Krishna’s Coaching Philosophy

Coaching

People don’t resist change, they resist being changed. ~ Unknown

One common roadblock for a coach in helping people change is the irresistible attachment to his or her own ideas & strategies. A coach can be trapped in his own ideas and continuously hint the client and gravitate the client towards a particular outcome or path. It’s very important to realize that the process of coaching is “all about the client” and “not about the coach”.

I was fascinated to read the same theme echoed in Bhagavad Gita [Chapter 18, the last chapter, verse 63].

iti te jnanam akhyatam

guhyad guhyataram maya

vimrsyaitad asesena

yathecchasi tatha kuru

After unraveling the secret wisdom in 17 chapters, at the end of 18th chapter Krishna says to Arjuna to carefully think about Krishna’s words of wisdom and do what seems right to him. Krishna seemed to be detached about the outcome and didn’t insist Arjuna to blindly follow what he preached in 17 chapters.

This exactly is coaching. A coach can only create awareness and then hold the client accountable for committed actions. Taking personal responsibility for our actions is of paramount importance. That’s the secret of all personal achievement and success. Everything we do matter and we must take ownership of our actions!

Coaching is not so much about adding, it is subtracting whatever is getting in the way of the client’s desired goal.

~ Timothy Gallwey

If the coach is biased towards a particular outcome or path, the client takes no responsibility to act and take the next logical step in the path of personal change.

If you are in the role of a change catalyst, a professional coach or manager or leading people – accept the fact that you cannot change people (and that’s their job); you can only elevate their awareness and empower them to take responsibility for their actions.

Once we embrace Krishna’s philosophy in helping people change, we can relax & rejoice. Let’s remember, it’s not about the coach! It’s all about the client.

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Transcending from Knowing to Doing

Knowingdoing

It’s not about knowing. It’s all about doing. ~ Bruce Lee

During a training session last week, my running coach Dr. Gladson narrated a story of his friend (I don’t recollect the name, so let’s call him Mr. in this post). Mr. X works as CEO of an organization and he is in his early 50’s. X travels overseas at least 3 days in a week. X knows few basic things about health, nutrition and fitness. Despite very little knowledge, X is in great shape and his health vitals are perfect!

What’s the secret of X’s success? My running coach said, X consistently practiced and followed the principles he knows 🙂 That’s the secret behind his health and fitness. Not a lump of esoteric & theoretical knowledge. It’s the simple art of doing what we already know!

In my view, most of us know what to do to go to the next level. If you we don’t know there are many avenues to discover the stumbling blocks in our life or career. For instance, if you want to improve your leadership skills or performance at work – first get a candid and anonymous 360 feedback to know your reputation. Knowing what to change or improve at work place is never a challenge. It’s the doing part.

If you know what to do and you lack motivation, here is what you can do. Take a blank sheet of paper and write 20 advantages of changing your behavior. By the time you write 20 benefits, you will already be convinced to start at least. All you have to do is look at the list everyday when you wake up to keep the momentum.

To stick to your plan, you can find a buddy (to remind you), make a daily checklist or any such thing to build a new habit in you. Once the new behavior becomes a habit, you no longer have to motivate yourself on a daily basis. It’s now on autopilot mode.

Let me encapsulate the message in 3 sentences

  • Find the behavior to change – What to Change?
  • List the benefits to – Why Change?
  • Get on the path and do something every day! – Change 🙂

PS : I acknowledge the graphic from the internet

Smile More and Judge Less

Smile

Stress comes from not doing what we know we should be doing. ~ Rubén Gonzalez

Marshall Goldsmith conducts a unique exercise in his workshops. He did this activity with us in the 2-day workshop at ISB Hyderabad in January this year. We were asked to identify 1-2 minor changes in our behaviors that would have a major positive impact on our lives. We had the latitude to choose any area of life namely health, fitness, relationship, leadership etc.

Once we wrote two things on our notepads, Marshall asked us to frame one sentence to encapsulate those behavioral changes in 6 words. This was a tough task! It really made me focus and shave all unimportant words in my sentence. I took around 10 minutes to meditate on my words and finally settled with the sentence ‘Smile more and judge less’. This line acts as a constant reminder for me to find joy in life and to be aware of the fact that perceptions create realities (my two behavioral changes).

It’s been 90 days since I wrote this line and the message still rings in my ears once in a while to focus on new behaviors. I also have this posted on my message board at work!

Since then I have tried this exercise in 1:1 coaching and group workshops. Let me list a few lines people wrote in my workshops. I really love the way this activity piques people’s creativity.

