Leaders as Peer Coaches and Coachees EMBA Program, Koc University Mark Young Istanbul, August 3 to 7, 2012

How do leaders prepare for today’s pressures, adapt and change? Developing at the cognitive level Developing at the emotional level Developing at the behavioral level Andreas Bernhardt Source: Korotov, 2010

What is Coaching? Being an active resource to another person in building and maximizing their full potential Executive Coaching: A professional service, offered and conducted by professional executive coaches; often external resources Leader as Coach: A leadership style, applied by a leader who uses coaching elements to support and develop his people or his peers

“Leaders as Coach” means using a specific leadership style in supporting direct reports, teams and peers Leadership Style Coercive Authoritative/ Visionary Affiliative Democratic Pacesetting Coaching „Do what I tell you!" "Come with me !" "People come first" "What do you think?" "Do as I do, now!" "Try this." Modus operandi Demands immediate compliance Mobilizes people towards a vision: Sets objectives, but leaves room to decide on how to execute Creates harmony and builds emotional bonds Forges consensus through participation Sets high standards for performance – leads by example Develops people, focuses more on personal development than on task at hand Leadership Styles differ substantially with respect to approaching employees, expected decision maker, and results orientation

Feedback helps to identify blind spots The Johari Window Others Known to Unknown to „Public Self“ „Private Garden“ Known to Feedback Self „Blind Spots“ „The Unconscious“ Unknown to

Some Coaching “Ground Rules” Confidentiality Best efforts Final responsibility is with the coachee Conflicts of interest Time to be invested Expected outcomes, action planning Exit options

Basic Coaching Skills Self-awareness Listening and observing Questioning Active listening Perspective taking Seeing the whole conversation Distilling Giving and receiving feedback

Asking questions and listening actively To let the person “verbalize” the internal thinking process To develop the person’s awareness To let the person focus better on his or her issues To stimulate ownership of the issue and personal responsibility To help explore various possible answers To help clarify commitment

Active Listening 1. Ask an open question 2. LISTEN! 3. Feed back content in your own words 4. As: “Is that right”? 5 Coachee says yes or no.

Some Challenges of Active Listening 1. Ask an open question 2. LISTEN! 3. Feed back content in your own words 4. Ask: “Is that right”? 5 Coachee says yes or no. PLUS MUSTARD!

Deep Listening Active Listening To provide valuable feedback managers need to observe and listen at different levels Deep Listening More focused on other than self, aware of both content and „music“, listening with the „3rd ear“ Active Listening Very focused on what the other person is saying, recording facts, attuned Conversational Listening Engaged in the conversation, listening, talking, thinking, talking, thinking etc. Cosmetic Listening Not really listening, mind is somewhere else, pretending to be interested

Use the GROW Model GOAL What would be a good outcome of today’s discussion? What are you trying to achieve in the longer term? What are some intermediate milestones? REALITY Why have you not achieved this objective so far? What are the primary obstacles? What resources do you have and need? OPTIONS How else could you get this done, other than the way you have planned? What are some early wins? What else could you do if you had additional resources? WILL How badly do you want to do this? What happens if you fail? What are your criteria for success? Who else do you need for support? How can I help you with follow up?

Giving feedback – how to provide feedback in a professional and supportive way in coaching and peer coaching? When giving feedback it is important to create an environment where all people involved feel comfortable giving and receiving feedback so that feedback can boost their development. BOOST Feedback should be: Balanced - include both good and constructive points Observed - only give examples of what you have seen the person say or do Objective - feedback should be factual and not an attack on someone’s personality Specific - always use specific examples Timely - feedback should be given as close to the event as possible

Receiving feedback: how to benefit most from peer coaching and feedback? Think about how feedback can help: what do you want to get from feedback Be ready to invest in preparation for a feedback dialogue Be ready for new ways of looking at your thinking and behaving Be ready to be honest to yourself Be ready that the feedback partner may also give “uncomfortable” feedback Be ready to work on an action plan for change and follow through on it Try to learn from offering feedback to others