Tag: leadership

3D Ideas 763: Modelling

Congratulations to Su Blanch who has been awarded the ACC credential from the International Coaching Federation
Claire writes: “‘Let us all be the leaders we wish we had’ says Simon Sinek in the last sentence of his book Leaders Eat Last.
The most common feedback I hear from second and third level leaders in organisations is that their leaders don’t (seem to) do any development.  Sometimes that’s true.  And sometimes they are developing themselves in their role and not telling anyone.  If we want our people to learn and grow and develop, perhaps they need to know that it is also our practise to learn, grow and develop.  Even when that exposes some vulnerability for us.”

All of our coaches are working on their own practise.  And there are some new programmes coming up where you can develop yours.

  • Clare is starting a new online mentor coaching group on Fridays at 13.00-14.00 from 5th May
  • Claire is starting a new online practicum where people can practice, practice, practice what they are learning about coaching Fridays 14.00-16.00 from 19th May
  • Clare is sharing what we are learning about using coaching in transition online 11th May 09.30-10.45
© 2017 3D Coaching Ltd
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3D Juggling 699: Masks

Alan writes: “Since 2013, Steve Wintercroft2015-10-05 17.02.24  and his wife have been designing polygonal DIY mask kits for home assembly. Human faces. Animals. Weird and wonderful creatures. All are available. The trick is simply this: you go online and order the mask you want; you pay online (£4.50 each) and download the template; then you find some scrap cardboard, some tape and glue and a ruler and craft knife – and the world of dressing-up is, as they say, your oyster!

Next week I am working again with a leadership team. We’ve come a long way in the past year in terms of thinking about strategy, behaviours, individual styles and team alignment. It hasn’t always been easy, but in truth, comparing where they were to where they are is like comparing night and day. One thing remains. Mask-removal.

We all wear masks. Not of the cardboard variety. I mean, we all go through life in our families, in our communities, our churches and in our workplaces either hiding behind a front we put on – or, just as frequently, putting on a front (or a mask) as a piece of combative strategy. We are seldom, truly, ourselves.

My team has moved a long way. The next step is the really big one. Can they now, having worked out what they’re meant to be doing, and having established a good deal of trust, risk removing their ‘masks’ and being themselves. For some this will mean being bolder; for others, it will mean risking being vulnerable. For all of them, it is – I suspect – the step that will move them from being ‘effective’ to being ‘transformative’ and ‘high-performing’. We are only truly transformative when we are ourselves, masks off.

What mask do you wear? What, I wonder, would it take for you to remove it?”

© 2015 3D Coaching Ltd
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3D Juggling 682: Using coaching at work

Claire writes: ‘The best and simplest learning from coaching has a contribution to make to conversations at work – sharing responsibility develops confidence in staff; creative silence gives space for thinking and helps people come up with their own solutions; contracting helps start conversations well and enables them to be more productive; noticing what you see (without judging) allows for significantly more challenge than diagnosing. We are collecting short 1-2 minute videos with people’s best examples of using coaching at work – to share through the website. So if you have an example and a smart phone we’d love to hear from you.

At last year’s Coaching at Work conference, the University of Sydney’s Tony Grant observed how coaching has developed at work:

  • Generation one was performance management conversations without the litigation!
  • Generation two brought overly mechanical approaches which tried to fit a professional coaching model into the workplace
  • Generation three is less about tools and techniques and more about internalising coaching principles to enable staff to develop and flourish in the workplace – which benefits the organisation as well

It’s all about the quality of our conversations. Talk to us if you would like to develop more effective conversations in your workplace.

© 2015 3D Coaching Ltd
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3D Juggling 681: What’s Resourcing You Part 1

Claire writes: “Preparing for a day with a group on fully inhabiting leadership was an opportunity to think about what stops us stepping up?  There is plenty to read and courses aplenty.  Yet when people still feel they are not quite there, apart from the positive benefits of a certain element of doubt, what might be happening?

Some of the leaders we work with are surrounded by teams – some are physically more isolated.  Nicky and I have both received systemic training recently from John Whittington who asks: What’s behind you? What’s resourcing you?   He talks about each of us coming with a plume of feathers behind us – like a peacock – people who rate us, who commissioned us, who trained us, who love us, our family of origin and so much more.  Some are resources.  Some are entanglements – the person we felt bullied by who we haven’t seen for years but whose shadow inhabits our back stage.  Unconscious entanglements can hold us back.  Acknowledged, and processed those too can become resources and make us who we are.

So what is behind you? What’s resourcing you? If you feel lonely or cut off, what needs to happen for you to notice it and bring it closer?  Who is in your cloud of witnesses? They don’t need to turn up in your building.  Acknowledging they are there can make a significant difference.

Many of the things that may be raised by this blog can be dealt with through reflection or coaching.  If it’s more complex and you can’t access it, that may be a sign that you would benefit from a different kind of support.  Happy to talk if it’s useful to work out what that might be.

© 2015 3D Coaching Ltd

May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link toinfo@3dcoaching.com

3D Juggling 679: Are you an imposter?

