Why coaching (alone) doesn’t work

You know what the problem is with coaching? It doesn’t get my business any better results. Instead it gives me mayhem.”

This is a literal quote from a ‘Type A’ business leader. Anyone who has ever cleaned out their shed (or their teenagers room) knows it often takes making a mess to get organized. The real problem with coaching is not the mayhem. The real problem is what to do with it. A frequently heard comment from coachees is “we finally talked about the elephant in the room“.  I prefer calling that “putting the fish on the dish” and yes, I do think this is important to move beyond unhealthy conflict in teams. The issue is, what do you do with the outcome. This is where things tend to get blurry. This is also when coaches lose credibility in the eyes of their clients.

Well put-together team coaching interventions include comprehensive plans to work from strengthening the team toward strategy and execution. It builds in plans to sustain momentum, ways to hold each other accountable and metrics to measure and celebrate successes.

Coach4Results!

Scripted questions, trigger socially scripted answers. Here’s how you can break the script.

When we first relocated to Australia for a temporary assignment, my cousin Bill took us shopping. When the lady at the register asked how we were doing, my cousin proceeded to tell her all about our day. I vividly remember stifling an inner chuckle, thinking the question was no more than a polite courtesy and answering in truth would in fact be impolite as it would hold up the cue forming behind us. But my cousin was not in the least bit fussed, and true to form, he didn’t hold back.

We do it every day, we ask scripted questions and we expect and receive scripted answers in return. And if we are ever tempted to share how we are really doing, we might feel guilty, as we are going off-script and are eating into someone else’s precious time.

But what I have come to learn is that if you really want to connect with someone, you should stop, pause and be curious. Asking curious, open questions is the best way to learn, to comprehend and to challenge your own thinking. Even better, asking curious questions builds trust; it makes others feel acknowledged and understood.

You can start by asking “how has your day been so far?” instead of “how are you?”. Or take a moment and ask someone on your team “if you had a magic wand, what would you improve?” or “How do you like to be communicated with?”.

No doubt, you can think of more. Go ahead. Be curious. Watch what happens.

#breakthescript

3 seasons why life on the farm is not so laid back

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At some point last year we decided to move to the Dutch equivalent of Silicon Valley – Eindhoven. Pretty much destroyed during WWII, and lacking the characteristic Dutch historical city center, it’s safe to say that Eindhoven has made the most of its assets. They have successfully positioned themselves as Europe’s leading innovative top technology city and as such, are home to an increasing number of expats. To house their rapidly-growing and diverse population, the former Philips factories are being repurposed to become industrial-style housing. With art, music, good food and the relaxed, ‘below the rivers’ atmosphere, we were quick to sign on the dotted line. And here we are…proud owners of a piece of land …. with a build that was recently put on hold for six months because the factory ran out of bricks. No, I kid you not…things really are much more relaxed ‘below the rivers’.

Meanwhile, ‘above the rivers’, we live in a temporary home. At first glance, the house looks like an impressive farm, situated among apple and cherry trees. I was thrilled to know that my dream to go back to the country (where all is good and tranquil) would finally be realized. Over time however, I have come to learn that life on the farm doesn’t stick to arbitrary boundaries established by humans. Come Spring, literally thousands of ladybugs creep out of nooks and crannies, of which the old house has many, to try and make their way outside. Needless to say, the path to the outside is not nearly as easy as coming inside. Then, in Summer hundreds of mosquitos join the all-you-can-eat buffet in our bedroom. You kill 10, somehow 20 more appear. Out of nowhere. With no purpose other than to feed of our blood. Finally, the Fall brings big-bodied spiders, a mice plague and yes…you guessed it…the return of the ladybugs. With Winter yet to come, I feel like I live in a thriller directed by Hitchcock. And I don’t like thrillers. During the scary parts, I am usually found making tea, taking a bio-break or even doing the dishes (by hand mind you). To make matters worse, our temporary house is old, damp, internet is unreliable at best and our bathroom is situated in the common area shared with the neighbors and our landlords.

So life on the farm is not quite a laid back as Johnny D claims and I once imagined. But here’s the thing: that’s ok. I am learning that my newly acquired fear of wildlife is helping me to overcome any potential dread of starting out fresh at middle age, in a new city, with new people, new dialects and yes…with carnival.

If anyone asks, tell them I’m out shopping for wigs.

The prison called Dementia

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The story of the eccentric Drs.F.

Drs F. was always a little eccentric. When he tried to quit smoking, he would walk around with a cigarette stuck behind his ear. He used to play chess with someone in a nearby flat, using a CB radio. He would buy the Pravda through his kitchen window, making it feel like a clandestine exchange. My father, the commie.

At Sinterklaas, he used to stage the magic delivery of gifts and at New Year’s he would stand outside the flat window to entertain us with sparklers. We would not be allowed outside because fireworks could cost you your fingers and eyesight. My father, the fearful hero.

