Transformational “Leadership is critical to…future success. It is like oxygen – without it, you die. As an organization, we don’t want to wonder where our next breath is coming from.” – Mark Miller
Content Overview Transformational Leadership For Business.
- 4 Transformational Leadership For Business Principles Of Top Performing Organizations.
- Transformational Leadership For Your Organization. Becoming A Great Coach.
- 10 Transformational Leadership For Business: Steps To Coaching For Success.
- Transformational Leadership For Business: Coaching For High Potential Leaders.
- 5 Transformational Leadership For Business: Skills Critical To Coaching High Potential Leaders.
- 10 Transformational Leadership Business: Team Coaching Lessons Every Leader Must Know.
- 7 Challenges Managers Need To Conquer To Develop High-Performing Transformational Leadership Teams.
- 8 Necessary Skills In Transformational Leadership Team Coaching.
- 8 Transformational Leadership Business Steps To Understanding The Coaching Process, The “CID-CLEAR” Model.
- 5 Transformational Leadership For Business Roles A Coach Must Lead In Each 5 Discipline Of Team Building.
- 9 Transformational Leadership For Business Skills Coaches Must Develop.
- 20 Transformational Leadership For Business Lessons On How To Be A Great Coach.
Transformational Leadership For Your Organization. Becoming A Great Coach.
Learning with your clients.
- Discover who they are – their values, hopes and ambitions.
- Gain their agreement to do what it takes to spur them to reach their goals and potential, even though the path might prove long and difficult.
- Ask probing questions.
- A great question delivers more value than any advice.
- Guide clients into conversations to share insights and experiences keyed to their challenges – conversations about “accountability,” confidence, optimism or admitting mistakes.
Coaching yourself to greatness.
- “The Leader Coach is not a dispassionate judge who enumerates the Talent’s countless flaws, nor is she a sightless cheerleader blindly dispensing plaudits.”
- “Practicing seeing the world through the eyes of others. Practice being totally present with others, even for a short time.”
- “Integrity begins when we start accepting who we really are. Coming to accept yourself and be honest about your actual values releases significant personal power.”
Don’t confuse coaching with friendship.
- You must hold your clients accountable, so always tell them the truth.
- Shake them up when you need to, with tough feedback that you deliver without malice or cruelty and always in their best interests.
- Don’t offer solutions or advice as a consultant might. Instead, encourage people to arrive at their own answers.
- “Ultimately, the test of any coach’s success is whether there are visibly higher performance and accelerated development in those being coached.”
- What is transformational leadership? A model for motivating innovation.
10 Transformational Leadership For Business: Steps To Coaching For Success.
- Effective coaching centers on the client.
- Strive to create a “coaching culture,” in which formal and informal coaching pervades the organization.
- Masterful coaching takes extraordinary self-awareness, restraint, humility, emotional intelligence and generosity.
- Coaching only works when your client – the “Talent” – sets the agenda, wants you as a coach and wants to change.
- Use the 3C Coaching Model built on “Character, Connection” and “Conversation.”
- Character: Share and stay true to your values. Coaching without values is worthless.
- Connection: Identify, believe in and build on your clients’ potential and strengths.
- Conversation: Focus every word and thought on the client, not your own interests.
- Embrace emotion in coaching. Manage yours, and help your clients manage theirs.
- As a coach, don’t sympathize, teach, mentor, advise or offer therapy. Let clients find their own solutions and take responsibility for their own change.
- The Master Coach. Leading with Character, Building Connections, and Engaging in Extraordinary Conversations. Gregg Thompson. SelectBooks, 2017. Pages 224.
Transformational Leadership For Business: Coaching For High Potential Leaders
- Rapid change has created a leadership void and a growing demand for young leaders.
- Great leaders develop over time through practice, coaching and stretch assignments.
- To accelerate leadership development, assign high-potential leaders to take on increasingly challenging roles.
- If you want to lead, take charge of your career. Don’t wait for an invitation.
- Work daily on five skills critical for hipos.
5 Transformational Leadership For Business: Skills Critical To Coaching High Potential Leaders.
- Manage your time. Time constraints can derail you.Eliminate unnecessary protocol and meetings. Build routines around necessary processes, like information flow.
- “Former US Army General Colin Powell’s “40-70 rule” says to delay decision making until you have at least 40% of the information you’d like, but decide before you have 70%. Otherwise, you’ll wait too long, and the opportunity could pass you by.”