Eat less and be healthy

Relax and Embrace Life

Enjoy more and complain less

Breathe deep and speak with a smile

Listen better and ask questions

Run and have more fun

Be happy

Let go and enjoy the inevitable

Talk less and accept more

Enjoy doing what needs to be done

How about you? When you do this exercise – what two things would you write? What would be your one-line slogan to remember? Go ahead and do this exercise. I appreciate if you can add your one-liners as comments on this blog. Before I sign off, let me reiterate mine – ‘Smile more and judge less’.

Rehashing Our Stories

Story

We are disturbed not by the things that happen, but by our opinion of the things that happen. ~ Epictetus

Our actions are guided by our perceptions and feelings. Interpersonal conflicts are primarily due to differences in perceptions and emotional attachment to our perceived reality of the situation! There are many books written on tools to challenge our perceptions. One of the best tools I have read is in the book ‘Crucial Conversations’ called ‘Path to Action’. The path to action has 4 steps and it’s a brilliant way to succinctly articulate our behavior patterns.

  1. See and Observe
  2. Tell a Story
  3. Feel
  4. Act

Let’s say a manager is passing by the pantry and his team members are laughing their hearts out. Seeing the manager enter the pantry, they all try to muffle their laughter and slowly stop. The moment he is out, they burst into laughter again. The manager observes this and tells a story in his mind. One story may be the team was talking about him and making fun of his leadership style. If this is the story narrated by the manager, certainly he will feel hostile towards the team and specifically towards the person who was leading the laughter club. How do you think the manager will behave with his team members? Definitely his feelings of hostility will influence his behavior and the way he treats his team.

When we know that we are not natural and influenced by negative feelings in behavior, we can use this tool to elevate our awareness. We just have to rehash the story, look for facts and go backwards!

Once the manager becomes aware of his biased action, he can ask the following questions to validate his story.

What feelings are influencing my action now? (Anger, hostility, frustration etc)

What story am I telling myself to induce these feelings? (Revisit the story, in this case the story of his team laughing at him)

What facts did I see or observe to validate this story? (Did he hear them take his name? What other facts did he consider to arrive at his conclusion?)

The above questions really help us validating out stories and understand the role of perceptions. Instead of driven by feelings, now rational thinking will be in driver’s seat. When dealing with interpersonal conflicts, remember each person has their own story, perception and feeling! Actions are fruits of perceptions!

Getting an A+ in Gratitude

gratitude

Gratitude is not only the greatest of virtues, but the parent of all others. ~ Cicero

Being grateful to people who contributed to our success is not a common practice. Probably this is due to lack of role models for us to watch and emulate. Marshall Goldsmith is very passionate about being grateful and saying ‘Thank You’ to people. If you meet him in person, you will sense his gratitude and thankful feeling in the first 5 minutes.

In his coaching practice, he recommends leaders to do the following.

  1. List 25 people who have made a positive difference to their career. In addition to workplace colleagues, this list can include their friends/relatives/family/teacher/role model and so on.
  2. Write a ‘Thank You’ note to these people (e-mail/personal letter/written note)

I read about this idea two years ago and didn’t take action though the idea appealed to me immediately. I was worried about what would others think when they see such a note from me! What if they think I am phony or dramatic or naïve? Finally I decided to let go of others’ opinion and did this exercise. I did this because I wanted to ‘walk the talk’, not just ‘talk the talk’. Before I recommend this to my coaching clients, I wanted to get a firsthand (not vicarious) experience.

I wrote 24 names in my list. The list included my managers, virtual team leads, mentors at Toastmasters club, motivated colleagues, mentor coach, coach friends etc. Many people on the list are now in different organizations or countries and I took 3 days to gather their contact details (Thanks to LinkedIn). I sent a short note of gratitude in an e-mail comprising 160 words.

As I hit the ‘send’ button for each e-mail addressed individually, my excitement and feelings of gratitude intensified. I sensed a great amount of energy rushing in my body. It was a phenomenal experience!!! After I sent the 24th e-mail, I felt like a guru of gratitude and was no longer bothered about the outcome of these e-mails. I genuinely meant what I said in the e-mail and I knew I wasn’t playing around.

Three things happened as a result of this activity (though I didn’t expect any).

  1. Most people replied back and said they were touched by that e-mail. They felt honored to know the fact that they have a hand behind my success and I acknowledge that hand.
  2. Some people also shared their thoughts about me and how I inspired them to perform well (this was a pleasant surprise to me)
  3. Few people loved this idea, they are now planning to take this forward and send a ‘Thank You’ note to people who contributed to their success

If you like this exercise, please go ahead and act on this NOW! I promise, the bliss you will experience after the activity is infinitely greater than the pinch you feel while doing this J

Thank You for reading, acting and sharing!!!

