{"id":63,"date":"2021-04-20T18:37:09","date_gmt":"2021-04-20T18:37:09","guid":{"rendered":"https:\/\/coachingaltitude.com\/?page_id=63"},"modified":"2023-11-21T15:53:14","modified_gmt":"2023-11-21T15:53:14","slug":"resources","status":"publish","type":"page","link":"https:\/\/coachingaltitude.com\/resources\/","title":{"rendered":"Resources"},"content":{"rendered":"
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COACHING FOR PURPOSE<\/strong><\/strong><\/p>\n\n\n\n

Executive coaches have become increasingly prevalent over the last 20 years in the for-profit sector, where, not surprisingly, businesses invest more time and resources to develop leadership capacity compared to not-for-profit organizations. More recently, independent school heads\u2013particularly those newly appointed\u2013often have a leadership coach through the first 1-3 years of their transition, though this is rarely extended to other leaders in a school. The benefits of coaching, even for highly-successful leaders, are coming into focus. <\/p>\n\n\n

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Coaching is a relationship that helps leaders maximize opportunities and get through the most difficult challenges in their careers.<\/em><\/p>\n
Donna Orem
NATIONAL ASSOCIATION OF INDEPENDENT SCHOOLS 2017<\/strong><\/cite><\/blockquote>\n<\/div><\/div><\/div>\n\n

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Organizations are also embracing an evolved vision of leadership: the leader as coach. For independent schools\u2013already oriented with a growth mindset as learning organizations\u2013folding in the premises and tactical skills of coaching among the leadership team is a natural next step. <\/p>\n\n\n

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Increasingly, coaching is becoming integral to the fabric of a learning culture\u2014a skill that good managers at all levels need to develop and deploy.<\/em><\/p>\n
Ibarra and Anne Scoular
Harvard Business Review 2019<\/strong><\/cite><\/blockquote>\n<\/div><\/div><\/div>\n\n

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LEARN MORE ABOUT COACHING<\/h5>\n<\/div><\/div><\/div>\n\n
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How Supportive Leaders Approach Emotional Conversations<\/h4>Many leaders aren\u2019t aware when they\u2019re using emotionally dismissive and potentially harmful language with their employees. Most of the time, unintentionally dismissive language comes from a place of caring. Leaders want to support the person, to help them move through their issue, to minimize their pain. Sometimes in an attempt to minimize the pain, they minimize the person as well. On the other hand, some leaders believe that emotions don\u2019t belong in the workplace. The past two years of compounding emotional strain have made it increasingly clear that managers need to shift their focus to meeting and supporting employees\u2019 emotional well-being. It\u2019s no longer enough to simply provide the operational tools and resources for your team to function \u2014 you also need to create psychological safety for them to thrive. That means getting comfortable with having uncomfortable conversations. The author presents six ways for managers to be supportive when someone shares an emotional situation or challenge.<\/div>
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Elevating Your EQ: The Coaching Quotient<\/h4>Five years ago, I led a project with Crescent School (Toronto) to define what thriving and being \u201cin flow\u201d look like for employees. The result was the Crescent School Competencies: skills, knowledge, and behaviors that all employees aspire to embody. Among them is emotional intelligence, a competency touted globally as the number one indicator of a leader\u2019s success. I would add that emotional intelligence is the number one driver of all individuals\u2019 success. It speaks to our humanity, which is our ability to understand ourselves and develop strong relationships with others. Crescent defines EQ (emotional quotient) as \u201cthe ability to understand and manage one\u2019s own emotions and well-being, as well as the emotions and wellness of others.\u201d We further break it into the five dimensions that Daniel Goleman, the leading expert on emotional intelligence, created: self-awareness, self-regulation, motivation, empathy, and social skills.<\/div>
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Successful Leaders Are Great Coaches<\/h4>More and more executives are realizing that the successful leader must be a good coach. But what do good coaches do? The authors cover five areas: Care for your teammates, Organize them into their \u201csweet spot,\u201d Align them around the organization\u2019s purpose and values, Challenge them to reach their full potential, and Help them reach their goals. <\/div>
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How Company Culture Shapes Employee Motivation<\/h4>In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word \u201cculture\u201d came up 27 times in 90 minutes. Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. So most executives manage it according to their intuition.\r\n\r\nWe\u2019ve found that answering three questions can help transform culture from a mystery to a science: 1) How does culture drive performance? 2) What is culture worth? 3) What processes in an organization affect culture? In this article, we address each of these to show how leaders can engineer high-performing organizational cultures \u2014 and measure their impact on the bottom line.<\/div>
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NATIONAL ASSOCIATION OF INDEPENDENT SCHOOLS 2017<\/h4>Empowering Leaders Through Coaching \r\n\r\nThis past summer, I had the pleasure of attending a MasterMind Group, led by leadership coach and former school head Abigail Wiebenson. It was nourishment for the mind, body, and soul. As participants passed comfort food, cooked by Wiebenson herself, they shared stories of success and challenge, exchanging lessons learned and brainstorming solutions. \r\n\r\nWiebenson says these monthly groups, made up of independent school heads, \u201cvalidate leadership and build confidence, awareness, and a skill base.\u201d Participants come to the group with a challenge they think could be helped by collective input. As the year progresses, her role becomes more of \u201cninja coach,\u201d she says, \u201ccoming out of the shadows when it is time to summarize, remind, validate, and wonder aloud.\u201d<\/div>
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Harvard Business Review 2019<\/h4>Once upon a time, most people began successful careers by developing expertise in a technical, functional, or professional domain. Doing your job well meant having the right answers. If you could prove yourself that way, you\u2019d rise up the ladder and eventually move into people management\u2014at which point you had to ensure that your subordinates had those same answers.\r\n\r\nAs a manager, you knew what needed to be done, you taught others how to do it, and you evaluated their performance. Command and control was the name of the game, and your goal was to direct and develop employees who understood how the business worked and were able to reproduce its previous successes.<\/div>
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Ted Talks 2019<\/h4>Want to Transform Schools & Yourself? \r\nThink Like a Coach!\r\n\r\nTo transform teaching and learning in schools, and to reinvent our communities and ourselves, adopt the mindset of an instructional coach! Coaches approach their work with vulnerability, curiosity, and caring, and these habits of mind and ways of working…<\/div>
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NPR 2013<\/h4>Lessons In Leadership\r\nIt\u2019s Not About You. (It\u2019s About Them)\r\n\r\nRonald Heifetz has been a professor of public leadership at Harvard\u2019s Kennedy School for three decades, teaching classes that have included aspiring business leaders and budding heads of state. Each year, he says, the students start his course thinking they\u2019ll learn the answer to one question:\r\n\r\nAs leaders, how can they get others to follow them?\r\n\r\nHeifetz says that whole approach is wrong.\r\n\r\n\u201cThe dominant view of leadership is that the leader has the vision and the rest is a sales problem,\u201d he says. \u201cI think that notion of leadership is bankrupt.\u201d That approach only works for technical problems, he says, where there\u2019s a right answer and an expert knows what it is.<\/div>
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Discovering Your Authentic Leadership<\/h4>During the past 50 years, leadership scholars have conducted more than 1,000 studies in an attempt to determine the definitive styles, characteristics, or personality traits of great leaders. None of these studies has produced a clear profile of the ideal leader. Thank goodness. If scholars had produced a cookie-cutter leadership style, individuals would be forever trying to imitate it. They would make themselves into personae, not people, and others would see through them immediately<\/div>
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