- Constantly search for high performing leadership talent inside and outside your firm. Integration involves bringing people together, creating energy and value. Seek other integrators, and assign them to lead diverse teams. Run productive, focused meetings. Arrive at clear decisions that address problems.
- Test your ideas, share them boldly and get steadily better at executing them. Develop a vision for your idea by imagining the world after your idea succeeds. Consider how outside economic factors or geopolitical change might help or hurt you.
- Learn constantly. Get outside your walls, speak with customers, know your competitors and understand the world in which your firm competes.
- Develop better thinking skills and judgment by opening your mind, remaining curious and networking. Acknowledge your biases and test your assumptions. Consider other people’s perspectives. Strive for a healthy balance between success at work and success at home.
10 Transformational Leadership Business: Team Coaching Lessons Every Leader Must Know.
- Team coaching combines the two elements of individual coaching and consulting with inspiration from sports training.
- Strong leadership teams are critical to organizational success.
- Team coaches help teams come together, set goals and assess their results.
- Team coaching targets senior leadership, but it is also useful for management teams, project teams, account teams, and virtual or international teams.
- Team coaching can help boards of directors handle their substantial responsibilities.
- To develop successful teams, use the “five disciplines”: “commissioning, clarifying, co-creating, connecting and core learning.”
- Selecting a team coach requires defining needs and measuring results.
- The coach and the team must create a contract describing the team’s goals for the coaching process.
- A coach must be a partner to the team while maintaining humility and a sense of humor.
- Coaching a corporate transformation is like steering a “ship through stormy seas while rebuilding the ship at the same time.”
- Balance the needs of various constituents – Leaders may feel that they have less control because they must answer the demands of more stakeholders.
- Handle tactical jobs and strategy – Leaders must work on business transformations while they manage day-to-day operations.
- Cope with channel conflict – Disagreement between two upper-level leaders can paralyze an organization, but a lack of productive conflict can be just as damaging.
- Wear multiple hats – All workers maintain membership in many groups, ranging from local to global. Leaders must take all these roles into account when managing a team.
- Develop perspective – Leaders must maintain a clear perspective despite the complexities of a highly connected business world.
- Manage virtual employees – The nature of work is changing from on-site employment during set hours to any time and any place work that goes on around the clock.
- Prioritize the connections rather than the parts – Leaders must manage the conversations, conflicts, and relationships among groups and individuals.
8 Necessary Skills In Transformational Leadership Team Coaching.
Team coaching combines individual coaching and consulting with inspiration from sports training. High-functioning sports teams respond to stressful moments instantly because they practiced their responses and execute as a team.
- “Storming”– The coach supports the team as its members learn to work together.
- “Team building” or “forming” – Coach and team focus on its mission and goals.
- “Team facilitation” – One member takes ownership of the process so other members can focus on the job.
- “Team process consultancy” – The coach observes how the team works together.
- “Team coaching” – The coach helps the team learn.
- “Leadership team coaching” – The coach assists the team in understanding its impact on the organization’s constituents and stakeholders.
- “Transformational leadership team coaching” – The coach helps the team change the firm into its next incarnation. “One CEO described this as having to navigate the ship through stormy seas while rebuilding the ship at the same time.”
- “Systemic team coaching” – The coach focuses on factors that improve or detract from a team’s performance.
8 Transformational Leadership Business Steps To Understanding The Coaching Process, The “CID-CLEAR” Model.
- “Contracting 1” – The coach holds an initial discussion about the team’s understanding of coaching, and everyone works toward an agreement about what the coach’s job entails.
- “Inquiry” – In this data-gathering phase, the coach learns about how the team works.
- “Diagnosis and design” – The coach analyzes the data from the first two steps.
- “Contracting 2” – The coach and the team create a contract describing the team’s goals for the coaching process.
- “Listening” – The coach examines the issues identified in the previous step, while remaining alert to verbal and nonverbal feedback.
- “Explore and experiment” – The coach and the team construct new ways of behaving that address the issues they’ve identified.
- “Action” – The team takes the knowledge it’s gained and puts it into practice, sometimes using “SMART (specific, measurable, actionable, realistic and timely)” action steps.
- “Review” – In this final step, the coach and team examine how the process unfolded and make plans for the next stages.
