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A Leadership Development Methodology

There must be structure and a methodology in a leadership coaching relationship if you want to maximize your chances of success. A leadership coach must have a personal organizational structure and a methodology in order to be successful in their own leadership role. And they must be able to communicate that methodology or advocate for one more suited to the client if they are to be a successful leadership coach.

Create an Organizational Context 

Writing a guide or creating a framework that essentially cobbles together the best ideas from multiple bestselling business books is not a plan. And it does not do the client nor the organization any good. It would be better to just buy the books and let your client read them. Organizational development needs to focus on how ideas apply to the individual organization in very specific ways: first honing them for general leadership, and then applying those skills to the local organization. Successful organizations with good strategic plans include very prescriptive language about how they differentiate themselves in the market. Leadership training should be an output from the strategic plan. If organizations can’t tie leadership development to furthering the organization’s strategic goals, then that needs to be either dropped or reworked until the right links can be fashioned.

Reconcile Management and Leadership 

Many secular organizations create frameworks, competencies, and guides intended to help employees see a broader world beyond their jobs, and to help move them progressively through more responsibility, and hopefully, more pay and benefits. Management is dramatically and fundamentally different from leadership. Most leadership clients that be candidates for some leadership development or coaching will have subordinate staff. They will, at a minimum be surrounded by others that they must continue to “manage” in some form or fashion. Therefore, ensure that leaders know they remain responsible and accountable for their management assignments as well as their influence (leadership). Continue reading “A Leadership Development Methodology”

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A Problem, A Tool, & Three Principles for Mentoring

Mentoring - A Problem, Tool, 3 Principles

Leadership is not taught. It is modeled. Therefore, it must be lived out and demonstrated before our very eyes in order to be able to impact followers and those who yearn to be leaders. In other words, it is “caught” and not taught. If it is true that leadership must be modeled, and I believe it is, then it is incumbent upon me to provide information to help you to model mentoring with intentionality. 

Mentoring is not a mass production process. Rather, it is done more in the style of an artisan or craftsman who painstakingly creates works of art one at a time over a substantial period of time. Not that we are “creating” a leader. A mentor cannot make a leader out of a person with zero aptitude for leadership. It is akin to the old sports analogy that says: “You can’t coach speed. Either you have it, or you don’t.” A coach can make you faster. But a coach can’t make you FAST. There must be some inherent speed abilities with which the coach can work. Likewise, as mentors, we can’t make our protégés leaders. But, if they are willing to follow and learn, we can make them better leaders tomorrow than they are today.[shareable cite=”Kevin E Bowser” text=”Mentoring is not a mass production process. #leadership #mentoring #protege #emotionalagility”]Mentoring is not a mass production process.[/shareable]

Mentoring to become an Emotionally Agile Leader is a six-step process with some basic principles undergirding the process. At the very highest level, it can be summarized in the following manner. I will talk about the six steps in a future article. But, for now, let’s look a problem, a need, and the three principles.

The Problem with Mentoring

One of the ways to make the mentoring experience more productive is to address the frequent problem in many mentoring relationships. The problem is that protégés get super excited about mentoring. Often a book is recommended by the mentor and commitments are made to read it faithfully and come together each week to discuss a topic each week based upon the material covered in the assigned chapters. And then life gets in the way. Even the most committed protégés face timing and prioritization challenges. 

This is most certainly true of leaders who have existing and ongoing leadership responsibilities.  We cannot call a halt or press the “pause” button on life while we work on something that will inevitably make us better. This results in the mentor and the protégé coming together for a session and facing the awkward reality that the protégé has not read the required material. Reasonable discussions on the material are difficult. All that is left to discuss are politics or sports. And that is frustrating for both parties.

The Need for a Tool

The TEAL Methodology has acknowledged that reality and addressed that through the use of “TEAL Topic Cards.” Continue reading “A Problem, A Tool, & Three Principles for Mentoring”

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What Does Leadership Look Like?

 

Have you ever done a Google image search for the word “leader?” If you have, you’ve probably noticed a lot of mountain climbing, pointing, flag carrying, and little stick figures that look more like game tokens than they look like leaders. Throw in a person speaking in a microphone or megaphone to a crowd or to a group seated around a conference table and add a few more stick figures where all of them except for one are the same color and that is what leadership looks like. At least that is what Google Images thinks it looks like. Apparently, standing out is a prerequisite.

But, I am not sure I get a clear picture of what a leader looks like based on an image search. Actually, I am pretty sure that I don’t. But it is an interesting exercise nonetheless.

Leadership is a lot like beauty

It is in the eye of the beholder. Or, better stated, it cannot be judged objectively. Rather, it is quite subjective. What one person deems beautiful or admirable may not appeal to another in the least. And when push comes to shove, what we really find attractive may be different than what we have always said.

All through my adolescent years, I would have said that I find petite, dark-haired females the most attractive. Yet, I married a tall Nordic, blue-eyed blond. And I am really glad that I did!

