MANAGEMENT az [MAGAZINE Wi 2017/7| No. 517 ame? se __ 3620S \\ i a AAL puiBh gseaM > ) AED EM Ba hE T! 7 MOTOR BVA + MORTAR BATT + ow AR BREEDS Sakae - ZIRE + RARE RBI - aR» Zane «Ra + meena) RReraNOR LIE + BRPEAUNRENSMEA AH, RS MSR EH, AL BANANA SE, - eT fe 7TH, ERE ONE, eS © ED: SARA» AARITHATRMEagle's FlightORAAM » ARAMA MAINE EG AKP » BEE - = ip: A ENE, SE TRRRACIEMLAURES + MIRIAM + cePERAR + EMRE Rata « « Sh SERGE? DEN BEACH ARRARRNRERE —SSETARETA = 7): DORIORE SATRENTA RATT COANE AMI TL © EOUAMLA T—BRBRRE SARA » AONB RAE! BRMBMAR REMALE! BESwememam ei crsewsncnars ae.com wm cones HARVARD MANAGEMENT SERVICES, INC, SE -viwwvharmentcam — ywivchinargt.comBBR ee ? mame 2 o 5 July 2017 No.517 eammaMs (m) ou ARRRENIMRIER * SLE Ac 3 ERE Bs05m $ CONTENTS Column Sif 04 "BC, 2% / BER REGRTHHRRGRRARS / PR ARB White paper 10 BURR? APU BR X/ Madeleine ‘Workplace Blin? Ack Madeleine SRB : SPHERHAMHM X/conssa BBS L RRA DM x /stacey SERRA BBE / Terry Watkins: ‘What Makes A Great Coach? 3 Key Ingredients PGBS : AMT EED x / mary ellen sailer REGRESS ARAIORBRR X/Tim Geiser Mate Sure Captain ae Leading Your Sle Development AMMBSR : BMAD X/ame Fete tipo the week: You sides mayb your best AHS TEK REA N= RA X/corissa Seasons why you shold rr nnovton SHRELHEANERESRB X/susan Fowler 3 Sel coders Satepsto Reduce Stress at Work oxe™ ortColumn BM BSE 4 seme si7m "BC, 5b ASEACHFE : BAACHRE BRACHERSLSH-AUTEARS CE SRALAFENESSE > AE Be REt SAEBRERE Last ns ers am mate » RB ARS BRE R Bs ATHY RBs fF BAD EAMBER BRREAT URE EMS SRWARERARM DEN 1 © HEM TREBSLEZH: BOA AS th Sot RE RAR SRL te MERWE + BDH RERERENRRE So ER ERNE RAN ARB EB RAM SRSFERANMZ BHA tte EBERBLE PSS AB BbF - BRORRAs RS-OSBRC—-t BL SRE! ae SRE Bie PENALRRRRAKSH OSH 4) RAZR: RSH: RAC | HERES RAS CHFERAGERREEERRAAMAMHBMZL TRB ARRBWRT -—BMRBRX: FB RERARBUSSA CER LHR FREER (BY eS l2ne ) BARRE Rha eRe BHRGALHEBE BRKRARA BHA BRLRRHBCAA , wo @° RRASMEGAR AAERE SRESATHR: RRABBEARE MNERERNSMBE - AAR RMAMABANAXLRERES— BARESHA RERARBMEL MER RSRRAB hh BE : RRAASMNNAZ SHERREAOMNRE FREES RASA EMER ° EAANGHE BRALRRARE BARR BXBZABREASB—BRENAL —DRESHASET TRRAMRARS : HBBATEEAS > ® REPRE HRSRERARELIE OAS ERM RARERKSHR SHRBL fe, HAS: CRABDEALS RACHA SHRE CHRAWADRNLE : UAE BASEARE : OB BREA + HAT AEM UES A CBSA L fe BR EBRMAUNRE - GAEASERBE KR ee l RUASRER—-BEBRHRR HAAARSRE LRH ERRALE HSER SHHSSTRLRZEKEED * MA—FMAMER ENT KABLSLR ASSN hee RERRERAUSA EAC, MRRCASERBRAWAN RAMAARERDNSE > BERRHEA ACHESHRSBERRE AE + SHELL HESATE Be ARELBATSNAE : MERERAET PRE SLA ARB PARR SMe ; th PGK) RARER SRREATA ie RERCEFEN MARANA - ® (9) Pree BRAN LARB—BRH ME HR: MELRLMRUAR: RAAB HABA BURR ENRBUR > BE ° SA SEH2: BXARhRASH AER: FROIN a US SAR AR RMR, HREEB - RHEEBRE BURHSLAMNEM HAE SRNR ACRENSHASHE BESRAB THR HERLEREREAHS RABVERN LHGRAESLMRA OS ° ASSSCHRE DRACH RH BRAC SHEACAN AURA: (BEA) SRLRSFACHFERAMZERA cd RRARAMN 2 FRR ANBERM > RES CARB s Ret RRMHSE ANAEHERACHHARR PRAESRE ETRE - SSM (7K REAM BER) WHE > ou wie" seams astm 5 10Column BM BSE REE awe 6 seme s17m ABER THORRa RA eS al 'Hil+ , TRRANAMSERGRTRRAERSS ROVERRAARHS MAHAR ONE - SHARED] MLB THRO UAB GR » AE: th TURES MS: BERNA BC, - #E-RMGS EEE S FA mAs - eRe FRER-ARAe KASRI0VRA R-THANES + EAABEM SF Ay hh EBT — E+ ROR REIE CE RH RRRRSHAHRASBHAK he BONRSTHSK: SERTNA % RSA ERE S ASDMMA: “HATH, BiH WEBER SRATRAALATR PRAABHEE BREBREES WH > SNGH » SPRVRSHOAK HRA REST SEHR LRBES: AAMABER REZ "MH, (We Media) Bt > S18 ABDUBRBCNER BES BAS MAR ORD SRER ARMY PSRRSHRTAT - MEABAR APRABHER: RRARBHAR ABABRKBFPOX: SESHH: A RARBRA: KRMRHBERRA H REAR RNDEH& - RHR ABR BRET RRR SSH RRERBR-LAS > & (R) ORMABE RRM 'S, SPRATHS > BRA PORTER, ! 