5 Transformational Leadership For Business Roles A Coach Must Lead In Each 5 Discipline Of Team Building.
- “Commissioning” – Team members delineate the group’s purpose and establish how it will measure success. To coach a team in the commissioning stage, the coach gathers data about the goals of the company’s transformation plan, how the team enacted the plan and what the members thought of the results.
- “Clarifying” – The team develops and defines its mission, goals, values and processes. In this stage, the coach helps the team examine why it operates, where the company focuses, what values mold the business and what the team hopes to become. This discussion helps team members own their goals and prepare to execute the resulting plan.
- “Co-creating” – The team monitors how it functions as a whole, celebrates its achievements and corrects any malfunctions. To achieve co-creation, the coach looks at the team’s objectives and the measures it uses to assess success. The team coach can observe meetings or help the team members process the results of their work to help them stay on track.
- “Connecting” – The team focuses on how each member connects with external stakeholders. In the connecting phase, the coach helps team members look outward to see how the constituents of the organization perceive the team’s goals and results.
- “Core learning” – Team members assess their performance and draw lessons from their experience. The coach gives the team members feedback on their performance and what they can change in the future.
“The myth of the perfect CEO or perfect leader is prevalent in many companies, organizations, sports teams and indeed even in the politics of nations.” – Peter Hawkins
9 Transformational Leadership For Business Skills Coaches Must Develop.
Adapting to coaching a team rather than separate individuals requires attending more to the team than to any one member, which is also the mind-set of a sports team’s coach. The team coach must understand his or her team members and the company’s processes.
- “Self-awareness” – Understand the team’s verbal and non-verbal cues.
- “Self-ease” – Don’t worry about proving yourself.
- “Staying in the partnership zone” – Serve as the team’s partner, not its boss or subordinate. Do not “fall into deference or…arrogance.”
- “Appropriate authority, presence and impact” – Lead firmly to help the team accomplish its work.
- “Relationship engagement” – Try to relate to the other members on your team as much as possible.
- “Encourage” – Help inspire the team members and instill “appropriate enthusiasm.”
- “Working across differences” – Help others manage their varied cultural expectations, whether from working in another department or in another country.
- “Ethical maturity” – Develop a strong ethical and moral base, and exercise it when the team needs guidance.
- “A sense of humor and humility” – Laugh at yourself and try to recognize your fallibility.
20 Transformational Leadership For Business Lessons On How To Be A Great Coach.
1. “You Can’t Be a Leader Without a Following”
2. “Ask Questions – Don’t Just Tell”
3. “Receiving Feedback Means Active Listening”
4. “Coaching Also Benefits the Coach”
5. “Guide – Don’t Judge – When Coaching”
6. “Organize Your Coaching Sessions Well – Start in the Correct Direction”
The “GROW” model is a well-known coaching tool. The coach and the employee agree at the outset on a specific “Goal” for the session – i.e., dealing with a specific issue and objective. “Reality” refers to particular examples and behaviors that you and your employee refer to. Discuss the “Options” the person you’re coaching might adopt. Make choices. “Wrap up” includes a commitment to action, specific steps and a time frame.
7. “Great Teams Overcome Differences in Styles of Working”
8. “Overcome Your Coaching Blocks, or You Will Never Delegate”
9. “‘Instant Payoff’ Coaching Can Work, Though Only If Delivered Well”
10. Evaluate “Will, Not Just Skill”
11. When an Employee Hesitates, “First Build Trust”
12. “You Can’t Motivate Others if They Can’t See You”
13. “Take Time to Anticipate Cultural Differences”
14. “Know How to Set Up Teams Well”
15. “Use the Power of Questions that Reframe”
16. “Coaches Work with Observable Facts, Not Just ‘Gut Feel’’’
17. “Providing ‘Upward’ Feedback to the Boss Can Have Its Benefits”
18. “Become Eloquent in the Language of Setting Goals”
The art of setting goals, whether “process goals, performance goals or outcome goals,” is to set the bar sufficiently high. Goals should be “SMART”: “Specific, Measurable, Action-oriented, Realistic and Timely.” Goals must be visible; encourage employees to state their goals publicly and write them down. This enables each person to build his or her consciousness about a specific goal, and to construct and follow steps to its eventual fulfillment.
19. “Mentor Someone and Be Mentored”
20. “The Effects of Your Coaching Can Be Even More Powerful than You Imagine”
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