Is leadership like that?

Can we envisage a new leadership look?

Perhaps it is time to reconsider how leadership looks and turn away from the “alpha male” stereotypes and look more at leadership qualities and not weigh physical qualities quite as much. The alternative is to dismiss without much thought the individuals that don’t fit our perception of what a leader looks like. In so doing we will overlook some incredible leaders.

What should we be looking for?

Continue reading “What Does Leadership Look Like?”

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Lead Big or Lead Small

Sometimes leading small is really leading big.

It is human nature for most folks, when given a choice, to choose the big piece of pie instead of the smaller piece. Leaders are no different. There are some really great books out there that talk about servant leadership and one with the title, Leaders Eat Last. It was inspired by an interview between Simon Sinek and Lt. Gen. George Flynn, USMC Ret.

In that interview, Sinek asked Flynn to try and summarize what made the Marine Corps leadership style unique among the various branches of the military. Flynn said it was quite simple; it was because “Officers eat last”. This concept is both fundamental and intentional. And it exemplifies what makes the Marine Corps such an extraordinarily tight-knit unit. In chow-halls all across the globe Marines line up for their food each day with the most junior ranking Marines getting their food and eating first. Their officers eat last.

Just like in the pivotal courtroom seen in the movie, “A Few Good Men”, you will not find this procedure in the Marine Corps handbook. Nor is it communicated at roll call. It’s just the way that Marine leadership teaches responsibility from recruit class to recruit class and into the rank and file of the Marine Corps.

So what does this have to do with leading big or small?

We go back to human nature. And we go back to some of the common personality traits of leaders. They are usually not shy and reclusive. And they have no problem standing up for themselves or their people. And they usually have substantial egos. And they are generally motivated to succeed. Those are not bad traits. But they also tend to want to grow and leader bigger and bigger teams and seek to influence on a larger scale when offered the chance.

I am still not sure what this has to do with leading big or small!

Continue reading “Lead Big or Lead Small”

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Leading, Coaching, and Mentoring

One of the great things about being involved in leadership development and coaching is the opportunity to be constantly learning and developing your own skills in these areas. They say that “you teach that which you need to learn the most.” Although I don’t really subscribe to that theory, there is a thread running through it that resonates within me because of the learning that often goes along with the teaching.

If you’re like most of us, you have probably noticed the buzz word “Coaching” being thrown around a lot in the corporate world. I am a leadership coach. But what does it actually mean? Sometimes when dealing with abstract concepts it is easier to define it by describing what it is not.

What it is not!

Coaching is not leading. Leadership Voices, LLC is all about leadership and about the many ways that leadership is defined and employed. And great leaders will often provide guidelines and advice on how to succeed in certain areas. Typically they will be seeking to help you reach a certain goal, or they wish to rally you and your colleagues to reach this shared goal. Great leaders will often also be great coaches; however, it is still important to understand the differences in the conversations with them.

Coaching is not mentoring. If you’ve ever been a coach or have been coached, and the conversation has steered towards advice on technical or job-specific concepts, then you aren’t being coached – you are being mentored. Mentoring is defined as, “A situation where a senior or more experienced individual is assigned to act as an advisor, counselor or guide’’ (Business Directory, 2014). Yes, mentoring is crucial in any role, however, it is equally as important to understand what mentoring is and why it is being done.

Coaching is not managing. If your manager provides a coaching session for you, and gives you advice on ways to perform your role in a greater capacity, gives you ideas on how to make your sales quota, or tells you how to achieve KPIs, then you are being managed. And if your manager does this with you frequently and an in a positive way, then you have a great manager. However, a great manager is not necessarily a great coach. It’s not that they are bad at what they are doing – quite the opposite. It’s just that they are doing what they are employed to do – manage their team members and ensure that they deliver on the targets set by their own manager.

So, what is coaching? 

Continue reading “Leading, Coaching, and Mentoring”

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Nuts and Trees

I may have mentioned a time or two before that I love great quotes. The more obscure and pithier the quote, the more I like it. And if I can find a Latin quote, well, that makes it better than a Will Rodgers or Mark Twain quote by far!

I think I have established a new high-water mark for obscure quotes today when I present this one for your consideration:

ex glande quercus

What does it mean?

The phrase is Latin and it is the motto of what was once a proud and noble institution but has become an ill-performing secondary school in England. In fact, recently, the school was in the lowest 20% quintile amongst similar schools nationally. In 2012, only 40% of the pupils enrolled there attained acceptable scores in English and mathematics. Following an inspection in December 2012, the school was placed in “Special Measures” under the Education Act of 2005 because it was failing to provide an acceptable standard of education and the persons responsible for leading, managing, and governing the school were not demonstrating the capacity to secure the necessary improvements in the achievements of pupils, quality of teaching, standards of behavior, and managerial leadership.

