UPCOMING WEBINAR
Stakeholder Centered Coaching Is Not for the Faint of Heart
RESEARCH YOU WANT TO KNOW
In the Trenches: Coaching Physicians on Burnout-January 22nd
COACHING REPORT
DIRECTOR'S CORNER
Seeing Eye to Eye: A Meta-Analysis of Self-Other Agreement of Leadership
Pre-Register for The 2018 Annual Coaching Conference
Triggers by Marshall Goldsmith
EVENTS
Suzanne Bates on Coaching Leaders in Executive Presence
December 2017
BOOK OF THE MONTH
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On December 7th, Marshall Goldsmith shared his unique coaching model, Stakeholder Centered Coaching (SCC), in our public webinar, available here for those of you unable to attend. In a nutshell, SCC is an ongoing spiral of 360 feedback. When a leader signs on he or she commits to picking 12-40 stakeholders who will give him or her “feed forward” on a monthly basis. Feed forward refers to offering suggestions for what the leader can do in the next month to move toward his or her goal(s). First, the coach and leader work together to identify the leadership challenge with a traditional interview based 360 assessment. The coach and leader then synthesize the information and hone it into one or two key, clear and measurable behavioral goals. Then, in contrast to most coach approaches, the focus continues to be centered around continual input from the stakeholders, which is used as the basis to have the leader iterate his or her behavior. SCC first requires commitment from the leader and all stakeholders who are educated and onboarded on how to give monthly “feed forward.” This entails short monthly meetings where the leader has a five minutes or less interaction requesting suggestions on how to improve, and clear guidelines on how the leader is to respond in the moment and then focus on change. The coach and leader meet monthly to discuss the suggestions; mini surveys are given every few months to assess where progress has been made. This approach is actually a systems intervention. It requires significant candor and transparency from the leader. It also develops a kind of feedback/forward culture. In addition, it can open up communication and can not only shift a leader’s behavior but his or her brand as he or she clearly announces the need and desire to change. At our Annual Conference in October, I interviewed Marshall and three major CEOs on their experience with SCC coaching. Together, we then presented a keynote panel describing how this process challenged the CEOs to the core and helped them to become more ego free, and better leaders. In our research paper this month, Angela Lee and Nichelle Carpenter looked at several studies on 360s. Typically, there is a moderate (note: not strong!) correlation (.30) between what leaders think of themselves and what others think of them. To me, this points out yet another reason why Stakeholder Centered Coaching, or at least very frequent check in meetings with stakeholders, can be a huge service to our clients.
Director's Corner
Warmly, Carol Kauffman, PhD Executive Director, Institute of Coaching
Angela Lee, Nichelle C. Carpenter (2017), Leadership Quarterly TRANSLATION AND CONNECTION TO SCC COACHING: It’s expected that leaders with good self-awareness will be more successful, and their own assessment of their behaviors will be congruent with others’ perceptions of their behaviors. Typically, this is measured through a “360,” a questionnaire or interview process ranking the leader, where all those around the leader give their perceptions of the leader's capabilities and behaviors. In this research paper, a meta-analysis (a study of as many studies as possible); raised some issues relevant to coaches. First, the correlation between what leaders thought of themselves, and what others thought of them was about .30. This is decent, but it shows there is still a lot of discrepancy between self-assessment and what others think of you as a leader. Not surprisingly, if the leaders picked the raters versus having them picked randomly, there was more agreement. So, as a coach, having the leaders pick all of the people tilts the outcome a bit. The authors looked at many leadership studies and found that there are basically two categories: task-focused and relationship-focused. This simplifies the literature a bit, as most types of leadership can be bucketed in one or the other. It turns out that leaders and others tend to agree more on task aspects of leadership than relationship aspects. However, this is different by country, with Americans tending to believe they are more transformational than the people who work for them. ABSTRACT FROM THE AUTHORS The agreement between a leader's self rating of leadership and ratings from the leader's subordinates, peers, and superiors (i.e., self other agreement) is critical to understanding leadership, but questions remain regarding the extent to which leaders are aware of their behaviors. This meta analysis investigates whether leader observer agreement is influenced by type of observer and type of leadership. First, we examined the convergence (i.e., correlation) between leader and observer ratings along several dimensions of leadership (e.g., initiating structure, consideration, contingent reward, and transformational leadership). Our results indicated that leader observer correlations were generally moderate and of similar magnitudes for task and relation oriented behaviors (with the exception of a strong correlation (agreement) for contingent reward).Next, we compared leaders' and observers' mean level ratings (i.e., Cohen's d), and found that leaders generally reported lower or similar levels of task oriented behaviors but higher levels of relation oriented behaviors. Last, several variables (e.g., sampling method and study purpose) moderated leader observer convergence. Implications of these findings for research, theory, and practice are discussed.
A trigger is something that causes us to act. It can be a positive trigger, e.g., praise. Or, it can be negative and counterproductive, as in peer pressure or things that drain us. Marshall says, they are practically infinite and asks, “Why do they “make” us do things? Why are they invisible? And, how can they work for us?” Triggers typically come from the environment surrounding us, and our subsequent reactions. Managing ourselves in those moments is the crux of good or bad leadership. In business, the right behaviors matter. But, getting it right is tricky. Even when we acknowledge the need to change what we do and how we do it, life has a habit of getting in the way, upsetting even the best-laid plans. And, just how do we manage those situations that can provoke even the most rational among us into behaving in ways we would rather forget? Triggers confronts head-on the challenges of behavior and change, looking at the external factors (both negative and positive) that affect our behaviors, our awareness of when we need to change, our willingness (or otherwise) to do so, and our ability to see the change through. Drawing on his unparalleled experience as an international executive educator and coach, Marshall Goldsmith invites us to understand how our own beliefs and the environments in which we operate can trigger negative behaviors or a resistance to the need to change. But, he also offers up some simple, practical advice to help us navigate the negative and make the most of the triggers that will help us sustain positive change.
Suzanne Bates on Coaching Executive Presence
Suzanne Bates discusses how to coach leaders to be all they can be using the science of executive presence.
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Around 50% of physicians today are experiencing at least one symptom of burnout, which has emerged as a crisis in the health-care industry. Dr. Adelman leads Physicians’ Health Service at Massachusetts Medical Society which has seen a nearly tripling of physicians seeking assistance for burnout in the past four years. Physician & coach Leslie Schwab, who is leading a research study on coaching for physician burnout funded by an IOC Harnisch grant, coaches physician clients dealing with their mounting challenges in health-care today. Based on their “in the trenches” experience, Drs. Adelman and Schwab will provide an overview of physician burnout, describe the work of coaches to support physicians in developing resilience and improving performance, and propose a vision of physician well-being for the future. Presenters: Steven Adelman, M.D. and Leslie Schwab, M.D. Host: Margaret Moore, MBA
JANUARY In the Trenches: Coaching Physicians on Burnout January 22, 2018 1:00 PM-2:00 PM
You can now pre-register for the 2018 Annual Coaching and Leadership in Healthcare Conference on our website. Fill out our simple online form to get early-bird notification on registration details! Videos and highlights from the 2017 Coaching and Leadership in Healthcare Conference are coming soon, but in the meantime, please be sure to check out our past conference resources!
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Pre-Register for 2018 Annual Coaching and Leadership in Healthcare Conference
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