How to Coach Employees with Compassion (Part 2)


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Attendees learned valuable strategies on how to use compassion to prepare for their coaching sessions:

* Set a positive climate that fosters respect
* Focus on long-term development— not on altering short-term performance
* Discover your employees’ personal goals

Part Two of our 3-part series took place on Tuesday November 29 at 2 pm ET. Join us as Teleos’ scholar-practitioners, Suzanne Rotondo and Gretchen Schmelzer share how you can:

* Deepen the conversation with your team
* Get the feedback you’re looking for
* Build on the coaching reflections from Part One

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How to Coach Employees with Compassion (Part 2)

  1. 1. Coaching with Compassion (Part 2) Teleos Leadership Institute Powered by:
  2. 2. Rypple Leadership Series Your Host Our Guests Nick Stein Suzanne Rotondo& Gretchen SchmelzerDirector of Content & Media Executive Director & Senior Consultant Rypple Teleos Leadershi p Institute @stein_nick
  3. 3. Coaching with Rypple
  4. 4. Rypple Leadership Series Your Host Our Guests Nick Stein Suzanne Rotondo& Gretchen SchmelzerDirector of Content & Media Executive Director & Senior Consultant Rypple Teleos Leadershi p Institute @stein_nick
  5. 5. PollingWhere in the world are you?US EastUS WestUS OtherCanadaEuropeAsiaAfricaAustralia/New Zealand
  6. 6. To get the most out of today’s webinar..• Be here.• Be open.• Have a notebook and a pen to write.• Be willing to commit to action.
  7. 7. About Teleos Leadership Institute•Founded in 2001 by scholar/practitioners inleadership. We emphasize mindfulness, hope andcompassion as key to success.•We are executive coaches and also train andsupervise other executive coaches, both one onone and inside large organizations that want tohave a coaching culture.•Based on research in neuropsychology, groupdynamics, emotional intelligence, organizationaldevelopment, and more. Teleos is the team behind New York Times bestselling business•Based in Philadelphia, USA. Teleos works in many books and numerous articles onfields: UNDP, Unisys, Google, US Steel, leadership in Harvard BusinessUniCreditBanc, Prudential UK, Nature Conservancy Review.
  8. 8. Coaching with Compassion TimelineWebinar 1 • Mindset and preparation for meeting • Establish trust, set the emotional climate • Start the conversation: What are my aspirations? October • AssignmentWebinar 2 • Review Reflections • Leaders Set Climate; Why Climate Matters • Reality check: Getting feedbackNovember • AssignmentWebinar 3 • Set Goals: Find intersection of aspirations and what organization needs. • What’s the path forward? Co-design pathway & experiments January • Track learning; tweak along the way; reinforce positive change
  9. 9. What we’ll cover today• Mindset of a coaching manager (review)• Explore how leaders set the climate in organizations• See how climate drives results• We’ll get specific with Part 2 of the 3-part coaching with compassion developmental process.
  10. 10. Mindset of a Coaching ManagerInvests their energy inanother person to helpthem reach their desiredpotential—bothpersonally andprofessionally.
  11. 11. Mindset of Coaching ManagerBeyond trackingperformance andresults, finds the highestand best points ofintersection between theaspirations/goals of directreport(s) and what theorganization needs.
  12. 12. What Does a Coaching Manager Do?– Creates conditions for a person to maximize her/his performance and potential– Helps a person move from her/his current situation to where s/he wants to be– Behaves in ways that engender trust and trustworthiness: respectful, curious, timely, consistent, present, caring– Sets climate for the team, department or organization
  13. 13. ClimateOn a department ororganizational level, acoaching manager (andall leaders) sets theclimate.
  14. 14. • The leader’s emotions affect culture and climate • Culture and climate account for nearly 30% of organizational performance Culture &Leader Behavior Climate Results ©McKee, Boyatzis, Johnston. Becoming a Resonant Leader
  15. 15. What Is Organizational Climate?Recurring patterns ofbehavior, attitudesand feelings thatcharacterize life inthe organization andare a major force ininfluencing employeebehavior.
  16. 16. What Motivates UsThere is a gulfbetween whatemployees need doto “get by” and whatthey can do if theyperform at their fullpotential.
