The document discusses a webinar series on 'Coaching with Compassion' by the Teleos Leadership Institute, focusing on how leaders can create a supportive climate for their teams. It emphasizes the role of coaching managers in facilitating employee development and the impact of organizational climate on performance. Key components include establishing trust, setting clear expectations, and fostering a positive environment to enhance both individual and organizational outcomes.

1. Coaching with Compassion (Part 2)
Teleos Leadership Institute
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2. Rypple Leadership Series
Your Host Our Guests
Nick Stein Suzanne Rotondo& Gretchen Schmelzer
Director of Content & Media Executive Director & Senior Consultant
Rypple Teleos Leadershi p Institute
@stein_nick

3. Coaching with Rypple

4. Rypple Leadership Series
Your Host Our Guests
Nick Stein Suzanne Rotondo& Gretchen Schmelzer
Director of Content & Media Executive Director & Senior Consultant
Rypple Teleos Leadershi p Institute
@stein_nick

5. Polling
Where in the world are you?
US East
US West
US Other
Canada
Europe
Asia
Africa
Australia/New Zealand

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. About Teleos Leadership Institute
•Founded in 2001 by scholar/practitioners in
leadership. We emphasize mindfulness, hope and
compassion as key to success.
•We are executive coaches and also train and
supervise other executive coaches, both one on
one and inside large organizations that want to
have a coaching culture.
•Based on research in neuropsychology, group
dynamics, emotional intelligence, organizational
development, and more.
Teleos is the team behind
New York Times bestselling business
•Based in Philadelphia, USA. Teleos works in many
books and numerous articles on
fields: UNDP, Unisys, Google, US Steel, leadership in Harvard Business
UniCreditBanc, Prudential UK, Nature Conservancy Review.

8. Coaching with Compassion Timeline
Webinar 1 • Mindset and preparation for meeting
• Establish trust, set the emotional climate
• Start the conversation: What are my aspirations?
October • Assignment
Webinar 2 • Review Reflections
• Leaders Set Climate; Why Climate Matters
• Reality check: Getting feedback
November • Assignment
Webinar 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. 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. Mindset of a Coaching Manager
Invests their energy in
another person to help
them reach their desired
potential—both
personally and
professionally.

11. Mindset of Coaching Manager
Beyond tracking
performance and
results, finds the highest
and best points of
intersection between the
aspirations/goals of direct
report(s) and what the
organization needs.

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. Climate
On a department or
organizational level, a
coaching manager (and
all leaders) sets the
climate.

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. What Is Organizational Climate?
Recurring patterns of
behavior, attitudes
and feelings that
characterize life in
the organization and
are a major force in
influencing employee
behavior.

16. What Motivates Us
There is a gulf
between what
employees need do
to “get by” and what
they can do if they
perform at their full
potential.

17. What Motivates us
A positive climate
encourages
discretionary effort
and commitment, it
spurs creativity and
innovative thinking.
This is where coaching
managers fit in.

18. What Makes a Climate?
In one department of the
same organization, people
might be floundering,
confused by conflicting
priorities and starved for
performance feedback, while
people in another department
understand their priorities,
have the authority to get the
job done and have a strong
sense of commitment to their
own developmental goals.
So it’s not about resources, mission or pressures.

19. Six factors that influence climate
1) Clarity
2) Standards
3) Responsibility
4) Flexibility
5) Rewards and
Recognition
6) Team Commitment

20. 1) Clarity:Everyone in
the organization
knows what is
expected of them.
Coaching Manager:
This requires empathy and
transparency. Without it,
people often rely on
smoke and mirrors.

21. 2)
Standards:Challenging
, but attainable, goals
are set and employees
are supported to meet
those goals.
Coaching Manager: Powerful
developmental goals meet the
organization's needs AND the
desires of the employee. Your
role in supporting those goals is
critical to climate.

