Too much happy talk
Posted by richard on 31 Jan 2007 at 8:36 am | Tagged as: "How to" coach tips
Too much happy talk?
How many meeting have you witnesses where the happy talk outpaces reality? It seems there is a natural aversion for looking at reality - hoping for the golden days to return, etc. There are always issues when the client (managers, team, department, or individual ) sets out on a course of change. The problem is that issues are rarely brought to light in advance.
Why not help the client identify the critical issues in advance, rather then hoping these issues won’t occur (denial or wishful thinking)?
To get the ball rolling, assume that setting and implementing strategy will surface unresolved concerns. The coach is in the best position to help systematically surface al these concerns and issues. You afford great insight, anticipation and no threat.
While there are no hard and fast rules, here are five steps you can take to help the client move forward with any planned change. These five steps will open the conversation, generates a lot of possibility thinking, and get a spotlight on what people are really thinking.
- Identify those issues or concerns that will/may affect implementation.
- Arrange them in a priority order (lots of debate on this step alone).
- Detail each issue so that it can not be misunderstood.
- Assign responsibility for each issue in a way that it can not be ignored.
- Assign time frame so that the issue cannot put off indefinitely.
Have your client create a critical-issues agenda as a means to systematically review the crucial issues. It is a very positive way to spotlight the usually invisible blockers.
It is possible to create a culture where the team scans the environment for critical on weekly basis.
Try this in small areas to start
Richard
wered by Qumana
Hi Richard,
I agree with your five steps and use these as a means of creating movement on the critical issues with my clients. I have observed many clients, the owner/executive talks a “good game” but when it comes to execution, she/he is as likely to avoid completing critical tasks within the time frame as anyone in the organization. It comes back to the belief that if the executive’s behavior does not take these agreed to actions seriously, then no one else will either.
Beyond the usual proding, what other techniques should I consider?
Thanks,
Skip Flinn
HiSkip,
For a critical issue to qualify as a “critical issue”, the owner/ceo must first see it as such. They (the owner/client) will be far more open to taking action when they are at that level of awareness and readiness.
If not, then you really have start back at the “what do you have” vs. “What do you want” stage — followed by “how important” is it for you to see this changed, etc., etc.
I think it is all but impossible to convince the owner to act from the outside. Trite as it may sound, commitment and change really is an inside out type of energy.
Any other ideas out there to Skip’s question would be great to gather. We all have that question/situation.