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BAS SRW: MSHe + AREER ARTCHS + INAS aM th IER RAED +» RAIA ° BME AAA EAR TIAA - HE TEAS Rae ATH RM + TERBAPRRERIRPTERSRS A2If (RALLY KRSPRRANGARRBLER > (A SRNR SRRARLAWH #8) AMBARASHARARKEZESAABRZR NHABSE : AREAS SER BE SRERBAMARKAMERAZARAM > SKATREE EKARSERH+EZER A ARSE SMR RR RE HRKASESRHSARAAIA RABHSWARRLARE TAPERS : REE AE R AABLABHASTRAHM CRSASRASE ASMA RL RMA EH B SPOTERUSAHRHSLEA MIURA TARHH REARS H ORT Ee PUHABSMNS SRA GNARAONESSR > SMTRRERHEN ' SRSA SR Ty SRM ' PREIS IAI 4 (Intermet Governance) HBS ' SRURERA SRAM BANAT AE AF Re APARAPREFELAHER GASABHORT » ARR MEMES A seremu wsi7m 9White paper an Poa tee Hel ea Bae ? Workplace Bullying? Ask Madeleine XX | Madeleine 10 sememis 17amt Ce a IB EBA Fr SR SAHOO RED + RRERTIAR ABEL AS T OE MASTS th RERWL(- ANAGAZA RHEBRAT A NRA —ARSES— AM ARATE LIE + URAL ETAREMAA HORNNMASE HAAR ADY + BEBE Spam SRMSAAEBE RARER MRA RATA ASABE SEAY + co a Dear Madeleine, Lam an attorney with a state government agency. run a team consisting of a few other attorneys and paralegals and administrators. | have been here four years and | love the office, my boss, and the work. About six months ago my boss hired a new person—who is a peer to me—to run another team that does work similar to what my team does. She is a bully. She literally yells at everyone in the office. She storms out of meetings, goes and talks to clients behind my back and tells them all the things she thinks | am doing wrong, White paper sence st7m 112 THe She is wreaking havoc with everyone in the office. | now time my lunch so I don’t run into her in the break room. She is so unpleasant that it is literally taking a toll on my health and | am considering taking another job. But | love it here and was hoping to finish out the last few years of my career here. What do you think? BulliedWhite paper REN RBAHA, : Dear Bullied, RABAT RAAAHESHEE - SHESAAMStaN - MMR E BR RBSBA BAAVART HHPSRARARSAA - RRRRRNBA » TMB ERS - HRA - PERRSBANEREPRENBARE - RURAL « | consulted our talent engagement manager who has just completed his Ph.D. dissertation on workplace bullying. The field is quite new and there is a lot that is still not known or understood about workplace bullying and how to stop it. ‘Workplace bullying, it tus out, is quite different from what happens in school. GRAV AEA - MEL (Dr. Gary Namie) + ithAy#@hi + http://www. workplacebullying.org/ * CEN RIT L Ra a CHR + HIRE REAVER + The leader in this field is Dr. Gary Namie, whose website is http://www. ‘workplacebullying.org). This is an excellent resource that will help you to frame your own experience and find potential ideas for what to do. emmie si7m 13White paper 14 semmit s517R FRM MEROUE LAR» RAT + Bl» TARA LEDC RSF « AAAS From reading your letter, though, | can point out that you do have power here. This person is not your boss, and you have a good relationship with your boss. This is good because it means the bully does not have the power to retaliate against you, so you can actually stand up to her. Be ready to set boundaries with her—"Do not contact my clients without my express permission,” “Do not yell at me,"—because you can and you should. You have already given her power by allowing her ridiculous behavior. You can tell her that her behavior is ridiculous and you won't allow it.White paper BRR ONRARL i BRAN SSEA NESE ETS BAT MPAMR BRUKER BAONS - DARE BA BBANS + EA HERE + Tite SRN ARNE - TINS KRAKLEBRA RRROMETHA BEREREA > PREAH AALEMR > MALES RAMS hi R— ARB IS LPL SBE BAS — RA BEBO LIF WLURSESS—# > SAGA RUT RBEAS—EeE-EAHARE AA ADE BART Bee ae RAIS FA Ped T fe ADULTE © It sounds like you are not the lone target—the bully treats everyone horribly. This is good also, because it means you have not been singled out for ill treatment. Bullies often target one person who is a threat and try to break them down systematically. Possibly this person is not so much a bully as just plain