At his retirement, his co-workers shared stories of Drs F. playing slightly inappropriate practical jokes on colleagues and managers. He would pretend the office toilets were a train. Armed with a whistle, he would signal out loud that the imaginary train was leaving the station. My father, the clown.

Drs F. loved to recite poems as if he was an actor on Broadway or West End. He would embarrass us by singing out loud in public places. And when Drs.F became an opa, he told bedtime stories in ways no one else could. My father, the entertainer.

Behind that exterior, Drs.F harbored many sad memories. Countless stories were repeated over and over again, of his poor upbringing, the absence of his father, hunger during the war and his post-war recovery in Switzerland. And contrary to what they say, time made memories worse, not better.

Drs F. lived alone for most of his live. He did not socialize if he could avoid it and made it difficult for others to connect with him. He quietly read newspapers in the library, watched VHS tapes with trains making their way through the Swiss Alpes and turned on his digital fireplace to warm himself. Loneliness is in the eye of the beholder.

In 2013, Drs.F. was diagnosed with Frontal Temporal Lobe Dementia. It turns out the atrophy affecting his brain is painfully selective. While vividly aware of what is happening to him, Drs.F has gradually lost the ability to use language. Meanwhile, the heart-breaking memories remain, locked inside with no way out. My father, the prisoner.

To find a cause, a treatment, an escape from prison, we depend on persistent scientists, who are studying this complex spectrum of diseases. The hope is that one day, these brilliant minds of National Health Institutes and Academic Treatment Centers from across the globe manage to put the extremely difficult puzzle of genes and environmental factors together so the doors to prison can be unlocked. Meanwhile, thank you to those companies that invest in the area of FTP and other rare diseases. Not for profit, but for freedom. You embody hope. Thank you.

#alzheimercentrumerasmusmc #alzheimernederland #AlzheimerCentrumAmsterdam #theaftdorg #alzorg #FTD #preventdementia #researchdementia #healthcare

Coaching for success? Watch Master Chef Australia!

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Let me start by clarifying the following. There are many, many types of feedback. The type of feedback I am talking about here  is the best and my most favorite kind: feedback that builds confidence and motivates people to try new things. Coaching for Success.

The rules of this type of feedback are simple. Recognize what someone does well. Give them a simple tip to make it even better. Have them try it out immediately. Celebrate success. My favorite trainer Karin de Galan calls this the success spiral. The best examples of this are found in a secret pleasure of mine: Master Chef Australia. A single episode provides endless examples on how to coach for success:

Gary walks up to a contestant during an ‘invention test’ (contestants must all cook with the same ingredients), asks a few questions, tastes the sauce,  provides a simple tip to make it better. Now it gets exciting…I find myself yelling at the screen: “Do what he says, he knows what he’s talking about.”  At the start of the season, trust is low and contestants often don’t know what to make of these tips. It is at this stage that they pass on the advice given and sure enough…they fail. But this time, about halfway through the season, trust is high and the contestant thinks on her feet, makes some small changes and…voila….the result is celebrated by Gary, Matt and George: “This may just be the best desert we’ve tasted this season.”  What a confidence booster!

The battle for the immunity pin has started. A star contestant must battle against a renowned chef in an attempt to win an immunity pin. They get a choice of ingredients and 15 minutes extra cooking time. It’s a tough battle and immunity pins are not easily won. The contestant has an idea and digs right in, no time to lose! Up comes Shannon Bennet, the cook-off coach: “stop for a moment. tell me what you are doing.” The contestant explains the idea, Shannon validates it and then shares some simple tips about how to make it better more cheffy ….BUT the contestant is so focused on his plan and time flies by (high pressure – high stakes), he forgets to apply the tips and his opponent wins by a landslide. The contestant reflects: “I know I didn’t listen. I forgot..” A moment of self-reflection and you just know…no matter how painful…he will get it right the next time.

The downside of Master Chef Australia is when the season is finished. Now you have to wait another year. So there are times when I fill this gap by watching the US version of Master Chef. What a difference a culture makes. The question here is: are you a winner, or are you a loser? The coaches routinely apply the ‘failure spiral’. Food gets thrown in the trash in front of the other contestants. There is no team. There is no trust. Contestants are told they ‘suck’ and they tell each other the same. Quite frankly, watching it drains me. I can only guess at what it does to the courage and motivation of the contestants.

Coaching for success doesn’t mean someone is always successful. It means you guide them with encouragement, allow them to fail, help them to get up and celebrate their successes. No one leaves a loser. Good on them!

Want to know more about coaching for success? I’d be happy to share more insights! Click ‘contact me’.

 

Trust beyond the ‘benefit of the doubt’

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Trust is an interesting concept. Think about it. When we meet someone new,  a new team member or a new leader, our level of trust starts with  ‘the benefit of the doubt’. If the person meets our expectations, our trust increases. If the person doesn’t meet our expectations, our trust not only decreases, it colors our future perceptions of their behavior. Now that we had a  bad experience, it is human behavior to seek confirmation of our conclusion. This means that future encounters with this person will be biased by our previous experience.  I suppose one could deduct that it’s best to never fail. But the problem is that in a high pressure, high stakes business environment, everyone is bound to fail at something at some point. Research shows that teams which purposefully work on building trust, accept each other’s imperfections, feel safe to ask for help and are more likely to lend a hand when another team member struggles. Teams that don’t work on building trust risk the anti-trust spiral in which every error is seen as a failure and a confirmation of a pre-existing perception: you see, I knew it, he cannot be trusted.

