In The Moment Coaching for Leaders: Quick and Effective Strategies to Inspire Connect and Excel by Boardman Jane & Pilger Sangeeta

Author:Boardman, Jane & Pilger, Sangeeta [Boardman, Jane]
Language: eng
Format: epub
Publisher: SpiritCast Network
Published: 2019-11-20T16:00:00+00:00

Story: Using Reach to Align Differing Perspectives

Arnold is an Executive in a large public sector organisation. He is highly capable and a very detailed person and falls in the Advisor quadrant. He loves detail and wants to cross the t’s and dot the i’s to ensure accuracy and be clear on actions and schedules. Fatima is his manager and is a big-picture person. She loves to brainstorm, generates ideas, and then loves to move on. She is a starter rather than a completer and loses interest with detail.

Fatima and Arnold get along well and there is mutual respect. However, they get into episodes of frustration with each other. Arnold has a lot of deliverables and wants details and gets frustrated when Fatima comes across as vague or when she jumps from one idea to another. Similarly, Fatima gets frustrated when Arnold gets bogged down in detail instead of freeing himself up to be creative and expand his thinking.

Reach helped Arnold and Fatima to not only understand what each needed of the other but why this is important to each of them. It also enabled them to identify a process they would use to ask each other for permission to have a different approach in their conversation. What this meant was that Fatima and Arnold agreed on communication protocols they would use to flag what they needed of each other so they could avoid becoming frustrated. For example, when Fatima needed Arnold to think freely and outside the square, she would say, “Arnold, right now I need you to not worry about crossing t’s and dotting i’s,” and this would be a trigger for Arnold to move his thinking to a different space. Similarly, Arnold would say, “Fatima, right now I need specifics and want to discuss details,” and this would be a trigger for Fatima to stay open to a conversation that needed detail and truly listen and support Arnold.

Quick Scan Using the Reach Quotient: What Can You Do as a Leader?

1. Scan the Reach Quotient descriptors in Figure 17. At a glance, which characteristics most closely align with the qualities of your team members?

2. How well does your team leverage the characteristics of the four profiles?

3. Which profiles are more dominant in your teams? Are there blind spots?

4. What do you need to do to better leverage the characteristics your team members bring and overcome blind spots?

Using Reach

Reach Reports show preference patterns and reveal blind spots at an individual, team, and organisational level. Through this leaders can achieve insights about what is needed to foster positive workplace culture.

If you would like to explore the Reach Quotient to improve communication and relationships, see my contact details in Chapter 8.

In-situ coaching to build relationships

In situ coaching is a unique coaching methodology in which leaders and employees benefit from a trained observational coach working with them in a coaching capacity in real-time as they go about their work or in meetings to provide insights about dynamics, strengths and gaps, to enhance individual and team effectiveness.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.