awful, possibly nuts, and eventually HR. will figure it out and she will be fired. You can make their job easier by documenting every single interaction in which you feel threatened, whether it happens specifically to you or you observe it happening to someone else. When things come to a head—which they inevitably will because your boss can't allow it to go on forever—you will have your ducks ina row.6 ERNE - he: In the meantime, since you have a great relationship with your boss, you might share with him that you are considering taking another job because this person has made things so unpleasant. But also tell him that you love it where you are, you enjoy working with him, and you were hoping to stay. You could actually pull the “I's her or me” card, which is @ rare card to have in your hand. You are probably the kind of nice person who wouldn't dream of doing such a thing, but that’s what I'm here for. This could be a good wake-up call for him. Often, bosses are at a loss when they realize their new hire is a terrible mistake, and they put their heads in the sand and hope it will go away. This is not going away.White paper Mae) “FMEA (Ken Banchard Companies) # BAUR RANBRER- BD HAST SREGSMATRR RZ SIRE ACRAMT RAD RIT RARE: AHMED FILLET BBY (Behavior Modes) ASM RACRHRTAR: BML Sc N RR RR PRUE RRB O RTI w PALLETS + RATTAN tre EMA RR ARERR MRE AEM, SIRE MCREAR SHEE AARTRRMLAE BEX AEAR—ERNA BAK sneee DRIER - FMEDTART RRR RSE + ARSES RRA R EM, HSRRSES SESS Sms 2: SANASRS MIERALR eaniaainsest + EASMARE RAGUATEEAHSS HEBRAR AOS REPRO, + ERIE BREEN SRL EAREBNES tte | aunmineminann Me ASM, RE SROMRRRR EMH ROR E SERAMES- ‘REE (8862) 8502 2628 #526 PINE Sit GiB BsreseZ3 BESS wavhamentcon Mostly we don't get what we deserve; we get what we fight for. Stay strong, Bullied. If you really need to go, then go. But it sounds to me like you can fight and win this one. So put on your armor, get up on your horse, and try. een RA sere) Re ana wee Love, Madeleine n sim 47White paper MRE TF : SHReRHN AMAR When heads collide: 5 tips for managing conflict &| CORISSA (ERIEISBES - BAB (Margaret Heffernan ) “Uf we aren't going to be afraid of confit, we have to see it as thinking, and then we have to get really good at it." Margaret Heffeman 8 e >White paper BEPERVMER : DANXCREMRATREREES HREM RESERABS ERNE » LI RAS MR - MRI Tz ~ SMR ZA RIES SRM + LEONA BIE 7 Since January, we've focused our content heavily on creating more robust inclusion in the workplace. The main idea is this: inclusive cultures require collaboration and diversity of thought, where each team member has an equal opportunity to share their perspective. But what can you do as a leader when perspectives collide, causing friction between team members? sesumie astm 19White paper RERRNS A TERR RSRAM ESSER LASS ARSARA HITED EAR HIMES EM GRABLE CRRA HAS RRR METS ARETAR DAUMEPEBES (LABEL) —EBSG A ESSER - URAHARA « Starkly opposing views can potentially stagnate timelines and cause friction—especially when one or more people hold particularly passionate views about a topic or high-stakes decision. Conflict can be productive, but in its midst, we want to assure we're making decisions effectively, maintaining (or reestablishing) a sense of team unity during the decision- making process, and patching any tension that may arise during and after heads have collided. 