It has been a few months since I posted a past article by my guest contributor Marion Franklin.  It is now truly the end of summer and most of us are back into our old, stale routines.  Perhaps this article will spur you on to new horizons.  You can find more in Marion’s ezine full of great stuff. Her contact information is below.

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The Lone Cow

by Marion Franklin, MCC

Marion Franklin, MS, MCC
http://www.lifecoachinggroup.com
ICF approved Laser Coaching Intensive 12 week program
ICF approved Mentor Coaching Groups

Over the years, like my guest author, I have helped coach individuals improve their public speaking.  So when I saw this simple exercise, I was intrigued.  I immediately asked Noel if I could reprint the short article.  Noel kindly agreed and asked me to add a link after his name “if you can fit that in”.  Well in my view one link isn’t enough.  Noel is a great coach and has lots of wonderful resources. Check out the sites listed below and be sure to sign up for his newsletter for the latest updates.  That is where I found this tip.  While I have not had much difficulty in presenting in public, my own personal inspiration would have to be the speeches of Winston Churchill.

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Becoming a Confident Speaker*

by Noel Posus

One of the most common areas of discussion I find in the workplace coaching I do is when individuals share that they are not confident speakers, and there are many reasons behind that. Certainly the fear of public speaking, which includes for some the fear of speaking up in a team meeting, is one of the biggest fears we have in our professional lives. A technique that I’ve been able to use quite successfully with many coachees is to ask them to research and find an emotionally moving speech from history and to practice delivering that speech at home.

The process generally helps them change their posture, learn to project their voice , work on how to vary their vocal inflection for impact, how to believe in the message they’re delivering and so on. This process also helps them “rewire” their brain to get all of these changes to work in concert and eventually, with practice, supports the individual to become more confident when they speak.  There are many other techniques I use along with this one, but I thought you might find this one particular technique interesting.

The most common speech people tend to pick is Martin Luther King’s famous “I have a dream” speech.  You can download the text and/or watch a video of that history-making speech here. And if you’d like to look up a list of 50 more incredible and historic speeches which you can also watch online, here’s another link.

Why not try this out for yourself and see how you too could boost your confidence and possibly also enhance the impact you can have on others when you speak?

About the Author:

Noel Posus is a recognized leader of the international coaching industry. He is a Master Coach with nearly twenty years experience as a professional educator, coach and author.Noel  has provided coaching and change management solutions to individuals and groups within the corporate, education and sporting fields and developed numerous specialty coaching programs.  Some of his web sites are:

www.askacoach.com
www.thewheelsoflife.com
www.coachingtoolsandresources.com

* Reprinted with permission.

Here is another wonderful post by my guest contributor Marion Franklin.  This one is a good reminder to me to stop and listen instead of rushing ahead.  Others of you may realize how we sometimes avoid those “warning signs” because we hope we won’t have to deal with any unpleasantness that might happen. You can find more in Marion’s ezine full of great stuff. Her contact information is below.

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Red Flags

by Marion Franklin, MCC

Despite the warnings, “I’ll keep on dancing. This ship was built to last and will never sink.” These are made up

words from someone on the Titanic who refused to believe that the ship would go down.

Unfortunately, far too often, we have warning signs or signals and we choose to ignore them, or at best acknowledge them and still proceed as planned.

After receiving a recommendation, I hired someone to rewrite the code for my website. We spoke at great length and agreed on a price. He said he would throw in several bonus items, and since it was a small job, it would not take long.

Simultaneously, I contacted my web hosting company about the same work. Their estimate was lower but they didn’t seem as professional, so I hired the recommended person. When it wasn’t completed within two weeks , I sent e-mails and called. He assured me that it was a small job and would be completed long before my deadline.

Each week that passed, I contacted him, and each time he assured me not to worry and that I should be patient. Eventually he explained that he had been ill for 3 weeks and could not do any business but my job was at the top of the list.

With the deadline approaching, I FINALLY contacted the web hosting company and hired them. The job was completed in two days and the final price was much lower than their estimate (and much lower than the other company).

