I was listening to a podcast recently in which a prominent CHRO commented that “the world has changed, it’s chaotic and unruly and our leaders need to be able to operate effectively in chaos”. Surely we want change not chaos.
Now I don’t know about you but that’s not a sales pitch I’m warming to. I’d agree that things certainly seem to be heading that way; I’m not sure we’re enjoying it…is anyone getting a kick out of Brexit? Somebody else once told me “never hire anyone who tells you they’re good in a crisis – you’ll always be in one”.
And yet it seems to me that all we need to escape the chaos
is a little process, and some structure, to help us find our way out of the
darkness. What’s frustrating is how bad we are at doing just that. I work for an engineering business and we
love a process – we just love following them less!
Continue reading “Change, not chaos…in five steps”
Martin says every coach should believe in the potential of their coachees. I worked with him on the Coaching Master Class programme in Maersk Line PRN Qingdao North China in 2012 where he was head of HR. ‘Coaching for Potential’ is one of the workshops I run as part of this programme. Martin worked very hard at the time to create a culture of constructive feedback and coaching among his peers in the management team. In this article Martin draws on his professional experience to help us see why it is so important for a coach to believe in the potential of people.
Continue reading “Leadership Interview: Martin Garcia ‘Believe in the Potential’”
Let’s be clear from the outset, I love technology – it’s exciting, cool (two things I’m not), saves time, keeps us informed and offers us unbridled access to the accumulated knowledge of humanity at the touch of a button.
My worry is that we’re developing such a thirst for the speed of interaction, like a hit of adrenaline that we’re missing out on the richness of the experience and the value it can bring.
Don’t worry, I’m not about to launch into a diatribe about the evils of Facebook – although I do think there’s a case to answer – what I worry about is this trend for “liking”, “tweeting” and “sharing”, rather than reading and understanding!
Continue reading “They’re not Millennial’s they’re people!”
The voice of the Coachee. This article is another chapter in an ongoing story about how coaching is Blooming in Shanghai. One year ago I published the article about Key Account Sales Manager Tracy Zhi’s experience as a Coachee. Staying with the same team in Shanghai, in February and March of this year I featured articles about Jerry Chen’s ‘Best’ and ‘Most Challenging’ coaching sessions with his direct report is an account manager Jennifer Yao.
Now it’s Jennifer Yao’s turn to tell her story. We hear from the person being coached. So listen up again Leadership Coaches; see what you can learn from Jennifer’s experience as a Coachee.
Continue reading “Leadership Interview: Jennifer Yao ‘My Experience as a Coachee’”
The Leadership Learning Log is a journal which evidences learning and skills development. It is not just a diary or record of ‘what you have done’, but more to the point it is a record of what you have learnt, tried and critically reflected upon.
I use the Leadership Learning Log in my Coaching Master Class (CMC) programme as a tool to follow up the training. I call this ‘Activity 1: Looking Back’. At the end the training I challenge participants to run up to five substantial pre-planned coaching sessions over the following six week period. I ask them to select two of these sessions for self-assessment – the ‘Best’ and the ‘Most Challenging’ – and answer the questions in the Leadership Learning Log for each session. This is their preparation for our first on-to-one coach-the-coach session.
For this article we go back to my friend Allen Tu in Shanghai. Allen is KCGFF Sales Team Leader for Maersk (China) Shipping Co and he attended my Coaching Master Class (CMC) programme in 2011. Using my material he kicked off his ‘Buddy’ Coaching programme in 2016 for his direct report sales managers. One of those managers is Jerry Chen who is the senior manager focussing on Electronic key clients. And Jennifer Yao is an account manager reporting in to Jerry.
In this second article about their coaching experience, we look at how Jerry used the Leadership Learning Log self-assessment questions to reflect on his ‘Best’ case coaching session with Jennifer.
Continue reading “Leadership Learning Log Case Study 2 ‘Best’ Session: Jerry Chen & Jennifer Yao, Shanghai”