  17. 17. What Motivates usA positive climateencouragesdiscretionary effortand commitment, itspurs creativity andinnovative thinking.This is where coachingmanagers fit in.
  18. 18. What Makes a Climate?In one department of thesame organization, peoplemight be floundering,confused by conflictingpriorities and starved forperformance feedback, whilepeople in another departmentunderstand their priorities,have the authority to get thejob done and have a strongsense of commitment to theirown developmental goals. So it’s not about resources, mission or pressures.
  19. 19. Six factors that influence climate1) Clarity2) Standards3) Responsibility4) Flexibility5) Rewards and Recognition6) Team Commitment
  20. 20. 1) Clarity:Everyone inthe organizationknows what isexpected of them.Coaching Manager:This requires empathy andtransparency. Without it,people often rely onsmoke and mirrors.
  21. 21. 2)Standards:Challenging, but attainable, goalsare set and employeesare supported to meetthose goals.Coaching Manager: Powerfuldevelopmental goals meet theorganizations needs AND thedesires of the employee. Yourrole in supporting those goals iscritical to climate.
  22. 22. 3) Responsibility:Employees are givenauthority toaccomplish their setof responsibilities—they have a definedspan of control andcan run within that.Coaching Manager:They know you trustthem and have theirback.
  23. 23. 4) Flexibility: There are nounnecessary rules, policiesand procedures.Coaching Manager: Limitbureaucracy. That isempathic and it opens thedoor for flexible thinking,creativity and innovation.
  24. 24. 5) Rewards: Employees arerecognized and rewardedfor goodperformance, receivehonest feedback.Coaching Manager: Modeland recognize behaviorsthat support the vision,purpose and strategy ofyour department ororganization. Supportdevelopment and hopesof employees.
  25. 25. 6) Team Commitment:People are proud to belongto the organization, feel asense of trust and pride incolleagues and connected toa worthy common goalCoaching Manager:Support relationships toinfluence even morepowerful team outcomes.
  26. 26. Department VisionReflect and write: What is my high level vision for my team or department over the next 2-3 years? What kinds of activities am I hoping to see from my team or department? What kind of climate will I need to foster to make that happen?
  27. 27. Stop and Ask Yourself What messages am I communicating daily? Weekly? Are they consistent? Are they supportive? Am I noticing and acknowledging good work around me? How? How is morale? How am I contributing to a positive outlook among my employees? Am I lowering anxiety and reducing unnecessary hassles?
  28. 28. PollHave you started the developmental process from last webinar with any ofyour direct reports?YesNo, but plan toNo, but have meetings set upNo, too hard to find timeIf yes, how is it going so far?ExcellentBetter than ExpectedGoodNot SureNot so good
  29. 29. Meeting 1 & 2 Recap Meeting One Meeting Two• You set the stage for a • You had a conversation developmental with your direct report framework about the• You assigned 3 exercises, identifying reflection exercises themes and areas of about aspirations importance for (Noble Purpose, 27 development Things, At My Best) • You assigned “Strengths I see in myself”
  30. 30. Meeting Three Before Meeting: During Meeting:Reflect on what you heard • Re-establish trust, set thefrom your direct report about emotional toneher/his hopes for the future in • Start the conversation:previous meetings. When What have you beenshe/he is at her/his best? thinking about since we lastWhat are the conditions? met?What stands out to you? • Will you share your sense of your own strengths (from last assignment) • Assignment: career lifeline, leadership self study
  31. 31. THE CONVERSATION“I really enjoyed our last conversation about whereyou want to go in your life, times when you feel youwere at your best—even your noble purpose. Isthere anything else you’d like to add to theconversation we had? *“Here’s what stood out tome, as your manager…”+Last time we spoke, I asked you to reflect on yourstrengths—what you believe they are, including anythat may not be fully utilized in your current role.What did you come up with?”After the direct report shares reflections, deepenthe conversation with open-ended questions; shareyour sense of her/his strengths.
  32. 32. Assign your direct report 2 exercises–Career Lifeline–Leadership Self-Study
  33. 33. Career Lifeline• Draw a line across a page. At the right, list your most recent job, along with dates and highlights/lowlights.• Work to the left, in descending order of past jobs.