Upon reading this, you would think that I would have paid more attention to my ‘inner knowing’ that the job might not happen. Yet, I continued to believe him. It took far too long for me to heed the red flags despite the fact that I would have told a friend to look elsewhere!

What allows us to ignore signals?
Is it unrealistic optimism?
Is it faith?
Is it the golden rule? (I would have been true to my word, so he will too.)
Is it laziness? (Not wanting to start over)
Is it about not trusting our intuition?

Recently, I wore a pin that was really special to me. Just before leaving the house, I looked in the mirror, and in my mind said, “If I ever lose this, I would be upset.”

You would think that I would have checked it for security at that point…. No!

Several hours later when talking with my friend, just before parting, I thought I heard something drop. I looked down and didn’t see anything so we continued our conversation. Eventually, I got into my car, and when I arrived at my destination noticed that the pin was missing.

When going back to the location, I found the backing for the pin (what I must have heard drop) but never found the actual pin.

What does it take to pay attention to red flags?

They are constantly present – telling us something, revealing something, pointing something out. Yet, too often, we are rushing, relying on our intentions or impulses, or simply not truly present. That is when we choose (sometimes subconsciously) to ignore the signals. It’s always costing us – perhaps time, money, or sentimentality. Nevertheless, there is always a price to pay for not heeding obvious clues and cues.

However, dwelling on how we missed the obvious clues would only perpetuate negativity. It behooves us to move on and stay in the present. Yet, if we didn’t have regrets or anguish, we would probably continue the same behavior. So the next time there are clues, we will more likely pay attention.

INVITATION TO EXPERIMENT

What will it take for you to notice the red flags AND do something about them?

When a red flag (or warning) shows up, we can make a conscious decision in that moment. When the ‘little voice’ or ‘inner knowing’ lets us know – STOP – Make a choice right then:
–Do I stop the conversation and really look on the ground or do I continue the conversation and let it go?
–At some point, based on the evidence, I question my continuous trust that the job will be done and make a decision.

If you feel inclined, please let me know if you decide to go ahead and try this experiment. I would love to hear about your experiences. Your feedback and comments have been most welcomed:-) Keep them coming!!

Marion Franklin, MS, MCC
http://www.lifecoachinggroup.com
ICF approved Laser Coaching Intensive 12 week program
ICF approved Mentor Coaching Groups

In January, I read a great response to an issue on the New Coach Connection Yahoo Group by Marion Franklin.  I asked Marion, also a moderator of the group, if she would share her insights as a guest author.   She kindly agreed. I do want to remind the readers that this is not edited as an article per se. Marion does have her own ezine full of great stuff. Her contact information is below.

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Laser Coaching – Get to the root quickly

by Marion Franklin, MCC

Image via Wikipedia

Let’s begin by defining laser coaching.  By definition it is getting to the root of the problem quickly. As a result, a session might be shorter because you aren’t going on a ‘fishing expedition’ trying to figure out what’s really going on.  Unfortunately, when people hear laser coaching, they immediately think that it means short, quick sessions.  It CAN be so, but only because the coach is adept at cutting through the words and ascertaining the real issue.  That is a learned skill. Sometimes laser coaching is confused with ‘solving a problem’ by telling the client what to do.  That is consulting and does not help the client in the long term.

Because we identified LOSS as the theme, by coaching around that, she felt great relief before having to get into any specifics.  It’s also a matter of discerning what is /what is not in her control.

The key is to figure out what makes determining the next step important – why now? It’s important to figure out what is true for this client (not the coach). Unless these are aligned, conflict shows up:

• What is the underlying emotion?
• What does the client want for the future?
• What is the client’s purpose?

YES – steps can be taken and clients feel great relief with one session. It doesn’t mean that the client is ‘good to go’ and now has a total plan. It could easily be that the client feels clear and certain about where to begin to tackle his/her plan and has a better understanding of his/her situation, and consequently knows a first step thus relieving the anxiety/restlessness. And, the ‘how’ is usually about 3 minutes at the end of a 30 minute session because it automatically evolves out of the conversation.

