One at a time? Isn’t that pretty time consuming?
I suggested in my last blog that you focus on moving the middle group when it comes to change. Don’t focus on the people who already do what you want, don’t focus on those who will never do what you want. Focus on the middle – those who want to change and either don’t know how, are lacking confidence or both. Moving each and every one of those people can creat significant change.
How do you move the middle? One person at a time! To move the middle, capture each person's heart and mind. As each individual comes onside, others follow. It is a lot of work at first but it eventually becomes much easier. As momentum builds you suddenly have your change. Jim Collins calls this the "fly wheel effect" and it works. There is no short cut.
Don't try the broad brush. I know it is appealing. It seems more efficient to send everyone on a course or issue an edict from above, but be honest, It never really elicits much change.
There are 35,000 different personality tests available in North America alone
How do you know if you are using the right one?
Personality tests are a big part of our coaching process. At the early stage of a new coaching relationship, it's important for individuals to get insights into their strengths and areas of opportunities. There are many tests out there, however not every tool has the right impact. One of the tools that we leverage in our coaching practice is The Birkman Method (http://www.birkman.com/birkmanMethod/whatIsTheBirkmanMethod.php).
We recently used it with one of our executive clients. Through a debrief discussion, we were able to focus on the behaviors that get in the way of him delegating effectively. By identifying those obstacles and leveraging what he is actually great at, we were able to help him set very specific goals around delegation. Following a recent meeting with his coach, he was happy to report that he is now delegating more and he is much happier! Now that's a positive impact!
Posted by Sophie Tanguay on September 30, 2011
Coaching
Blog Article 
Moving the Middle
How do you help large groups of people change their behaviors whether it be coaching, selling, or better customer service?
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Do you stand up and issue an edict in the form of a new strategy?
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Do you build it into their goals?
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Do you change their compensation so they have to make the change in order to make more money?
All those things are what most people do and they have some impact but it is limited.
A better approach is to "move the middle". When you think about the behavior change you want think about the many people who need to change. They will always break down into three groups:
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those who already do what you want and already do it well,
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those who will never do what you want and
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those who would like to but don't know how or need a little nudge. That last group is the "middle" and it is a big group.
Any work you do on the first group will have limited gain – they are already doing all they can. Work on the second group will be time consuming and is unlikely to bear fruit. If you can move everyone in the middle just a little bit, you can make significant change. Move the middle first – but do it one at a time.
Here’s a little reminder of what motivates people from Daniel Pink (hint – not money).
After the game is no time for feedback
Our son plays hockey. Last week he had a lackluster game. He was tired. He floated around the ice and made no impact. I was ready to provide feedback! My husband, also a hockey player, turned to me and said, " A great coach once told me, "After the game is not the time for feedback.” I suggest you congratulate him and move on."
Today our son had a great game. I'll do the same, congratulate him and move on.
Sometimes if makes sense wait to give feedback and sometimes it's good not to give feedback. More often than not they already know how they did.
We are always preaching feedback everywhere, at work, at home and at school. Sometimes we just need to let them think about it and decide for themselves how they did.
Try Feedforward Instead of Feedback
A great article on feedback from the master on feedback -- Marshall Goldsmith:
http://www.marshallgoldsmithlibrary.com/cim/articles_display.php?aid=110
There are also a bunch of other great free articles on Marshall’s site:
http://www.marshallgoldsmithlibrary.com/html/marshall/resources.html
Nine Things Successful People Do Differently
A very to the point and well researched list of nine things successful people do differently. I have witnessed the power of goal setting, reducing temptations, and having grit in my own life and in the lives of my clients. Heidi Grant Halvorson is bang on with these nine points. Print them out. Practice them. You will see your “success meter” climb!
http://linkd.in/pD39kf
Work the Pond! Use the Power of Positive Networking to Leap Forward in Work and Life
Buy it at Amazon:
amazon.com
amazon.ca
Selling to Corporates Telesummit
This online 'summit' is a series of 10 free teleseminars being broadcast 2 a day for 5 days from some of the world's leading experts in selling to corporate clients.