20 sestmis 517mWhite paper ARSRRSS| SMRRAZ BOE EGS - SSRACENANBS - 18, BARES CARL + BARAT A - BH (Deloitte) AAA % SAREAVRTAR, ("Diversity’s New Frontier’) ASCE» SISTA + MME SUA RECTORS + MATA AFOUL» HARE + SARHEOARA TLL PEGRAS LRRD RAT RO AMR OES + IAT Re ALTMAN ERED L BRAVE >, Annumber of factors can cause friction between team members including bias, the desire to be right, opposing personal values, etc., and the reality is that disagreements don’t need to be personal. A Deloitte article titled "Diversity’s new frontier’ makes a substantial point that helps distinguish the person from the idea: “Ideas either have merit and points of connection or they do not. Diversity of thought challenges managers to rethink conflict itself, shifting their perspective away from mitigating conflict's negative effects and toward designing conflict that can push their teams to new levels of creativity and productivity.” UF RGARWER - Mi SERREDA Mets TSA Here are five useful tips to keep in mind when friction arises during collaboration with your team:White paper eet tt | Tip #1: Own the decision SRK (RARADR WAST) MARA REREOBNS NE BRE SAUBE (MAAS RE STAN IRS “SHUNA S, GTR AUTRE - HERR AHS ETA TS Fl OR ARE » GABAA REBATE Ath - SIE TR USAGE REWROTE »« IE SRAM SEARS + It USS LATRENN L (FHS - Understanding that you (and perhaps other leaders within your organization) ‘own the final decision is an important precursor to team collaboration. As a leader, it's necessary to fully take different perspectives into consideration and avoid “the illusion of inclusion.” However, at the end of the day, the decision is yours. Your team members may be pointing in different directions, but you'll have to decide which direction will be the most beneficial for the entire company. Consensus is not an essential precursor to deciding—call the final shot to end lingering disagreements and keep with predetermined timelines.White paper Bt Tt eee eon | Res eRe URS Sa ce? LARA RRHRHBE PARRA RAH— BH > THOSRSNLCOTSS PBRAR - PFRAHBRBSORBIRE HMSAARA ZRERBUR HRQL F-ERARBHEPRL - HEABRMA ZHAN L BS RHGSSEHRRS RR BHP TRAR RE PRAS ENR) » 1K RAERREMMURE + TREATS RRRINA RAR MRNA ASS + TSR BBIE > While not all ideas that are brought to the table will be part of a final decision, an inclusive culture doesn’t expect them to be. Sharing ideas often includes brainstorming, where creativity can flow freely and strong merit doesn’t have to be present before expressing an idea. Although respectful feedback or criticism of ideas may naturally arise among team members (which can be a productive part of the decision-making process), make sure to address and diffuse any criticism that becomes personal and is directed toward a person rather than an idea. SRASE HVA MANRERAR RASERSSRF RED » SHEARARRNEE > As a leader, also keep in mind that behind every idea or vision, no matter how unusual or unpopular, is a value to be understood. wemmie 517m 23Eee td Lesa esc The numbers don't lie. When several ideas are on the table, divert attention to what does (or doesn't) support each idea. Depending on the topic or decision at hand, what do statistics show? What does company history data show? Having data to use as a benchmark against potential decisions can help determine which ideas have the most merit for the final decision, 24 semumit 517White paper BEST RB std Lee eeu BARS HSAAALEBRAR > QHRYLIMAAMBR WIRES Hal: GRSBNAR TABRLHR HARABARHSBAR : R EARSEMERELNHER - SRRGNHRATLAREN MBAR DLS RA SBA » Ai RRM RH ee A ISAS ES —— AAO LR ER —— PD TS! R— RADAR » EAA i BREREE A natural tendency for many of us is to avoid conflict, but conflict can strengthen relationships and lead to more innovation. The purpose of conflict, management is not to avoid conflict but instead manage in such a way that disagreements can occur constructively. Disagreement and conflict can be healthy precursors to desirable results, so it's important to grant team members the opportunity to fully express their perspectives—with you and the rest of the team—even if some initial friction results. jemmie ast7m 25White paper Rk -GER - ASDERE EH — OE: ER OA ff E+ RRL HSARG- RARMOBY SLATE RER DR PGR RAT: + PER « BOE PENAL SAY PANRE ARR RRO A ATCUMSNCNRSEREEN ANS - RTO HBR ERRATA eu -SBeR + The