So how high is the trust in your team and what are you doing about it?

 

About Amazon and corporate cult(ure)

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Amazon and it’s founding father Jeff Bezos got slammed in an article posted by the NY Times last week for it’s unethical and punishing corporate culture. This is not the first time Amazon comes under fire. In 2011, a Pennsylvania paper exposed Amazon’s abysmal treatment of their factory workers, requiring ambulances on standby during hot summer days due to lack of air conditioning.

So what is the big deal anyway? Aren’t we simply talking about a corporate culture (albeit slightly harsh)?

Amazonians as they are called, operate in a high-pressure, high-stakes corporate environment, guided by 14 company leadership rules on a laminated card, workweeks of > 80 hours and public criticism of any colleague  as a means to maximize performance. Meanwhile, anyone, at any time can and will provide secret feedback to their bosses. Since the NY times article appeared, over 100 employees have come forward telling rather horrid tales ranging from pregnant women being bullied and pushed into quitting their jobs, to employees who are battling cancer and can’t take time off for fear of missing their next deadline. Meanwhile, Mr. Bezos and HR executives have been quoted as saying: It’s not easy to work for Amazon  and we  make no secret of the corporate culture people are buying into. Yes, let’s switch to those new hires for a second shall we? Being hired by Amazon is no easy feat. An extremely stringent and data driven selection process makes being hired by Amazon an achievement to boast about in and off itself. Their hiring process and subsequent work environment makes many want to be a winner, not a loser; a modern day ‘survival of the fittest’ if you will. Constant monitoring of who is performing and who isn’t, stringent rules everyone is expected to commit to without question (“articles of faith”), daily language and rituals that some take home to teach to their children, conjure up a picture of a cult, not a corporate culture.

Whilst the word cult and culture are both derived from the same Latin word (Cultus), they mean distinctly different things. As a verb, culture means: to maintain an environment suitable for growth (e.g. for bacteria). Versus the word Cult, which has been described as any group which has a pyramid type authoritarian leadership structure with all teaching and guidance coming from the person/persons at the top. Practices center around the interpretations of the leadership and submissive and unquestioning acceptance of these is essential to be a member of good standing.

Signs of a cult include abuse of individuality, time and energy and an us-versus-them mentality resulting in personality changes, mental and physical health problems and sever guilt complexes.

But (speaking of guilt) here’s the thing. I have been guilty of referencing Amazon as an ‘outside-in’ thinking company with impressive results to match. I have celebrated Mr. Bezos’ approach in countless management training sessions. Never once did I consider at which expense. And (and I am not pointing fingers) numerous influential writers and media have done the same, some going as far as to celebrate corporate ‘cult cultures’ as a enviable competitive advantage.

I am a strong believer in building a corporate environment that has a focused hiring strategy, that capitalizes on in-house talent and cultivates growth (non-bacterial mind you) as a basis for strong business performance. But let’s never again mix the word cult with corporate culture. I am not a language expert by any means, but I know one thing: their meaning and impact on people are distinctly different.

Hungry for more? I highly recommend you read How to take the ‘Cult’ out of  your Company Culture from Chris Cancialosi on Forbes.

Contact me

I am an experienced team coach and organization development consultant and I am passionate about facilitating results-driven interventions. Contact me to learn more about coaching4results.

Take the Love-Hate Change self assessment

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Many of us have a love-hate relationship with change. When things stay the same for too long we crave change, but too much change and we desperately seek stability. So before diving in head first into your next change project, take a moment to self-reflect. How do you feel about change?

Do you love it or hate change or are you somewhere in between? And what does that mean?

The secret about change

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Let me share a secret with you. Organizational change never gets implemented the way it was initially designed. The reason: teams shape and mold and pick and choose until the change ‘fits’ (their team, their culture, their needs, etc.) Meanwhile, the change steering committee is often blissfully unaware of the re-shaping of their change and teams across business units pretend they are working hard to adopt. Some leaders get wind of this covert ‘resistence’ and force-feed the change with massive dips in engagement and performance as a result. So what should you do about theses change ‘curveballs’?

Take part in them. Find out what teams are talking about, or, to say it in more popular terms: go to gemba. Start by listening and working with the team to shape the change without losing your strategic intent. By making the team co-owner of the change, you are building intrinsic motivation to make the change successful. And there is nothing more powerful than intrinsic motivation.

If you want to test your change readiness, take this short survey and use the imbedded tool to break down the change into digestible chunks! Do you want to know more about getting people to come along in times of change? Read ‘the risk of recoil’  Continue reading