were a slight on her leadership, but he continued the conversation without an accusatory tone and instead said to her that he wondered if it wasn’t so much her issue, but rather his issue for being insufficiently trustworthy in some areas. He took full ownership for the issue of untrustworthiness and asked her in what areas she needed him to become more trustworthy. This tactic changed the manager’s response to him entirely- they worked through the situation to a very positive outcome- he kept his job and enjoyed it a lot more, she freed up her time as he became more trustworthy.

That was a fantastic final outcome for someone that really didn’t want to leave either their job or the course. In this case, it was certainly more effective to be involved in this 1-1 coaching because we had already covered off leadership models in the training program. It’s always my preference to coach people who have some exposure to my leadership content via conference speaking or workshops or training programs, and it’s also always my preference to work with the unable rather than the unwilling!

Contact me to talk further about your leadership coaching requirements today!

Read The Video Transcript

The Art of Persuasive Influence

This free chapter (10) from the book “The Art of Persuasive Influence” focuses on Courageous Conversations and includes the story: “Teaching a Bold Dog New Tricks!” which details the story of coaching a team leader to have a challenging conversation with a particularly resistant team member.

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B.O. - Mine Manager, Waihi Gold Mine

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G.S. - Exec Director, VINZ

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A.M. - General Manager HR, Steel & Tube

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A.M. - General Manager HR, Steel & Tube

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Annah Stretton,Leading NZ fashion Designer, Entrepreneur, Philanthropist and 2019 Finalist for New Zealander of the Year

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Mike Allsop, Everest Climber & 777 Athelete (7 marathons in 7 days on 7 continents)

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Mike Allsop, Everest Climber & 777 Athelete (7 marathons in 7 days on 7 continents)

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Annah Stretton,Leading NZ fashion Designer, Entrepreneur, Philanthropist and 2019 Finalist for New Zealander of the Year

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Kevin Biggar, Atlantic Rowing Race World Record Holder, TV Reality Show Presenter