Typically, single sessions resolve what is termed “situational challenges’ – such as ‘make a decision.’ Laser coaching is still ongoing coaching when it’s a broad scope such as a next step in life. The difference is that laser coaching ‘cuts to the chase’ and allows the client to move forward faster.

Marion Franklin, MS, MCC
http://www.lifecoachinggroup.com
ICF approved Laser Coaching Intensive 12 week program
ICF approved Mentor Coaching Groups

I grew up in a time when children didn’t have to bring their candy home from Halloween and have it checked.  And while I was told not to talk to strangers or take candy from anyone, I was instructed to go to a policeman if I was in trouble.  So it is not surprising that as a young adult I was comfortable traveling to Europe on my own (all be it in the Northern Part).  

I never felt anxious or fearful walking alone at night in the city.  I have been known to hitchhike in the city during a transit strike. Canada has always been a “safe” place and here in Switzerland one gets the same feeling that it is OK that our kids can play outside around the neighbourhood.  I had the privilege of always feeling personally safe.

This is simply not the case for many people around the world and perhaps even someone you know living next door.  Domestic violence, sexual abuse, slavery, political torture and ethic genocide are all closer than we may realize.  Fear is an amazing tactic to keep us silent.  I don’t think I fully grasped the significance of this until I was recently reminded of something. 

Have you ever been harassed via email? I have. It was back in 2003.  Something of mine had been published online out of context and I sent a private email to ask that a correction be made.  This resulted in a series of bullying emails that were scary due to the craziness and menacing style. I disengaged and began to step back from my online presence.  The author of these emails had a large database and I was afraid of what he might do to my reputation.  For the first time in my life I was fearful and acted like a victim.  Life goes on and the feelings receded in my mind.  

This very same person has recently requested to connect with me through Facebook, Twitter and LinkedIn. It is as though we are colleagues with some sort of good relationship. I simply ignored them.  I was very surprised to find these old feelings of anger (fear) surface a few days ago when this person began sending replies to ask me why I hadn’t followed back on Twitter.  The person was suspended later that day and then opened up another account.

Sure I could have just blocked the identity but this could go on forever.  I then got thinking about all these other “crazies” out there who might follow me or even if they didn’t a search is easy enough to do and find my tweets and read them anyway.  I could be retweeted out of context AGAIN.  

Stay cool, don’t let someone (or something) rent space in your head. (Robert Bacal)

The post mentioned below had been circulating in my mind since I had read it a few months back. So I decided to re-evaluate my strategy for social networks – specifically Twitter and decided to remove myself from the public timeline. I still maintain a strong online presence and will continue to do so but I decided that I had the right to be in control of who could or couldn’t pester me.  I have no need to be famous. 

Which brings me back to the point I wish to make about personal safety and change . . . I have a new found respect for anyone in the pubic eye – regardless of the reason or how I may feel about them.   It is easy for us to remain silent, feeling safe and secure knowing that no one can point at us directly.   German anti-Nazi activist, Pastor Martin Niemöller (in his often misquoted speech that I too have misquoted) gave us the best reason not to remain silent.  ”Then they came for me - and by that time no one was left to speak up.”

If one is sane, to stand up to opposition and be counted takes a tremendous amount of courage. So it seems to me that courage is a precursor for change.  And I know that this is scary.  Change always comes at a cost or a loss.  Don’t let anyone tell you otherwise.  AND it is worth it. 

I suppose too, that when someone asks what “I do” or “we do” at 1-Focus International, our response is pretty consistent.  We say that we help create and hold a “safe space” for people to do their work and thereby the group or team can co-develop their shared vision of the future and begin the process of sustainable change.  And as coaches we do the same.  We my ask powerful questions but first we establish the safety to explore ideas or places that are unfamiliar. 

While not about harassment on Twitter, this is a must read: Why my Twitter updates are protected by Melanie McBride.

You have to have a strong ego to write blog posts that are well read by others (who have their own opinions) and then read all the comments.  Two days ago, I took exception to the term “uncoachable” that Marshall Goldsmith used in a recent in his “Ask the Coach” segment in HRB: “How to Spot the “Uncoachables“.  To his credit, Marshall responded and qualified the terms he was using. I encourage you to read the post and the comments (including mine and his responses).

