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Transcript of © Focus Leadership LLC 2007, 2008. All rights reserved. Move to Greatness Coaching and...

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Focus Leadership LLC 2007, 2008. All rights reserved. Move to Greatness Coaching and Connecting through the Four Energy Patterns ICF Conference Madrid November 27, 2008 Slide 2 Focus Leadership LLC 2007, 2008. All rights reserved. The Patterns A Way from Here to There Connect to the right pattern and propel the right movement manage temper More agile and innovative Where do you want to move yourself or the people you coach? Where do you want to move an organization? Better relationships Be more strategic Balance work and life Connected to customers Greater engagement Focused on priorities Slide 3 Focus Leadership LLC 2007, 2008. All rights reserved. Energy Matters Your first and foremost job as a leader is to take charge of your own energy and then to help orchestrate the energy of those around you. - Peter Drucker Slide 4 Focus Leadership LLC 2007, 2008. All rights reserved. 4 Ways to Move connected to 4 patterns of personality Slide 5 Focus Leadership LLC 2007, 2008. All rights reserved. Experiencing the Patterns Slide 6 Focus Leadership LLC 2007, 2008. All rights reserved. Pushing into the Driver Essential Driver Loves to win Gets to the point Fast and direct Independent Drives for results Challenges barriers Stretches for goals Too much Driver Wins at all costs Impatient and volatile Runs over people Essential movement thrust, push Slide 7 Focus Leadership LLC 2007, 2008. All rights reserved. How to Work with Drivers Be clear and confident Get to the point Leverage their sense of urgency Expect pushback Show how what you want to do is a win for them Slide 8 Focus Leadership LLC 2007, 2008. All rights reserved. Stepping into the Organizer Essential Organizer Does the right thing Moves step by step Proper Likes plans, lists Neat and tidy Stable and reliable Too much Organizer Puts form over substance Gets rigid, stuck Cant keep up Essential movement shape up, hold form Slide 9 Focus Leadership LLC 2007, 2008. All rights reserved. Have an agenda Present ideas in an orderly manner step by step Leverage their sense of responsibility and follow through Expect questions, give them time Know that they want to do the right thing How to Work with Organizers Slide 10 Focus Leadership LLC 2007, 2008. All rights reserved. Swinging into the Collaborator Essential Collaborator Has fun! Sees both sides Engages people Rolls with the punches Works around obstacles Plays in the give and take Builds teams and networks Too much Collaborator Waffles on decisions Is not taken seriously Gets too political Essential movement swing, back and forth Slide 11 Focus Leadership LLC 2007, 2008. All rights reserved. Engage first get to know each other Use stories and humor Expect theyll want to talk maybe too much Leverage their fun and people orientation Let them play with an idea and make it their own How to Work with Collaborators Slide 12 Focus Leadership LLC 2007, 2008. All rights reserved. Drifting into the Visionary Essential Visionary Lets go Thinks in leaps Future-oriented Goes with the flow Sees the big picture Thinks strategically Seeks harmony, essence Too much Visionary... Lacks follow-through Too disorganized Drifts off Essential movement hang, drift, extend Slide 13 Focus Leadership LLC 2007, 2008. All rights reserved. Give them context the big picture Invite their imagination; brainstorm Expect a good deal of wandering around Allow extra time Show how together youre solving a problem or harmonizing a situation How to Work with Visionaries Slide 14 Focus Leadership LLC 2007, 2008. All rights reserved. We Have All Four But We Have Preferences We have preferences, from our favorite HOME pattern, to our least favorite pattern, which may be a WEAK LINK. Best approach: Know and win on your strengths, but get comfortable enough in any pattern to use it when you need to. Slide 15 Focus Leadership LLC 2007, 2008. All rights reserved. The Buts of Partial Effectiveness Strong and weak patterns are assessed by the Focus Energy Balance Indicator (FEBI) Our research with 360 data shows performance weaknesses generally arise from using a weak pattern too little Lack of ambition, confidence, focus, ability to challenge discipline, orderliness, attention to detail, follow through fun, joy, ability to influence, inspire, work with others long term, big picture thinking, ability to see possibilities, let go too little DriverOrganizerCollaboratorVisionary What pattern might you need more of ? What pattern might your coachee need more of ? Slide 16 Focus Leadership LLC 2007, 2008. All rights reserved. Patterns Provide the Vehicle to Shift CURRENT BEHAVIORDESIRED BEHAVIOR map to patterns cultivate the matching pattern Propel the shift Good with numbers, but hard on people. Use a strength to Better at influence and working on teams. Slide 17 Focus Leadership LLC 2007, 2008. All rights