22. 3) Responsibility:
Employees are given
authority to
accomplish their set
of responsibilities—
they have a defined
span of control and
can run within that.
Coaching Manager:
They know you trust
them and have their
back.

23. 4) Flexibility: There are no
unnecessary rules, policies
and procedures.
Coaching Manager: Limit
bureaucracy. That is
empathic and it opens the
door for flexible thinking,
creativity and innovation.

24. 5) Rewards: Employees are
recognized and rewarded
for good
performance, receive
honest feedback.
Coaching Manager: Model
and recognize behaviors
that support the vision,
purpose and strategy of
your department or
organization. Support
development and hopes
of employees.

25. 6) Team Commitment:
People are proud to belong
to the organization, feel a
sense of trust and pride in
colleagues and connected to
a worthy common goal
Coaching Manager:
Support relationships to
influence even more
powerful team outcomes.

26. Department Vision
Reflect 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. 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. Poll
Have you started the developmental process from last webinar with any of
your direct reports?
Yes
No, but plan to
No, but have meetings set up
No, too hard to find time
If yes, how is it going so far?
Excellent
Better than Expected
Good
Not Sure
Not so good

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. Meeting Three
Before Meeting: During Meeting:
Reflect on what you heard • Re-establish trust, set the
from your direct report about emotional tone
her/his hopes for the future in • Start the conversation:
previous meetings. When What have you been
she/he is at her/his best? thinking about since we last
What 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. THE CONVERSATION
“I really enjoyed our last conversation about where
you want to go in your life, times when you feel you
were at your best—even your noble purpose. Is
there anything else you’d like to add to the
conversation we had? *“Here’s what stood out to
me, as your manager…”+
Last time we spoke, I asked you to reflect on your
strengths—what you believe they are, including any
that may not be fully utilized in your current role.
What did you come up with?”
After the direct report shares reflections, deepen
the conversation with open-ended questions; share
your sense of her/his strengths.

32. Assign your direct report 2 exercises
–Career Lifeline
–Leadership Self-Study

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. 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. Meeting Four: Follow–up Conversation

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. 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. Assignment: Personal Balance Sheet
Assets Liabilities
Distinctive Strengths My Weaknesses
Potential Strengths Weaknesses I Want to Change
My Enduring Dispositions that Support Me My Enduring Dispositions that Get in My Way

39. Coaching with Compassion Timeline
• Mindset and preparation for meeting
Webinar 1 • Establish trust, set the emotional climate
• Start the conversation: What are my aspirations
• Assignment
• Review Reflections
Webinar 2 • Deepen the Conversation
• Reality check: Getting feedback
• Assignment
Webinar 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. Q&A

41. Upcoming Rypple Webinars
Coaching with Compassion
Coachable Moments Part 3
Tuesday,December 13, 2011
Scott Eblin Suzanne Rotondo
President, The Eblin Group Teleos Leadership Institute

42. Contact Us
www.teleosleaders.com
srotondo@teleosleaders.com
gschmelzer@teleosleaders.com
Teleos Leadership Institute
7837 Old York Road
Elkins Park, PA 19027
267.620.9999

43. References
Boyatzis, R. & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting With Others
Through Mindfulness, Hope, and Compassion. Boston: Harvard Business School Press.
Boyatsis, R., Mckee, A., & Johnston, F. (2008). Becoming a Resonant Leader. Boston: Harvard Business School
Press.
Boyatzis, R. E., Jack, A., Cesaro, R., Passarelli, A. &Khawaja, M. (2010). Coaching with Compassion: An fMRI
Study of Coaching to the Positive or Negative Emotional Attractor. Presented at the Annual Meeting of the
Academy 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 and
compassion, 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. References
Decety, J. &Michalska, K.J. (2010). Neurodevelopmental change in circuits underlying empathy and
sympathy 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 Emotional
Intelligence. Boston: Harvard Business School Press.
Isen, Alice M. (2002). "A Role for Neuropsychology in Understanding the Facilitating Influence of Positive
Affect 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.