The Art Of Allowing

Delegate1

Delegation is the art of allowing your team members to finish tasks, own responsibility, perform at their peak and showcase their talents.

Micromanaging and not effectively delegating pop up in majority of 360-degree feedback reports that I have administered to leaders. I recently worked with a leader (let’s call him Mr Khan) to get anonymous feedback from his direct reports and peers. Lack of delegation skills, not allowing his direct reports to shine came as the common feedback point.

Initially Khan was shocked to know what people thought about him. According to him he was delegating tasks well and allowing his team to showcase their work. He was puzzled and wasn’t able to understand how else he can delegate. When a leader improves his/her leadership attributes – it’s crucial to focus on changing behavior as well as perception of his team members. This is the corner stone of Marshall Goldsmith’s coaching methodology.

I sat with Khan and discussed the two questions he would ask all of his direct reports (in One-on-One meetings) to understand and change his behavior. Khan agreed to intently listen to their answers and not make any judgment or challenge their viewpoints. The goal was to understand his team’s thinking and decide later what to change. He also wrote their answers in a notepad for future review and reference.

  1. In what areas you want me to involve more and give you a helping hand?
  2. In what areas you want me to involve less and STOP poking my nose?

Last week Khan met all his direct reports to get answers to the above questions. Their answers gave him a new perspective about delegation and ownership of tasks. It’s important to know their perception about Khan and his style of delegation. Currently he is focused on changing his behaviors and allowing his leaders to shine and own.

The crux of Marshall’s process is monthly ‘follow-up’ meetings with key stakeholders. Khan is committed to meet his direct reports every month for 5-10 minutes to check on his progress and garner more ideas to become better in delegation.

After 6 months, we plan to do an anonymous mini-survey on Khan’s behavioral changes with his direct reports to measure the progress of change and follow-up meetings. With Marshall’s framework, behavioral change is guaranteed and measurable!!!!

Are you having challenges with delegation?

Do your direct reports think you are micromanaging?

Is it difficult for you to trust people and give ownership of tasks?

To start the process of change, sit with your team, review the above 2 questions, listen to them and consciously commit to change. More importantly, commit to have a monthly follow-up meeting with them to understand your progress. All the best!

PS : I acknowledge the picture from the net.

The Three Envelopes

Buck

The best job goes to the person who can get it done without passing the buck or coming back with excuses.

~ Napoleon Hill

In my coaching and trainings assignments, I invariably encounter people who are always blaming their colleagues, manager and team for failures. They blame others to justify why things cannot improve or change. A coach can narrate relevant stories and metaphors to broaden and stretch people’s way of thinking. This story originally comes from master coach Marshall Goldsmith. The story you are reading below is his thoughts dressed in my words.

The CEO (Jim) of a large organization stepped down from his position. During the farewell party the retiring CEO handed over 3 sealed envelopes to the incoming CEO (John). Numbers 1, 2 and 3 were printed on those 3 sealed envelopes respectively. Jim said to John; open these envelopes when the organization is not making good profits and you don’t seem to know what to do. They have profound advice in them and you should open them in the ascending order of printed numbers. With a smile of gratitude, John agreed to follow the outgoing CEO Jim’s instructions.

After 9 months, sales went down by 30% and his executive team was struggling to get a grip on the situation. While sitting alone in his office that night, John opened the first envelope entrusted by the previous CEO. The letter has just one sentence in bold letters – Blame Jim, the previous CEO.

John called the press conference next morning and blamed the erstwhile CEO for this setback and he ridiculed Jim’s unwise decisions.

Now he had a second chance to prove his leadership and get the results back on track. He attempted a few changes and nothing seemed to work. In the next 12 months, the company sales reached the lowest number in that decade. John felt helpless. He opened the second envelope. It had one sentence in bold letters – ‘Blame the economy’.

In the press release next morning, John elaborately articulated the ill-effects of current economy on the company profits. By this time he had become an expert in blaming others and passing the buck.

Nothing seemed to work for John and that same year the organization declared losses. His executive team drafted a plan for workforce reduction. Buffeted by the third setback, John started looking for reasons to blame and opened the third envelope with new hope. He was shocked to read the words in the letter this time – Prepare three new envelopes for the new CEO.

I hope you get the deep message embedded in this humorous anecdote and avoid the game of blame. If you know someone who is currently smitten by this ‘blame game’ please share or narrate this story to that person. Let’s hope this story lights the candle of responsibility in leaders.

PS : I acknowledge the graphic from the net. Let’s focus on the message, not be derailed by facts or numbers quoted in the above story.