We think many of our clients would be interested in attending, so we thought we'd spread the word some more:
http://www.ianbrodie.com/selltocorporates
Seven Signs of Leadership Potential
Here's a very thorough review of yet another new book on Leadership - Why Are We Bad at Picking Good Leaders? The authors (Jeffrey Cohn and Jay Moran) argue that are seven criteria that prove to be most vital for effective leadership:
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Integrity
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Empathy
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Emotional Intelligence
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Vision
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Judgement
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Courage
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Passion
Read the full review from the Globe and Mail.
Coaching is surging
As reported by CNN Money/Fortune, this article talks about the rise of coaching for executives, and the change in perception from a "last step" measure, to a proactive way to enhance peoples' skills.
http://goo.gl/q2Zm1
Videos for selling consulting services
Although Client Breakthrough is being retired, they are still keeping their videos!
There 6, which provide very good quick advice for selling consulting services.
http://goo.gl/mVQcF
Talent is over rated
Read the article but even better read the book. Ignore the Goldman Sacks examples that are out of date. Get into the meat of the book. It is thoughtful and well researched and will change the way you approach work. It will also change the way you look at coaching.
http://goo.gl/lb1Mx
When stake holders really matter in your change
In my last blog, I suggested that leaders not ask for input on a change plan when they are not flexible on that change plan. I suggested a "tell, explain, and gain buy-in to how the stake holder can help implement the change" approach.
Now what if you are the CEO and the stake holder is the Board? Chances are the board gets to veto your decision. If that is your situation -- your stake holder holds veto power -- you need their buy-in. Soooo..... How do you get it?
Do NOT start by building a fancy power point presentation. In my experience many people start here. They feel comfortable when they have a glossy presentation or document ready for presentation. However, glossy presentations rarely get you buy-in. This approach creates an effect similar to my neighbor experience outlined in the last blog. People listen and think about why they don't agree. You have to work hard to get them onside and with this approach, you risk blowing your only shot.
Instead, start by spending some time on stake holder analysis. Answer four questions:
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1. Who matters most to this decision?
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2. Who has the most influence?
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3. What do these people care most about?
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4. How do these people make decisions?
Once you have the answers, develop a plan. Implement that plan. After all this work, you can start your power point presentation.
Are you really REALLY listening?
Or are you just talking? A neighbour came to me a few weeks ago to ask my input on an issue that affected both of us. After speaking for several minutes, it became obvious to me that he was less interested in my opinion than he was in convincing me that his opinion was the right one. As you have probably guessed, our opinions on the matter were different.
So now what? I am annoyed. My feeling is "why ask if you have already decided?" I think less of him now than I would have if he had not asked and gone ahead with what he wanted to do. I see him as insensitive and insincere.
All this got me thinking about leadership. (Something I do a lot!) Leaders today understand that the best way to implement any major change is to get buy- in from key stake holders in the decision.
Here's a little lesson in buy-in courtesy of my neighbour. If you go into a discussion unprepared to change your opinion, you are better off not asking and just going ahead with the decision. When clients ask me about obtaining buy-in around change I usually ask, "Are you OK if they say "No" to your proposed change?" If the answer to that question is "No", then I suggest that they don't ask for opinions on the change. Instead I suggest they tell the stake holder what the change is and why it is important. The leader should ask for the stake holder's support and make it clear that the decision has been made. The leader can obtain input on how the stake holder can help but not on the decision itself. Asking for input when you are not prepared to change your approach reflects poorly on you and creates greater resistance to change. You are better off not asking and going ahead.
One caveat to this..... If the stake holder can quash your decision you need a different approach! If that's the case read my next blog.
How to estimate how long things will take
A great set of tips from Heidi Grant Halvorson from the Huffington Post:
http://goo.gl/PKtpE
