Posts Taged team-coaching

Six Ways to Create a Coaching Culture

coaching culture

We usually think of culture creation as a haphazard process that just happens.  That doesn’t have to be the case.  While you can’t order people to absorb the team’s culture, you can do things to push it along.  Soren Kaplan recently wrote an article on Six Ways to Create a Culture of Innovation for Fast Company.  The article is a great blueprint for creating cultural change in a big sense.  What if you were to apply his six ideas to creating a culture of coaching?  Here are the six ideas (in bold) and how they fit a coaching culture:

1. Be intentional with your innovation intent.  The goal is to frame the world in the terms you want to see. 

  • Why would you want to support coaching?
  • What does it give you that nothing can or will?
  • How does it affect your team and your customers?

One client of mine is working to develop a team of leaders building leaders.  She knows that’s more than having a coaching element.  She also knows that it won’t happen without coaching.

2. Create a structure for unstructured time.  Think of this as an incubation time.  Eggs don’t hatch as soon as they are laid.  The baby bird has to develop in a protected atmosphere for a while. 

  • How will you take away rigidity in your work expectations?
  • How will you let them explore their ideas about coaching and what it can mean for their life?
  • What will you do to guarantee your team time to incubate and grow under your protection but without your direction?

3.  Step in, then step back.  One company I work with regularly has “lunch and learn” sessions designed to provide a structure that allows exploration.  The participants decide how best to use that time. Within a company, you can find ways to put people together.  For entrepreneurs the task is a little different but still doable. For example, a mastermind group gives you a structure to play around with your ideas.

4.  Measure what’s meaningful.  How will you know you are successful? Finding your return-on-investment is sometimes a difficult if not impossible task.  However, you can measure satisfaction levels.  Ask your people “How is this making a difference for you?”  The answers will be enlightening. Retention is often an important measure of coaching effectiveness.

5.  Give “worthless” rewards.  Find ways to celebrate every day.  Who doesn’t like to get recognition for who they are and what they do?  Just imagine encouraging peer coaching for personal growth opportunities.  What’s stopping you from buying lunch as a way of recognizing people who are exploring new horizons through coaching? You should check out the article from Sean Blaze on 35 ways to do this cheaply.

6.  Get symbolic.  You know when you have entered a church, police station, government office, or YMCA.  You see their symbols everywhere.  What are your symbols that say “we coach here?” Your mission and vision statements, stories, key phrases are all part of the culture.  When you figure those pieces out, your culture become even more obvious.

What do you think?  Which piece strikes you as the one for your focus?

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The Secret of Mastermind Groups

MastermindWho wouldn’t want to be in a mastermind group? And what coach wouldn’t want to work with one?  The name says it all:  MASTERMIND; complete understanding; supreme oneness with anything that matters; peace with the universe.  I’ve wanted to coach a mastermind group for several years but couldn’t get past the planning stage.  I was going to have to describe to possible participants the characteristics of a mastermind group and the reasons to be in one.  What makes a mastermind group unique and why is it better than regular group coaching?  I couldn’t figure it out.  Then the light bulb moment hit.  I was over-thinking it all.  (Isn’t there something ironic about making that decision after 14 months?)  Here is the difference:  The core distinction between group coaching and mastermind group coaching is a single word, “mastermind.”  This word creates three differences.

Mastermind groups are synergistic.  As the group participants come together in a mastermind group, they create a power greater than that which can be explained as simple group dynamics.  They create a mastermind.  Napoleon Hill describes it best, “You may catch a significant suggestion from this statement: No two minds ever come together without, thereby, creating a third, invisible, intangible force which may be likened to a third mind.” For Hill, this is a spiritual energy that “becomes available to every individual brain in a group.”

Mastermind groups are cooperatively competitive. While that sounds like a contradiction in terms, it’s not.  Every participant in a mastermind group plays full-out and in doing so, pushes everyone else to do the same.  The best competitors in the world will tell you that the competition is really within them.  It’s not a matter of beating the other person; you have to beat yourself.  When you join a mastermind group, you agree to do that: to not hold back; to push everyone else so that they will push you; to cooperatively drive everyone to their best level.  Ginger Cockerham refers to this concept in her book, Group Coaching: A Comprehensive Blueprint.   She writes, “As the group evolves from an unformed group of individuals seeking personal achievement and becomes a formed group of interactive and interdependent members, participants understand that they have a vested interest in supporting and encouraging other members to achieve the outcomes they want.”

Mastermind groups are highly creative. Regular coaching depends primarily on the creativity of one person—the one being coached.  Most group coaching does the same thing.  A mastermind group is different.  When you participate in a mastermind, you have the opportunity to offer alternatives, weigh ideas from the other participants. Napoleon Hill talks about Andrew Carnegie, who surrounded himself with about 50 men in his mastermind so that he had plenty of people to weigh in with their ideas.

Once I developed a clear mindset of the mastermind, I began to understand how my role as a coach shifts.  Here’s how:

  • My job is to build the mastermind.  When I grow the mastermind, everyone in the group benefits.
  • My job is to coach less and facilitate more.  My role is to allow others to coach, challenge, and innovate.
  • My mindset requires me to stay coach-like without behaving like a coach.

Please react.  I’ve you’ve been in a mastermind, what made it different for you?

 

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