Objections to Growth

I spent 3  days this week with a leadership group looking at how they could show up as even better leaders. While the conversation for the first 2.5 days had been flowing and open, as soon as we started on the conversation of how they needed to change the conversation ran aground.

Three objections were bandied around:

Objection no 1: "It is them that has to do the changing. " These folk clung to the idea that change is for other people - usually their bosses or their subordinates ...obviously they were not required to change and had no responsibility to do so.

Objection no 2: "I'm not that sort of leader". This group carried a notion that leaders are some sort of mythic heroic figure, blessed with extraordinary characteristics and abilities that they weren't lucky enough to have. Leadership was therefore something remote and extraordinary rather than the everyday stuff of getting people to follow you.

Objection no 3: "I can't help it - this is the way I've always been"  This group believed that behaviour was not a choice, and that their behaviour was a fixed part of their personality which they obviously couldn't change or address. 

Net result ... the status quo unless these beliefs are challenged. Anyone else seen these in action?

Fixed mindset or Growth mindset?

I've just been reading Carol Dweck book 'Mindset'. According to Carol's research humanity come in two basic flavours - those with a 'fixed mindset' and those with a 'growth mindset'. The fixed mindset is characterised by a limiting belief that that personal abilities are finite or fixed. This shows up as an all consuming goal to prove oneself - every situation calls for a confirmation of intelligence, personality or character. Every situation is evaluated: "Will I succeed or fail? Will I look smart or dumb? Will I be accepted or rejected?" In contrast the growth mindset is based on belief that your basic qualities can be cultivated with a bit of effort - everyone can change and grow given application and the right experience.
I've often wondered about this - without knowing this research - observing how people respond to being thrown into new situations in the training room. There are those seem to need to be perfect before they even try to develop their skills and reticent to just 'give it a go' in for fear of making mistakes and getting it wrong. Others seem much more able to just pitch in and take the learning, unafraid to hear feedback or reflect on their gaffs. Job one for the facilitator is therefore making it ok to 'fail' and not set expectations of perfection.
Don't you love it when you find an idea that fits observable facts?

Dweck, C. S. (2006). Mindset: how you can fulfil your potential London: Constable & Robinson Ltd.

Support and Challenge - issues in coaching

I work with a lot of leaders to help them develop and hone their coaching skills. A common misapprehension amongst them, especially in the early days, is that coaching is some sort of cosy supportive relationship -- usually involving a lot of open ended questions and not a lot else. The phrase 'pink and fluffy' comes to mind.

Daloz's Support & Challenge model

While I do believe part of the role of a Coaching-Manager is to support their team, I also believe that they are there to challenge them to do more and continuously raising the bar. The balance of support and challenge is therefore crucial to effective coaching - too much support and coaching becomes a cosy chat, too much challenge and the team will head for the hills. This is a case of 'and' not 'either/or'. When the balance is right, coaching is both fun and stretching, working right at the edge of what is possible.

Coaches and Coaching Managers therefore need to know which they find most challenging  - being supportive or being challenging - and learn ways to ensure they bring both into their work in the right quantities and at the right time. No challenge there then!

Source: Daloz,L. (1986), Effective teaching and mentoring: realising the transformational power of adult learning experiences.