Claire writes: “A colleague in Leadership Development was telling me about some research on why senior leaders can sometimes be reluctant to engage in training and development. Most of us suffer from imposter syndrome – that fear that someone will find out that we don’t know everything about what we are doing. It appears that there is a feeling that if we engage in further training and development, it will just confirm that we are not entirely competent in what we do, so we don’t go. Interesting when vulnerability is an important leadership quality.

A couple of days later someone else talked about whether it is possible to be formed as a leader from the first chair? In the second chair, we can safely receive feedback and development and not knowing is a great quality. In some sectors that formation of leaders happens over many years. It is an interesting question for people in the church, for example, where most people start their post of first responsibility in a place where there is little or no first hand feedback from peers.

Reflection, making mistakes, learning from them and not knowing all the answers makes great leaders. So being an imposter may not be such a bad thing. After all, who wants to work with or for someone who believes they know absolutely everything?!

© 2015 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com Register here to receive our blog posts every Monday by email

 

3D Juggling 654: What is a wheel?

Most of the 3D team have had a change of pace over the summer – and it’s good to be back into the new season.  Congratulations to Peronel who has just been awarded the Associate Certified Coach credential.

Claire writes: “We went for the slow static break this summer – on a campsite in Suffolk.  After the American gap-year-in-a fortnight with one of my daughters earlier in the year, it was great to park the wheels and to be in the same place and to allow the mind and the body to slow down in sync.  Time and space often get out of alignment.  In May we went to Philadelphia twice within three days – but so much had changed in my thinking and perceptions during the time we were upstate, that it felt like a very different place.  That’s why the ‘Where are we now? What do we need to do next?’ questions from the coaching toolkit are so useful at work.

[Wheels allow us to move where where we need to go physically. Which is interesting to notice when so many organisations have a reporting structure that looks like a wheel – and where board or trustee meetings are spokes reporting into a hub.  One of my summer thinkings has been t notice how that can make an organisation quite static.  Because wheels are meant to be a moving part that allows the vehicle to travel where the organisation/ stakeholders need it to go.]

© 2014 3D Coaching Ltd
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3D Juggling 643: Sabotage

Claire writes: “My daughter is learning to drive. I’m sure that she would love it if, one day, the instructor just told her that he had changed roles and become the examiner, and that she had passed her test without even knowing it was happening. At work, we change roles all the time without saying anything.  We flip from manager to mentor, supervisor to friend, non directive to directive.

When we take responsibility to change roles, without asking, we take the power.  If I am doing an appraisal or review and decide that what you really need in response to what you are saying is some deep listening around a specific issue, and I do that without asking, I have sabotaged your review.  I may be right.  But I need to ask or I deny you your review of the last year.  Working out between us what we need to do today and how we will do it is harder work that just doing what we normally do takes more time.  And it is more transformational for all parties.  If you agree with this, and find it hard not to change roles, try sitting in a seat where you don’t normally sit.  It’s amazing how that can help us stay in role!”

© 2014 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

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3D Juggling 641: Divergent

Claire writes: “One of my committments for 2014 has been to dip out of work early to watch a Friday Matinee with my daughter.

Friday’s film choice was Noah or Divergent.  Having no desire to see Noah, we went into Divergent with absolutely no idea what it was about.  It’s a great film – and the first in a trilogy.  It has much to teach us about the world of diagnostics and labels.  In this world, people live in factions which can easily align with many communications-style profiles.  Amity are kind and peaceful.  Abnegation are selfless servers, Candor value honesty, Dauntless are the protectors and Erudite are smart and logical. There is no room in this world for people who are more than monochrome in the way they engage, and people live in Factions.  They choose at 16 in a ceremony resembling Harry Potter’s Sorting Hats, and there is no capacity to change or develop. Those who don’t fit – or fit in more than one faction are called Divergents.

In that dead time before the film started, I was mulling over a comment someone had just made on a residential: “Is it OK to be an introvert?”. Organisations and society need people who can change and develop and work with others who are different from them, and we need to ensure that our working practices support that.  Yes, of course it is OK to be an introvert.  And residential programmes  need to have space for introverts to flourish, contribute and recover.  Healthy organisations need divergent people not factions.”

© 2014 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
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3D Juggling 624: Leaders, Followers and Fans

Claire writes: “I often hear people saying that you can tell a leader because they have followers. A recent online Harvard Business Review talked about other characteristics of leaders.  And it’s true whether they are paid or volunteers:

  • They create value
  • They have a circle of influence
  • They lead people rather than simply managing work

And in the same way that leaders have followers, suppliers have customers or fans.  That’s a good lesson to small business owners wanting to get people along to a workshop as much as it is to churches or voluntary organisations trying to make a difference in their community. If you want to get buy in,

  • You’ll develop relationships first
  • You’ll listen to your potential customers
  • You’ll create something with them”

“I suppose leadership at one time meant muscles; but today it means getting along with people.” Mahatma Gandhi

© 2013 3D Coaching Ltd
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Leadership and Management – what’s the difference?

People often talk with us about the difference between a manager and a leader.  Useful insights in a recent Harvard Business Review blog from Vineet Nayar