last and most important tip is to address any emotions that may be present after an incident. Whether it was a small disagreement or a heated argument, it's important to know where each team member stands after it has occurred. Even if the matter at hand was resolved during the meeting, follow-ups address any unresolved issues that could potentially have a negative impact on workplace culture and environment. Commit to having either inclusive group or one-on-one conversations to discuss behavior and emotion, both yours and theirs, to create 1 feeling of completion and reestablish a sense of team unity. 26 sestms 517mWhite paper TERRA ha Seoney A What are your experiences managing workplace conflict? Share your thoughts with us, a eas PERMA AFerce, nck-RAGLSRUMAENAT - PADRARAGRSSAR - MAS SNS + BARONETS » ERE © HMA T GAM AED MASSE OS BARNES BARTON » Alie SiR » SEIS ALU LLIN (RO!) FRI HHS ETRE TAHOMA BAR «ee HRTT BAM BRBS ReepURMAN LIFE SNA UE + SATS: At (8610) 8441 7105 #808 ; bi FORA + LER A SES XBIHPO, Ince + A MHAE IE : (8862) 8502 2628 #526 + ssicakung@hpoglobal com eset stm 27Whitepaper nds Rees The power of friendship in the workplace &| STACEYWhite paper BAMHBRD ~ MRNSESSLARMATEN BRR, 2m REAHRBER RNS SANRBRRRAREONE SL - AA SBE Ath RES BR © Are you having a so-called “hangover” from chocolate, hearts and all the love from Valentine's Day? If the focus yesterday was on romantic love, let's focus today on your coworkers, who may also be friends. SANTRBR - MASZASKSRHARBR FLARES LR HSCMRMES - RAEMBAA - RUTRHH-TSARTAS - & RI-ORHARKE ALRRAS LEAR RT SRS Current research reveals that all types of relationships with coworkers play an increasingly significant role in job satisfaction. We released a new study at Fierce, Inc. with over a thousand individuals surveyed to gain insight into the impact of relationships between coworkers. estat stm 20HEEER unite paper SARS 2 TE RRM BASRA RRBS IPERS EMEC EY As RPA NEE SH - RR SHRLS - AeRODZ: ABR + BCACAME + RAL LAIR ARR + ASHES RERKERRAZE BAB NEA - PEADHRARR (ARNSHASH ADS FBOER-B) + MBAS RAEHAL AMSPRHY MEP RELEDHRIAT fe BRBR—S- ELIE LEIA AAR AE ERR RERATHR : h BIT HARR - RM 19994555 + SSE -HABAR: HES SBA : ELLA BRA BR BERL MANSEZ While the line between friend and coworker can be thin, most employees have embraced the dual title for those they work with. Nearly three-quarters of those surveyed consider two or more coworkers, friends, with no significant differences between male and female respondents. Fierce has found both in working with clients, along with a renowned Gallup poll, that the most productive employees and workgroups take this a step further and have a best friend at work. Not a friend, not even a good friend, but a best friend. ‘We've known this since 1999 when a Gallup poll discovered that having a best friend at work pinpoints a dynamic of great workgroups. 30 sestmie s17mWhite paper RARLARTASLAA PRADA ABROOR HAVEL Be: Whether certain individuals are friends or not, the Fierce survey found that coworkers affect job satisfaction: ems ast7m 31Whitepaper 6O%AIA BAM © For many, the occasional happy hour or social lunch out of the office are valuable opportunities to connect with coworkers. However, less than 50 percent of those surveyed believe their bosses are supportive of employees socializing outside of the office. This is an area of disconnect between management and employees: only 44 percent of those in entry level positions believe their bosses are supportive of socializing, while nearly 60 percent of senior management believe the same. 22 wmmie 517White paper RNG: ELISA INNO» BS SET RON ?