9 months ago


10 Coach Culture that if

10 Coach Culture that if they work hard enough, they won’t be next. The reality is, even today, everyone is replaceable. No matter how many hours you work, there are no guarantees. I had a client once who was assigned to me after he’d had a heart attack. He was a Type-A salesperson and worked upwards of 80 hours every week. Unsurprisingly, his health suffered. He had a heart attack and was forced to take time off. Eventually, he was completely laid off. But that wasn’t the worst part. After he was laid off, his attitude towards his family was eager—he was excited to have more time with them, to participate with them, to connect with them. But they couldn’t connect with him. They had their own activities, their own lives, and he hadn’t been around for any of it up until then. What he had seen as a loving action—serving and providing for his family—felt to them like abandonment. He never had time for them; they never felt loved by him. Here he was, ready to be with his family after almost dying, and they could barely give him the time of day because they still felt unloved. That’s the kind of tragedy I see every day; that’s the kind of tragedy born from unhealthy work environments. Even for those that remain at work, it’s not much better. Stress-induced illnesses like migraines, stomach aches, and ulcers, abound. People are working horrific hours in the hopes of saving their job, constantly on the alert, looking over their shoulder, terrified. They want to be noticed, yet invisible—they want to remain, yet there’s no peace in remaining. So how does this get improved with a coaching culture? With coaching competencies like building trust and being present, both the leader and the employee have the opportunity to engage in dialogue that creates awareness

Introduction 11 about the building tension and fear. Further competencies like effective communication ensure that there is a great understanding between parties, Judith E. Glaser Chairman, The CreatingWe Institute and Co-Founder C-IQ for Coaches and the author of Conversational Intelligence, uses a term “double-clicking.” Just like we would on a web page link to learn more, we learn to double-click on phrases like overwork, work-life balance, and what being noticed means. And finally, the competencies of facilitating learning and results-dialogue creates awareness, which allows actions to be designed to meet goals, and everyone manages the progress and accountability. EXPERTS ONLY Often, companies have a “four-quadrant system” to manage talent. The first quadrant, “new to the job,” means they want to develop you. You haven’t quite mastered the job that you’re in yet, so you’ve got lots of room for growth. The next quadrant is “not making the cut,” which implies you’re in the wrong job, or perhaps the job is beyond your skillset. Then there’s “high potential,” which means you might not have mastered the job, but you have an eagerness and willingness to learn or make a big move. You’re committed, and you have potential. Finally, there’s “expert,” which is just what it sounds like. You’ve mastered the job, and the only thing left for you is to pursue new developments in whatever field you need to grow. The problem is that (thanks to this culture of layoffs) everyone wants to stay in the expert category. It makes sense; it’s certainly the safest place to be. But a lot of the “high-potential” opportunities are missed. There’s too much risk in that quadrant; it might require, for example,