Earlier today, I put up a video of Jacqueline Novogratz where she discusses the importance of learning humility.  I thought it would be interesting to tie the behaviors of self assurance and humility into the Tilt Leadership Model.*  The Tilt 360 looks takes one’s personality to the next step . . . as we are aware of our tendencies how do we manage them. As mature individuals how balanced are we in the character traits needed to be a Transcendent Leader?  An overuse of the strength of confidence (ego) can result in arrogance or being smug. What is needed to balance this is a focus on trust: humble, authentic, respectful.

I have noticed over the past few years a new sense of awareness with the “old timers” of organization development like Peter Block and W. Warner Burke. This is from hearing them speak and interact with them in person.  Marshall Goldsmith falls into this group.  He won’t remember, but I last saw him at the ICF Conference in Brussels in 2006 and I felt the shift.   I am going to go out on a limb here and say that is seems that these “old white men of privilege” finally “get it” and understand at a more fundamental level the position of power they have had over the years.  This shows up in greater humanity and an even greater sense of the whole. They are able to take their creativity and influence to a new level by balancing this ego with greater perspective and humanity.

You might well ask who am I to make such sweeping generalizations. Nobody, but I have had my own humbling experience over the past few years and I must say I have not handled it as graciously as Marshall.

Kudos to him!

Roberta

* Roberta Hill is a fellow with Tilt Inc and primary trainer and supplier in Europe.

The Economist last week had an article entitled “Sympathy for the Boss“.  It is a poor title for an interesting piece based on some of the findings of Steve Tappin and Andrew Cave in their book “The Secrets of CEOS: 150 Global Chief Executives Lift the Lid on Business, Life and Leadership”.  Are we really suppose to care that around 50% of the chief executives interviewed said they found the job “intensely lonely” and did not know who to turn to for advice?  Perhaps not but the book (with a foreword by Richard Branson) is taking the bestsellers list of business books by storm. . .  and with good reason.

There is a lot in the book and you can read parts of it yourself on the author’s web site:  The Secrets of CEO’s. The stats on how many CEO’s use coaches is particularly interesting:

Around 40% of FTSE chief executives have used a personal coach. (“It is extraordinary to think you can be excellent at something without a coach. The notion that Roger Federer would not have several coaches is ridiculous. One of the best things that happened to me was to get a coach,” says Richard Baker, a former boss of Alliance Boots, a pharmacy.)

Up until recently, not all executives were willing to admit they used a coach. I wonder what kind of coach.  t 1-Focus International, our Coach Approach is designed to be congruent with both our collaborative philosophy and our excellence programs. Both Sandy and I are Master Certified Coaches and our executive coach associates are vetted by us to ensure similar levels and standards.  We tend to be more reflective than task in our approach to coaching and clearly and this is what executives need.  The “best bosses” according to the article mentioned, find a way to make time to be with their family, to think in solitude and to stay healthy.  One valuable way is to work with a Master Coach to reflect on strategy and issues that often get missed in the bustle of day to day activities.

By the way, the book while out in Great Britain, hasn’t been released in the US.  It is however beginning to get press even in the New York Times

Imagining The Future and Moving from What is To What Could Be
Sorry, it appears that Sketchcast has not been operational since August 2008. 

This short visual helps clients understand in simple terms the steps to go through from creating a new goal or vision and how to get there in a planned and managed manner.

1. First the Dream or Imagined Future State
2. A Good Analysis of the Current State
3. Step by Step Action Plan
4. Constant Review and Adjustment

At 1-Focus International, we have created a sustainability framework that integrates and honors large scale and individual change processes.

In the spirit of sharing knowledge with others about these various large scale change methodologies, I bring your attention to the process known as a “Wisdom Council” developed by Jim Rough who also coined the term that he uses “dynamic facilitation“. (You will find other videos at Veoh which explains this approach as well as others.)