— BH MRERTNE AACRTEL TRE REELS - MERRRAMRRMNA ART RAR LiP2oNSa | HBRACL OA + RAR RML - AL SRLEMASEMARHENSR MRM RMT REEL HSA + So I ask: do you feel supported to socialize outside of the workplace? If not, what conversations do you need to have? And yes, you need to have the conversations, because feeling unsupported impacts your job satisfaction. Of those unhappy in their current role, 28 percent say their organization is unsupportive of socializing outside of work; just four percent of those who are happy feel the same. If organizations are in fact supportive of these relationships, these results indicate there is more that can be done to communicate that the support is there. west asim 33BY LRNGHRERSS » 1 i RATA SS FURAN Given these statistics, here are some ideas for building friendships if you lead a team or influence a leader: Sear ‘* Discuss the importance of relationships and friendships. Talk about how they relate to overall job satisfaction, and reference this study. Go for it...people want proof. ‘In one-on-one conversations, get curious about how supported team members feel to build relationships whether personal or cross-departmental ones. o THRE aa * Have a team conversation and brainstorm ways to further develop relationships on your team.White paper RE SRASNME + AR RRSAMAS - SEMAS SN REPRO TUR BERRA LU ERBR BLM» ‘© Authorize a happy hour budget and allow a group of individuals to plan the events. Create structure to receive the information you need to feel comfortable with socializing outside, or even inside, the office. o Si SBF pase — ArH A PRR ORLA A + SEAT RRO SATIMH OR » SEAR ABH HST SE AIA AAR + ‘© Create a list of 3-5 people who you would like to have stronger relationships or friendships. List the conversations you need to have and create a deadline around each vest Sst 35White paper ‘oR EA GEE LES A AA 7 How do you encourage friendships in the workplace? = FARES SAMA alerce, nck REGHERMMAEHAA] - RATRAMEARRSSAR - KSEE AS + BARONETS » ERE © EADS Am - AAS MAREE SRR RBARREP BARMAN: Bet THR + GRA TLR RENE (RO!) FRA HHSRASTANAR WENAHRARA PV: BeRMKTAS Ei AMHR BBP RAMA IEE SMB RBA ORMIGRAR + cHSRDATHL BRA ATIHPO, Inc ABHLHE + GAG BEA = (8362) 8502 2628 526 + JER : (8610) 8441 7105 #808 : E38 : (8621) 5836 2698 #10028ijessicalung@hpodlcbal com + TILER A RE 36 sesumus 517misi ales biel ARR iinenyHEEER unite paper RMA BS AGES BA (the International Coach Federation and PricewaterhouseCoopers ) Fifi) 201623% STS. . BAAR + SEP ATR EE RUMEN A (99% ) BBR + Mth APEELAREVAHSAREAEU MR MEPHBAS Bi (89% ) FARA + AE MAAN TSN RHA RE + AERRUNMRREHRARACKES » RARE REREURENARED RAAT BRENS RAR B- BHMS : According to the 2016 Global Coaching Study by the International Coach Federation and PricewaterhouseCoopers, almost all coach practitioners (99%) reported receiving some form of coach-specific training, with a large majority (89%) receiving training that was accredited or approved by a professional coaching organization. As the availability of coach training programs has increased, so has the variety of coaching models and coaching processes that coaches are Using as a framework or process. For example: 38 sess 517mWhite paper RRR : GROW Model. BARRE LAAMERRE A RHRMAR » HBL S I PABA AY RERLS EI)» SEMRRIBSO TAS + TYLER — AH RET SOBRE + PRO TERIA © This model is based on performance relating to problem solving and goal setting to maximize and maintain personal achievement and productivity. Itis a framework and a process to tap into inner potential through a series of sequential coaching conversations. emmie 517m 30White paper 40 cesta MARGE ARH : Newfield Institute Way of Being Model. EAGUNER ANFEATAMNMRRMAT MATA - ORS SRRTIPETANER: “HEAL, SABNTAONERED LUN BAIT AEE + This is a model based on ontological coaching relating to the way of being that incorporates language, emotions, and body that influence behavior. The Way of Being is the underlying driver of communication and behavior based on one’s perceptions and