Oh, have I neglected to give you the translation of the Latin phrase from above that thrilled me so much? Have you “Googled” it already and found it out for your self? Here is the translation: Continue reading “Nuts and Trees”

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Principles of Intentional Mentoring 

There are some genuine considerations for the would-be protégé. In fact, there are four that I would have you consider today.

We need to identify a leader that is worthy of following.

It is an indictment of our culture, and maybe even our own judgment sometimes, that we would need to be reminded of this consideration. Not every leader is worthy of following. We must understand that consideration from both the leader’s and from the follower’s perspective. As a follower, I must find a leader that is worthy to follow and whose successes are not compromised by their ethics or methods. As a leader, I must always be diligent to be “worthy” to be followed.

We must learn how they lead.

Is there some “secret sauce?” Usually, there is not. It is just a lot of hard work and some careful application of emotional intelligence concepts. But, as a protégé, they will be asking: “What is the secret to your success as a leader?” So, as a leader, ask yourself the following questions: What makes you worthy to be followed? And what are you doing specifically that makes you “successful” as a leader?

What makes one leader successful will not always work in another place and setting. That is why I am stressing that it is important to learn how they lead. It is the “how” that will be filled with those traits and characteristics that will be the earmarks of an Emotionally Agile Leader. Continue reading “Principles of Intentional Mentoring “

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Active Mentoring 

When you pause a few moments to think about it, consider just how great it would be to sit down with one of the most well-known leaders of all time. Wouldn’t that be incredible?

I would never put myself out there as that level of leader for a moment. But, I know that what everyone wants is that sense of a 1-on-1 dialog and they want that intimate relationship that is built through the kinds of conversations that occur over an extended period of time.

What is the Vision?

My vision is to create that kind of mentoring relationship where we are handcrafting leaders in small batches and not stamping them out in a factory automated format. One size has never fit all. And building more Emotionally Agile Leaders is an artisan process rather than a mass-production process.

Leadership is modeled. It is not taught. Leadership must be lived out and demonstrated before our protégés eyes to be able to impact followers and impact those who would yearn to be a leader too.

Mentoring is not a mass production process. It is done more in the style of an artisan or craftsman who painstakingly creates a work of art one at a time over a substantial period of time.

It is no accident!

Continue reading “Active Mentoring “

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Sticks and Stones 

How many of you remember growing up and playing on the playground? What did you say when someone said something mean or hurtful to you? Maybe you said what many children have said when you repeated a little saying.

“Sticks and stones may break my bones, but words will never hurt me.”

Oh, how I wish that were true. As we have gotten older, we have realized that words hurt more than the sticks and the stones. In fact, I heard a person say one time that “it is not what you think about me or even say about me that hurts me. It is what I think about what you think about me or say about me that hurts me.” What they are saying is that it is my perception about something that drives my behaviors.

What does this have to do with leadership?

I am working on some “appendix material” for my upcoming book. And I am working on a leadership development resource for 1-on-1 mentoring. I am working on the issue of self-awareness or self-perception. My focus for that section is on how we perceive ourselves, how others perceive us, and how we perceive that others perceive us. This can almost become a carnival house of mirrors scenario where that loop can become almost infinite. So, let’s not go that far.

Psychologists often use words like self-perception, other perception, and meta-perception. They indicate that we can be good or bad at each the of perception. I love alliteration. It helps me cement a concept in my mind. So, I am modifying their words to help me get a better grip on them and their leadership implications. So, I will use Self-Perception, Social-Perception, and Circular-Perception.

Self-Perception is simply a matter of how you see yourself. Our role as leadership mentors is to help our protégés to help them really see themselves as they are. And not just as they perceive themselves or even as others perceive them to be. Let’s face it. Very few of us are “black belts” at self-awareness. mentors must never come across as having become too much of an expert in this regard. Continue reading “Sticks and Stones “

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My Mount Rushmore of Mentors

I had a text message this morning from a man who has been way more influential in my life than he even knows. We had not been in touch for a while due to his move from TX to LA and because of my crazy schedule for the last few months. He was checking in with me to make sure that the lack of communication was not due to some unidentified or unresolved issue between us. Nothing can be farther from the truth!

In the short text response back to him to let him know I am still alive, I told him that he is on my personal “Mount Rushmore” of guys who have had a major impact on my life. The real Mount Rushmore in the Black Hills of South Dakota is the epitome of public acknowledgment of greatness.

Mount Rushmore features 60-foot sculptures of the heads of four of the United States greatest presidents: George Washington, Thomas Jefferson, Theodore Roosevelt, and Abraham Lincoln. Can you name anyone else who deserves to be on that mountainside? Wait, don’t do that. That is not what this article is about. It is about the four guys who have had a significant impact on my life and my leadership development.

My Mount Rushmore

I want to share with you just who these guys are. But I want to allow them some anonymity out of respect for their time and privacy. Here they are: Continue reading “My Mount Rushmore of Mentors”