  34. 34. Leadership Self Study• Find 2-4 people who will be honest and supportive; go for a walk and talk with them for 30 minutes• Ask them 3 questions 1. What do you notice when you interact with me? 2. What 3 things do you appreciate most about me? 3. What 3 things would you like me to differently to be more effective?
  35. 35. Meeting Four: Follow–up Conversation
  36. 36. Meeting Four: Use Scaffolding• Listening “So, here’s what it sounds like your work history has• Paraphrasing been about for you?• Checking for Did I get that right? What understanding did I miss?• Inquiry What really stands out to you from your Walk &• Assign “Personal Talks? What are you taking away from them? Balance Sheet”
  37. 37. THE CONVERSATION:CLOSING “I really appreciated this time with you, it was interesting to learn about your career history and what it was like for you along the way. I also enjoyed hearing about your conversations with people about what they appreciate and also would like to see you do differently. There’s a lot to think about and consider in there. A lot to feel good about. For our next meeting, your task is to reflect on your Personal Balance Sheet– a step toward determining what you may want to focus on as we identify your developmental goals next time we meet.”
  38. 38. Assignment: Personal Balance SheetAssets LiabilitiesDistinctive Strengths My WeaknessesPotential Strengths Weaknesses I Want to ChangeMy Enduring Dispositions that Support Me My Enduring Dispositions that Get in My Way
  39. 39. Coaching with Compassion Timeline • Mindset and preparation for meetingWebinar 1 • Establish trust, set the emotional climate • Start the conversation: What are my aspirations • Assignment • Review ReflectionsWebinar 2 • Deepen the Conversation • Reality check: Getting feedback • AssignmentWebinar 3 • Set Goals: find intersection of aspirations and what organization needs. • What’s the path forward? Co-design pathway & experiments • Track learning; tweak along the way; reinforce positive change
  40. 40. Q&A
  41. 41. Upcoming Rypple Webinars Coaching with CompassionCoachable Moments Part 3Tuesday,December 13, 2011 Scott Eblin Suzanne Rotondo President, The Eblin Group Teleos Leadership Institute
  42. 42. Contact Uswww.teleosleaders.comsrotondo@teleosleaders.comgschmelzer@teleosleaders.comTeleos Leadership Institute7837 Old York RoadElkins Park, PA 19027267.620.9999
  43. 43. ReferencesBoyatzis, R. & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting With OthersThrough Mindfulness, Hope, and Compassion. Boston: Harvard Business School Press.Boyatsis, R., Mckee, A., & Johnston, F. (2008). Becoming a Resonant Leader. Boston: Harvard Business SchoolPress.Boyatzis, R. E., Jack, A., Cesaro, R., Passarelli, A. &Khawaja, M. (2010). Coaching with Compassion: An fMRIStudy of Coaching to the Positive or Negative Emotional Attractor. Presented at the Annual Meeting of theAcademy of Management, Montreal.Boyatzis, R.E., Passarelli, A.P., Koenig, K., Lowe, M., Mathew, B., Stoller, J. & Phillips, M. (under review).Examination of the Neural Substrates Activated in Experiences with Resonant & Dissonant Leaders.Leadership Quarterly.Boyatzis, R.E., Smith, M. and Blaize, N. (2006) “Developing sustainable leaders through coaching andcompassion, Academy of Management Journal on Learning and Education. 5(1): 8-24.Cattaneo, L. &Rizzolatti, G. (2009). The mirror neuron system. Neurobiological Review, 66(5), p. 557-560
  44. 44. ReferencesDecety, J. &Michalska, K.J. (2010). Neurodevelopmental change in circuits underlying empathy andsympathy from childhood to adulthood. Developmental Science. 13: 6, 886-899.Doidge, Norman: The Brain That Changes Itself. New York: Penguin, 2008.Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of EmotionalIntelligence. Boston: Harvard Business School Press.Isen, Alice M. (2002). "A Role for Neuropsychology in Understanding the Facilitating Influence of PositiveAffect on Social Behavior and Cognitive Processes."Handbook of Positive Psychology. C. R. Snyder and S.J. Lopez. Oxford (Eds), England and New York, NY, Oxford University Press: Chapter 38: (pp 528-540).LeDoux, J. (2002). Synaptic self: How our brains become who we are. NY: Viking.Kegan, Robert . (1994). In Over Our Heads: The Mental Demands of Modern Life, Cambridge, MA:Harvard University Press.Sapolsky, R. M. (2004). Why zebra’s don’t get ulcers (third edition).NY: Harper Collins.
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