attitudes.White paper PERE BRE The Coaches Training Institute. \ No AB RAY AI TALIM ( Co-Active Model ) SOE: SHARAGAMETE > BBS OR BERMER BARBER OBA CAMBRIA + th EER THRE - This organization's Co-Active Model is a methodology and framework based on the idea that individuals are naturally creative, resourceful, and whole. It suggests individuals are capable of finding their own solutions, with the support of a coach in a collaborative relationship, that result in courageous action. The model is centered on fulfillment, balance, and process. emis si7m 41HEEER unite paper SACRALAAUHERELES PAS ARENA OED » A DAES EE D ABA RARHMM > BRAREKAHER : STARRALNRASE eH A 7 FRA RRB LAED ARE EET ? Every coaching model and worldwide coaching professional association has its set of required core competencies which must be achieved for one to be considered an effective coach. But are there any common ingredients across all coaching models and coaching professional associations? Here's what | came up with. How do these match with your experience? 42 semis 517mWhite paper sate Flexibility RSA MRR NER SARL - RR - S PITTS » EPICA RE SAAS + MTR RIN ; TE SPARS TARE + PAE FRATTON TENE - Remaining flexible and agile to adjust your coaching model, process, and style based on your client's needs. For example, allowing more time for a deeper connection before moving forward, or brainstorming to identify next actionable steps when a client is stuck. BiRaAt ane Coaching Presence and Active Listening BEEPS LATED - ERE RTI © > FRR - RABE - REAR + Having a target focus on the client and eliminating distractions. Listening at a deeper level that involves words, nonverbals, body language, surroundings, and silence. AHIR Coach’s Toolbox SRTRERTHARAU RRR MRSS ORR SHAME Flo RESTS » BARS MALES ° Having available several coaching models and processes that can be incorporated into the coaching based on the client's need. Being able to flex and adjust your coaching style.White paper MAE! EMEA (Ken Banchrd Companies) 8 BAUR AMIARRRTR- HD HASTORESROMNTARRZ RBIRE HERAT RAAT Rae: ‘AMEE DDL Behar! Modes) BER RACRHBSAR: Bt SRR TRS PAR + BERATING BOARS - RATTAN RAT fr RAIS + RSE RGR MBC REM, SIRE SCRE StSHMS TMRTERRIAT AMR HEDL—HARR RAK eye DsaeRe AMEDD ART ARAB EE ARSER AAR SAET, HRRSRS HESS StS 2: SAHSSRS MOERALR aman aap eiaemenaaN Ne ‘ARM, RE BROMRMRRIEEH BRO SEROMES + ‘REE (8862) 8502 2628 #526 PUNE, Soi AsbnRM mrss LES woruhamentcom BFS RBT micro leaning EH + ENE - ERS MARERRA BRANES HRB Fa) BIC 44 sestmis 517m e- S RAGSHMEDA] SHEBA ARE BARRA - Bi BRR AV » LURE A MRR + ARBRE TH + LL RSARANRE + SREB RUASM » RAR RGB ~ PEREGO - EMMA CRBRESSUEP RED ¢ At The Ken Blanchard Companies, we focus on a deliberate process using focused conversations to create a safe environment that results in individual growth, purposeful action, and sustained improvement. As a coach working within that model, | intentionally incorporate flexibility, presence, and active listening to enhance my ability to serve and coach each client. HOE 7 HHI AD » ORR HT 2 MPERAEED - LCR LEP OBR? How about you? What is your experience with the different coaching models currently available? How do you tweak each to flexibly serve the needs of your clients? "White paper SMB : MAR ole AaB Leadership Transparency: How a Coach Can Help Z| Mary Ellen SailerWhite paper 1 2 APL RPE L (RABAT RIG? RAGE sett ener 3 aMiSR Do the people you work with know what you expect of them? Do they know what to expect of you? Pause, please, and really consider those two questions. If | walked into your workplace and asked your team these questions, would | get immediate answers? Would | get consistent answers? Would | get answers you would have expected?White paper (RAISERS EREA Your Leadership Point of View MAMA CHM URI AADM RES SARS ABR» MARRD