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                                       Coaching: Success on the Ground and in the Air

 “In the future, people who are not coaches will not be promoted.”

                 --Jack Welch, former CEO of General Electric

In the 1950s, the word coach described a horse-drawn vehicle that would get people from where they were to where they wanted to be.  Many years later, big buses with rows of seats were called coaches, and their purpose was the same: to get people to where they wanted to go.  As time rolled by, the term “coaching” made its way into the sport’s arena where it became known for people who help athletes move from one place to another.

Today, as businesses are faced with the unsettling impact of sweeping changes, rapid technological advances, and tidal waves of information, leaders are beginning to see that no one person can keep abreast of everything (Collins, 2002, p.12).  Therefore, having a consultant—or in this case, a coach—can be the difference between overcoming present-day hurdles and fading into obscurity or becoming a thriving organization that shapes the future.

We all get stuck at one time or another.  There are times when we need fresh eyes on a situation, encouragement when the road gets tough, and someone to help us unearth a solution clouded by the fog of uncertainty.  And, even though coaching programs are gaining momentum in the world of nutrition, fitness, finance, business, and even “life” coaches, it is still relatively unknown and underutilized due to a lack of quantitative data.

In complex situations, it’s easy to feel overwhelmed and even slightly disoriented.  In those moments, leadership coaches come alongside decision makers to keep hope alive. Dr. Gary Collins (2002) said, “The coach does not impart wisdom or give direction. Instead, the coach’s job is to help clients articulate their dreams, desires, and aspirations, help them clarify their mission, purpose, and goals, and help them achieve that outcome” (p. 84).

What is it that coaches do to provide value to their clients?

Constantine von Hoffman (1999), in dispelling coaching myths, defined coaching as, “helping people define clear goals and set a specific time frame in which to meet them” (p. 4).  Along those same lines, Dr. Collins (2002) said, “Coaching is the art and practice of enabling individuals and groups to move from where they are to where they want to be.  Coaching helps people expand their visions, build their confidence, unlock their potential, increase their skills, and take practical steps toward their goal” (p. 14).

One of the key values of coaching is that it places the responsibility for growth on the individual.  The coach may guide, lead, and enlighten; but, the coachee is in the driver’s seat and will move forward only as far as they are willing to pursue change or overcome an obstacle.  James Flaherty (1998) said, “Coaching is a way of working with people that leaves them more competent and more fulfilled so that they are able to contribute to their organizations and find meaning in what they do” (p. 1).

Moreover, von Hoffman (1999) said, “Coaching produces more consistent, replicable results than a lot of other management approaches.  Coaching taps people’s creativity.  It encourages them to be more flexible and adaptable.  That kind of response from employees can have a substantial effect on the bottom line” (p. 5).  Better employees produce better results.  Value flows from several tributaries.  Focused employees, clear directives, and overcoming challenges are just a few of the values resulting from effective coaching techniques.

 Why is coaching a vital aspect of both leadership and strategy? 

Alan Nelson (2007), coach and editor of Rev! Magazine said, “One might think with the plethora of leadership resources available, these would be sufficient to create more and better leaders.  If literature were enough to ‘unstick’ leaders, we’d be in great shape but no book contains the silver bullet.  The primary reason is that books and conferences tend to be impersonal and one-way communication.  However, when a coach comes into the picture, that person helps the leader translate the salient points in a book, conference, or consultation into the language of his or her specific context and skills” (. 30).  In a whirlwind of organizational complexity, leaders can be caught blind and unaware.  Coaches help leaders maintain momentum and increase situational awareness.

Whetten & Cameron (2011) said, “In coaching, managers pass along advice and information, or they set standards to help others improve their work skills.  Skillful coaching is especially important when (1) rewarding positive performance and (2) correcting problem behaviors or attitudes” (p. 244).  Proper coaching helps leaders maintain proper priorities while sustaining a competitive edge.

 

How can it make a difference in an organization?

Diane Coutu (2009) said, “The reasons companies engage coaches have changed.  Ten years ago, most companies engaged a coach to help fix toxic behavior at the top.  Today, most coaching is about developing the capabilities of high-potential performers” (p. 1).  Organizations and their leaders are learning and experiencing the long-term benefits of developing their employees.  Rather than push for profits, they invest in their people and as a result, the people commit to the vision and invest in the organization. 

As noted above, coaching techniques have proven to be useful tools in developing people. Obolensky (2010) said, “Coaching is a good technique to bridge the divide, as well as move an individual toward Level 5 Followership which entails followers getting-on with their tasks and reporting progress to leaders in routine ways” (p 171).

What does this mean to you and your organization?

The Air Force has a rich tradition of leading and developing young men and women.  Though they have not fully implemented a “coaching” culture by way of an Air Force regulation, they have created a mentoring policy for their enlisted force.  From imparting pride and patriotism to ensuring adherence to customs and courtesies, Air Force non-commissioned officers (NCOs) are known as “the backbone” of the Air Force. 

These men and women are trained and qualified to lead, develop, and mentor new, junior, or career NCOs.  The Air Force defines a mentor as “a trusted counselor or guide.”  Mentoring is slightly different than coaching and usually carries a longer commitment.  However, there are some similarities in that another person acts as a guide to lead another to develop both personally and professionally.  Over the years, mentoring has broadened to look more and more like coaching.  A major difference, however, is that the mentor works as an expert, while the coach assumes that the client is the one best able and most likely to find direction and move forward” (Collins, 2002).  In the Air Force, coaching could benefit both the enlisted and the officer corps by allowing skilled men and women to help military leaders find elusive solutions and goals hidden within themselves.