There are twelve principles to the Wisdom Council process. DeAnna Martin, Director of the nonprofit Center for Wise Democracy, discusses them with Jim Rough, originator of the Wisdom Council. Personally, I find the video a little long at 30 minutes – even though they seems to run out of time. This video is a little dated (12/13/04) as there are more recent discussions about Wisdom Councils.

By guest writer Mary Jo Asmus, President, Aspire Collaborative Services

High achievers may exhibit what George Parsons and Richard Pascale have described in Harvard Business Review as “Summit Syndrome”. We notice this phenomenon when an employee with an outstanding career becomes stagnant; or worse, she may sabotage her career by initiating unproductive arguments, failure to collaborate, or neglect for completing assignments. At its worst, the employee with this syndrome may become a candidate for disciplinary action or may leave the organization on her own (sometimes making a radical career change).

The Early Warning Signs Can Turn Ugly

I notice the early signs of Summit Syndrome when my superstar clients indicate a restlessness and craving for new challenges. They may feel that movement to ever greater challenges isn’t happening as quickly for them as it should. Sometimes they may even express a feeling of spiritual or emotional emptiness. New risky hobbies (bungee jumping at 50?) or wreaking havoc on their employees and peers in uncharacteristic ways (temper tantrums, berating others, micro-managing) may begin.

Their health may start to suffer.

This situation is more common than you might imagine. It is tough on them, those around them, and the organization. However, some guidance, clarity, understanding and a manager and a coach who are supportive and understand the circumstances can help get the high achievers back to their stellar selves. The best chance for success happens when the employee’s manager and an external executive coach partner to support the client from inside and outside the organization.

An Executive Coach Can Help

These high achieving employees are driven, but have temporarily lost focus and are sometimes perplexed about what action to take. Their exceptional drive makes them great candidates for coaching; they really want to improve. A coach can work with them and their manager to cut through the ambiguity and help them to get back on track. Once the employee has a vision of what is possible and can focus on what matters in their work, they are often back to climbing the next challenging mountain. These employees are worth their weight in gold, so the cost of executive coaching is a comparatively small investment. In this time of the “war for talent”, leaders can’t afford to lose these most valuable people who may only be temporarily derailed.

Recognizing Trouble on the Summit

Dear Leader,

Your best employees are often those who thrive on massive challenges. The people who have achieved outstanding results in organizations are frequently looking out for, and anxious to begin, the next big thing. They are also the employees that you want to keep. This is true whether the employee is a “high potential”; C-level or CEO; a twenty-something or a baby boomer. It is true regardless of the size of the organization or type of organization.

You May Be in Danger of Losing Valuable Employees

Sit up, take notice and act! Your top performer with high drive is restless. He may be musing about the next big assignment or showing signs of losing drive and focus. He may be suddenly disruptive to the organization or seemingly uncooperative. He may be micro-managing others, an atypical style for him. His performance may be deteriorating. All of these behaviors reflect back on your leadership in a negative way.

Make no mistake – this employee continues to “have what it takes” – unlike others you’ve seen who are incompetent or have just flamed out. You can throw all of the traditional leadership development and talent management programs in the world at him. These won’t help if this employee gets to the edge of losing his job or jumping ship to another career or organization. If caught early, the symptoms of Summit Syndrome can be treated and cured by a wise leader who pays attention and takes measures needed to keep the employee on track.

Ask Your High Achievers What They Need

The wise leader, when observing the characteristic behaviors of this syndrome in his high achievers might consider asking these formerly stellar employees these questions:

• What might be causing your restlessness?
• What strategies may we take to get you back on track?
• What opportunities in our organization might rekindle your passion?
• What will it take to get you ready for the next level?
• What actions can we take to get you back to your usual level of excellence?

We often think we know the answers to the problems our employees face. The fact of the matter is that your high-achieving employees are whole and resourceful, and may know the answers to these questions already – they just need to be asked.

Some outside assistance, in the form of an Executive Coach may be useful in getting to the core of the issues and assisting your valued employees in regaining their successes.

From the March 11, 2008 Aspire Collaborative Services Newsletter