STEALTH COACHING: Transforming Culture and Engagement Through Everyday Conversations Developed and Presented by: Rob Kramer Founder and Principal Kramer Leadership, LLC A rock pile ceases to be a rock pile the moment a single person contemplates it, bearing within the image of a cathedral. Antoine de Saint-Exupery 1 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
The Coaching Mindset How to Incorporate Coaching Into Your Leadership Style From Executor (Theory X) To Coach (Theory Y) Reacts to crises and past mistakes Envisions future potential and aligns efforts around a bigger picture Pushes others to overcome weaknesses Is directive Relies on facts, data and information Manages for results Delegates responsibility Is satisfied with existing knowledge and skills Steps in and solves problems for others Sees managing as what I do Accepts status quo and linear improvements Lives to work Encourages others to develop talents and strengths Is reflective Uses intuition and creativity in addition to facts, data and information Manages for results and development Models accountability Wants to learn and grow self and capabilities Helps others solve and prevent problems Recognizes coaching as who I am Seeks breakthrough improvements and greatness Models a balanced life 2 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
What is Coaching? Coaching is face-to face leadership that encourages people to step up to responsibility and continued achievement and treats them as full partners and contributors. It is the process leaders use to empower employees to put forth their best efforts that is, to reach the limits of their abilities. Nancy Austin & Tom Peters A Passion for Excellence Coaching aims to enhance the performance and learning ability of others. It involves giving feedback, but it also includes other techniques such as motivation and effective questioning. And for a manager-coach it includes recognizing the coachee s readiness to undertake a particular task, in terms of both their will and skill. Overall, the coach is aiming for the coachee to help her or himself. And it is a dynamic interaction it does not rely on a one-way flow of telling or instruction. Max Landsberg The Tao of Coaching Coaching is unlocking a person s potential to maximize their performance. It is helping them to learn rather than teaching them. Coaching focuses on future possibilities, not on past mistakes. It delivers results in large measure because of the supportive relationship between the coach and the person being coached, and the means and style of communication used. Sir John Whitmore Coaching for Performance Successful coaching is mutual conversation between manager and employee that follows a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationships. Dennis C. Kinlaw Coaching for Commitment Coaching is about challenging and supporting people. It is about giving them the gift of your genuine interest in them. It involves calling forth people s visions and values as well as helping them reshape their way of being, thinking, and acting. In simple, day-in, day-out terms, coaching involves expanding people s capacity to take effective action. Robert Hargrove Masterful Coaching A coach is someone who tells you what you don t want to hear and has you see what you don t want to see so you can be who you ve always known you could be. Tom Landry Former head coach, Dallas Cowboys 3 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
Rob s Definition of Coaching In support of maximizing performance and results, coaching is the process of helping people focus, discover and/or clarify: where they are today, where they want to go, and how to get there. --------------------------------------------------------------- It is primarily a present and future focused tool for expanding others leadership abilities. --------------------------------------------------------------- Coaching relies heavily on: 1) the belief that others have the ability to develop and work through their own solutions (thus the coach tempers his/her own desire to provide solutions); 2) the skills of conscious listening; 3) the notion to drive the conversation forward towards action with the use of quality questions. 4 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
Coaching Distinctions 5 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
Listening Skills From The Fifth Discipline Fieldbook, by Peter Senge and others. 1. Stop talking. 2. Turn off the background conversation in your head. 3. Imagine the other person s point of view. 4. Look, act, and be interested. 5. Observe non-verbal behavior. 6. Don t interrupt. Sit still past your comfort level before speaking. 7. Listen between the lines for implicit meanings. 8. Speak only affirmatively while listening. 9. Ensure understanding by paraphrasing key points. 10. Stop talking. To develop the ability to listen, you have to do two things. First, hear. Second, quiet your mind. Peter Senge 6 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
Coaching as a Leadership Competency CORE PRINCIPLES Principle #1 Principle #2 Principle #3 Principle #4 Principle #5 Coaching is grounded in the leader s beliefs and expectations about other people (a coaching point of view ). The primary purpose of coaching is to develop the capacities of the other person. The focus of the conversation is the task or issue at hand. Thus coaching can occur at any time ( coaching moment ). The leader who coaches sees herself or himself more as a resource for people than as an executor of processes or things. Coaching is about possibilities, versus established ways of doing things. Thus it is a vehicle for learning and change. As with leadership itself, the most powerful coaching is by example. Leaders who coach must be models of whatever they expect from those they coach as well as be open to coaching themselves. ------------------------------------------------------------------------------------------- The Four Temptations of Coaching Temptation #1 Temptation #2 Temptation #3 Temptation #4 Acting as if people are (or should be) just like you. Telling people what to do. Thinking about other things you could be doing, rather than listening and being present. Solving the problem instead of working to build the person s competence. While seeing others through the eyes of respect might be the first step in helping them, Sometimes being seen that way is all they really need. Gail Van Kleeck 7 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.
Rob Kramer Leadership Consulting & Coaching www.kramerleadership.com Rob@KramerLeadership.com Since 1998, Rob Kramer has provided executive coaching, consulting and business training for a variety of organizations including government agencies, educational institutions, private corporations, Fortune 500 companies, non-profit and health care environments. Rob specializes in public, academic, and healthcare leadership and team development. He has served fifteen years in academia, most recently as the founding director the Center for Leadership & Organizational Excellence at NC A&T State University, the first of its kind in the southeast United States. Prior to that he was the director of Training & Development at the University of North Carolina (UNC), where he served as an executive coach and organizational development consultant, overseeing management, supervisory and leadership development for the University's 12,000 faculty and staff. Rob continues working in faculty leadership development at UNC s Institute for the Arts and Humanities. bbb Rob's coaching clients include CEO s, executives in public and private sectors, political appointees, entrepreneurs and front line managers. Recognizing the critical need for a daily tool to support succession planning and emerging leadership development, his latest book is entitled Stealth Coaching: Everyday Conversations for Extraordinary Results, and his new book (due out spring 2016) is entitled Management and Leadership Skills for Medical Faculty A Practical Handbook. He contributes a leadership column for Advance healthcare magazine, and his work has also been featured in Southwest Airline s Spirit magazine. Rob is delighted to have recently lectured at a TED conference, where he spoke on The Opposite of Stress. Rob is an executive coach for the Center for Creative Leadership, an organization ranked among the best executive education providers in the world. He is an adjunct faculty member at the Federal Executive Institute, the premiere executive leadership training provider for the Federal government, where he teaches in both the residential and customized programs. Additionally, Rob has lectured at Yale University, the University of Virginia, Duke University, NC State University, and the University of Colorado, among other academic institutions. Rob received his B.A. in Psychology from the University of Delaware. Concentrating on Social Psychology, Rob's primary focus was examining group behavior, dynamics and interactions. Rob received his Master s degree from the University of North Carolina, and completed his studies in Organizational Development at UNC-Charlotte. He is certified as an executive coach from the International Coach Federation (ICF). 8 Copyright Rob Kramer, Kramer Leadership, LLC 2009-2015.