Coaching for Performance: Growing People, Performance, and Purpose By Sir John Whitmore
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It's Not About the Coach By: Marshall Goldsmith
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The best leaders may be the ones least noticed.
A lot of what passes for leadership development in companies can be a waste of time. See if you recognize this process. Your company taps you as a future leader. It sends you to "leadership camp," which can last anywhere from a day to a couple of weeks. You're entertained by a parade of speakers (like me), and afterward you're required to critique the speakers and rate how effective they were. If the company is particularly rigorous about gathering information, you may be asked to critique the hotel and the food. But nobody is critiquing you. Nobody is following up to see what you learned or if you have actually become a more effective leader. As a result, the people who may be learning (and changing) the most are the speakers, the hotel staff members, and the cooks.
This is an odd thing that points out a huge fallacy about the process of helping people change for the better. We focus too much on the salesperson rather than the customer. We focus on the speaker rather than the learner. We focus on the coach rather than the person being coached. We focus too much on the leader rather than the people doing the work.
It's certainly true in my coaching. Of the great clients I have had the privilege to work with, Hal may be my star pupil. His coworkers judged him to have improved more than anyone I've worked with.
Hal managed a division of about 40,000 people in one of the world's largest organizations. His CEO recognized that Hal was a great leader and wanted him to expand his role by providing more leadership in building synergy across divisions. The CEO asked me to work with him. Hal eagerly accepted this challenge and involved his team. Together, they established the most rigorous project-management process I've ever seen. Each person took responsibility for creating positive synergy. They regularly reported on their efforts in reaching out to colleagues across the company to build teamwork.
WHERE DO HABITS COME FROM -- REALLY Thoughts from Alexander Caillet Comments (0)
One thing about the word "habit" ...
Human beings experience thoughts habits not as thoughts, but as feeling states. And these feeling states become habitual which further drives the thought habit.
The culprit is the hypothalamus which responds to our thinking by producing neuropeptide chains. These chains are actual protein sequences that are produced by combining the 21 amino acids resident in the hypothalamus. One neuropeptide by "type" of thought: sad thought, happy thought, etc.
Continued...
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It's Not About the Coach By: Marshall Goldsmith
WHERE DO HABITS COME FROM -- REALLY