itt, HPACHRRRARARE RD - DEPAT MAA BRE MATAR : ALLE REGPERESNBB—H > HOM RGAURAB ARR HALALEASHRER > S ARTA RHE © SEMEE—BHA ABARE : SSRMRASR LOI, AP: Bi GRE (POV) AK LUG AS ANAM PRS BRA ° =HOSASE Clarifying what you expect of yourself and of others and then sharing this information as your Leadership Point of View helps you and your team succeed together. It accelerates the process of helping people lear what makes you tick and brings about greater alignment faster. Creating an intentional vision also allows leaders to demonstrate consistency between their values, their words, and their actions. In a post entitled Leadership Transparency: 3 Ways to Be More Open with Your People, Ken Blanchard shares three ways sharing their Leadership Point of View (LPOV) helps leaders connect with their direct reports. a7 sesnmis 517mWhite paper PHRSGRRAT KHABRERAL NES : ARAACED + SRA HEE RE 2 ASRAM SATIS NERS RRL 2S SH VRAGEN AM BRAN MOA RSRRHA > SAMBA VSSAHAMS LAPHASM » RMR MER RABANRES MNASRRHR INSEE ? Your LPOV identifies your beliefs about leading and managing people. Who are the people that have influenced you in your life? Most people think about traditional leaders first, but the reality is that parents, teachers, and other important people in our lives are the ones who have usually influenced our thinking the most. Given what you've learned from these influencers and your core values, what are your beliefs about leading and motivating people? VALUALULLOLLLLLLLLLLLLLLLL ‘PROS HAB LL BAT BEIM ¢ HEMAGEASNES 7? ENRASN TAREE RNY S ? SIT BAB AG HMR » HPRLARELLARAP OMI HO + OMAN MLO + DUBE LON aS oma aE ° Your LPOV reveals what motivates you. How can you communicate what you believe and how it influences your behavior? When you share your LPOV with your direct reports, they will have the benefit of understanding where you're ‘coming from, what you expect from them, and what they can expect from you. eeeaedranaaaanaannununnununiiiiiie RAE EA HED OR LEA = ‘PRAYERS RACRORAE + ARH TSA AT RY EIT LL SAG SROLESE ARRTARSE MLS DPSR > ame, AISA MRR AAMAS AS CARAS RTT ie Your LPOV helps you lead by example. Your Leadership Point of View lets People know how you will set an example for the values and behaviors you are encouraging. We all know from personal experience that people learn from behaviors, not from words. Leaders must walk their talk. Developing a Leadership Point of View creates a clear path for you to follow. estat astm 48“ In working with leaders going through our Leadership Point of View program, we've found it requires courage and vulnerability to really think through past events that have contributed to the person you are today. A coach can guide a leader through this process—for example, to assess which stories to share and how to share them.White paper SEMSHHR RRSRFRE MS LRRRESHAA > BHILAMNRAST ty HRS RBRH KS HRCLSSRAMATGRARRALEGR NRARARES MHRA: RRM RABE RARAR - HAVER RAM - HA RBDHO - MACH ARRAMA RR RHBAE—E |! RATTMHASRAE LARRABEE RS ARM BRAR> DAM EBA - th POMP ARR Aaa ARRAY LAS AD + BEM ORAS he + PIP RARE HS eT PH BMPR Earlier this year, | had the privilege of coaching a leader in the aeronautics industry. This engineer shared with me her story of being a child refugee—memories of her family leaving their communist country via airplane to start a new life in Australia. As a little girl she saw the airplane as a symbol of hope, opportunity, and the future. Until our coaching, this woman hadn't realized the powerful connection her mind had made between airplanes and her family’s freedom! We used that metaphor throughout her LPOV, and it was extremely powerful. Her team had always seen her as a competent and capable engineer, but by sharing the story of her youth, they could see that what propelled her work was optimism and hope. estat astm 50