reserved. Developing Ease in Any Pattern Tai chi, chi kung Floating, drifting motions Meditation, sailing Office: Sunlight, many stacks Art: Expansive, post-modern Music: New age, Chinese Saying: What wants to happen? Running, tennis Hard and fast sports Karate, kendo Office: Clear desk Art: Bold, high contrast Music: Hard rock, hip hop Saying: Failure is impossible. Walking, cleaning Yoga, meditation Slow, repeating movements Office: Well organized Art: Still shapes and forms Music: Classical, marches Saying: Be prepared. Aikido, team sports Swinging motionsgolf Swing dance Office: Messy, colorful Art: One thing leads to another Music: Swing, jazz Saying: Bounce back. OrganizerCollaborator DriverVisionary Slide 18 Focus Leadership LLC 2007, 2008. All rights reserved. Patterns Provide the Vehicle to Shift CURRENT BEHAVIORDESIRED BEHAVIOR map to patterns cultivate the matching pattern Propel the shift Good with numbers, but hard on people. Use a strength to Better at influence and working on teams. Keep score, make a bet, use natural interests Aikido, golf, practice in listening Slide 19 Focus Leadership LLC 2007, 2008. All rights reserved. Building a Practice: 1+1+1 If youd like easier access to a pattern, consider: 1 underlying way to access the right mindset: Using the senses (art, music, office layout) Using the body (hobbies, avocations, sports) 1 work behavior in that pattern that you could make into a practice 1 symbol, token, etc. to remind you of your intent Engage a coaching partner around a pattern you/they would like to strengthen and a way to do that. Slide 20 Focus Leadership LLC 2007, 2008. All rights reserved. The Patterns on Teams Slide 21 Focus Leadership LLC 2007, 2008. All rights reserved. Visionary Imagining the future, innovating, opening possibilities Teamwork, connecting with people, influencing, having fun Collaborator Every Pattern is Essential In Us and On Teams Driver Sense of urgency, competitive edge, making it happen Orderly execution, accountability, delivering with quality Organizer Slide 22 Focus Leadership LLC 2007, 2008. All rights reserved. Building and Balancing the Energy of Teams Think of a real team youre working with: What is its purpose? Which pattern does it use most? Which pattern does it need more of? Slide 23 Focus Leadership LLC 2007, 2008. All rights reserved. Does It Need the Drivers Focus? 12345 The above statements describe my team: to a very small extent to a small extent to some extent to a great extent to a very great extent To what extent does your team Have clear measurable goals Focus on priorities with a sense of urgency Measure progress Hold one another accountable Slide 24 Focus Leadership LLC 2007, 2008. All rights reserved. Does It Need the Organizers Discipline? 12345 The above statements describe my team: to a very small extent to a small extent to some extent to a great extent to a very great extent To what extent does your team Have clear roles and responsibilities Follow orderly processes Track actions and follow through Deliver on time Slide 25 Focus Leadership LLC 2007, 2008. All rights reserved. Does It Need the Collaborators Engagement? 12345 The above statements describe my team: to a very small extent to a small extent to some extent to a great extent to a very great extent To what extent does your team Engage one another and build trust Influence others, build support for ideas Optimize multiple points of view Celebrate success, have fun Slide 26 Focus Leadership LLC 2007, 2008. All rights reserved. Does It Need the Visionarys Openness? 12345 The above statements describe my team: to a very small extent to a small extent to some extent to a great extent to a very great extent To what extent does your team See the big picture Think outside the box Get to the essence of issues Open up new possibilities Slide 27 Focus Leadership LLC 2007, 2008. All rights reserved. Patterns Provide the Vehicle to Shift Teams CURRENT CLIMATEDESIRED CLIMATE map to patterns cultivate the matching pattern Propel the shift Disciplined processes, but low trust and engagement Use a strength to High trust where truth hits the table Slide 28 Focus Leadership LLC 2007, 2008. All rights reserved. Hold brainstorming sessions Open up incremental thinking - what would it take Foster informal communication Have unscheduled time on agenda Explore forces to harness Set clear goals Identify top 3 priorities Challenge peoples thinking Measure the critical Cut processes in half Be direct Keep speed Keep action lists Organize a project plan Hold regular, timely meetings Track commitments Always know next steps Define clear roles & responsibilities Listen to influence Get to know each other better Get together away from work Give people a way to get involved Proactively engage the organization Building the Energy Patterns of Teams OrganizerCollaborator DriverVisionary Slide 29 Focus Leadership LLC 2007, 2008. All rights reserved. Patterns Provide the Vehicle to Shift Teams CURRENT CLIMATEDESIRED CLIMATE map to patterns cultivate the matc