Steve

References

Collins, G. (2002). Christian coaching. Colorado Springs, CO: NavPress.

Coutu, D. (2009). What Can Coaches Do For You? Retrieved from

http://hbr.org/2009/01/what-can-coaches-do-for-you/ar/1

Flaherty, J. (1998). Coaching: Evoking Excellence in Others. Retrieved from

www.frumi.com

Nelson, A. (2007). Rev! Magazine’s Bathroom Guide to Leadership. Loveland, CO:

            Group Publishing.

von Hoffman, C. (1999). Coaching: The ten killer myths. Harvard Management Update,

 4(1), 4.

Whetton, D.A., & Cameron, K.S. (2011). Developing management skills. Upper Saddle

            River, NJ: Pearson.

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Leadership: The Inner Voice of Change

Dan Cathy (2011) said, “Being a leader means being able to help others discover and then live out their potential by inspiring them to seek it every day” (p. 27).  Inspiration must be accompanied by practical application.  My passion to inspire followers flows from one of my core principles of leadership: Continuous growth.

            My life and leadership are anchored in the belief that I must maintain a state of learning and intellectual exploration.  Obolensky’s (2010) survey/test of my leadership in light of his Telling, Selling, Involve, and Devolve matrix highlighted two areas of potential improvement.

            First, the test determined that I currently lead from an Involve/Sell perspective in which it is harder for me to “let go and allow follower’s room for growth,” and secondly, I may be “working harder than necessary.”  Delegating was a difficult challenge for me early in my leadership.  Over the years it has become easier although it rears its ugly head at time.  By establishing trusting relationships, I have been able to delegate more often and in the process, avoid micromanaging. Moreover, the survey identified that I may also be using too direct of an approach in my leadership.  

            Operating from a place of continuous growth and improvement, these insights have helped me create an atmosphere where followers can lead and grow along with me. I’ve found that one of my greatest achievements is sharing in the successful maturation and development of those that I lead.  Watching younger men and women take the initiative and demonstrate courage in leadership has become the most satisfying aspect of leadership.

Has your thinking changed over the course of the past six weeks, if so; why, and, if not; why?

            The Strategic Leadership course and Obolensky’s Complex Adaptive Leadership have equipped me with the tools necessary to face and direct complex situations.  In the military, complexity is ubiquitous.  Traditionally, leaders were taught to understand the intricacies of each situation, to understand the enemy, and to lead with directness—believing the mission must always come first.  However, the military has changed, warfare and strategy has changed, and I have changed. 

            This course has caused me to look at every situation and realize there will be uncontrollable dynamics hidden within each one.  With countless leadership books in my office, Obolensky’s desire to “build on and not replace” them has equipped me to integrate his teachings into the writings of other great authors like Kouzes, Posner, Heifetz, Godin, Maxwell, Collins, and Kellerman.  Obolensky (2010) said, “Complex Adaptive Leadership is not about throwing away traditional leadership wisdom.  It is about challenging the underlying assumptions of leadership and seeing leadership in a different way, which means letting go (but not necessarily abandoning) some long held beliefs” (p. xiv).

            This course and assignments have pushed me to implement new interpersonal strategies, pause before acting, and release control to both the situation and the people.  With these tactics, I’ve been educated in the potential of people and the power of the process.

What is the significance of this in the context of your future leadership goals and objectives?

            In an article titled, Change Starts at 4 A.M., Tim Willard (2011) said, “As leaders, we are often pressured to stay ahead of the pack.  In order to do so we set out to be razor sharp.  We seek to grow our influence; we pride ourselves in our professional acumen and our ability to see beyond the status quo.  And, in the right order and context, these things are fine” (p. 97).  Recognizing the value and power of change, Tim continued and added, “But if we truly desire to be a voice of change, industry standard is not enough.  As we peer into the rich concept of change we come face to face with a definition of leadership that will, if we let it, change us” (p. 97).

This class, the discussions, Obolensky’s text, and the assignments have all impacted my definition and understanding of leadership.  But, the greatest change and the deepest challenge came as I sat alone and reflected upon my life and my leadership.  Am I making a difference?  Are people better because of me?  Are my motives clear, and more importantly, pure?  Have I become a better employee, pastor, husband, father, and friend?  These are the true metrics.  Like Willard said above, industry standards and bottom line profits cannot be the sole litmus test of our effectiveness as leaders.  The true test is, “Have I helped others become better?”  I believe I have.

My present and future leadership and influence will be determined not only by the immediate result but the long term—and sometimes painstakingly slow—changing of those whom have allowed me access to influence.  This course has helped me become a guide: One that is confident in complexity and adaptive in attitude.

Steve

Cathy, D. (2011). Chick-Fil-A Leadercast Journal. Voices of Change, 1-134.
Obolensky, N. (2010). Complex adaptive leadership. Burlington, VT: Gower Publishing.

Willard, T. (2011). Chick-Fil-A Leadercast Journal. Voices of Change, 1-134.

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Leadership From The Cubicle to the Corner Office

In The End of Leadership Barbara Kellerman (2012) said, “Leadership has a long history and a clear trajectory.  More than anything else it is about the devolution of power—from those up top to those down below” (p. 3).  The sweatshops have closed (at least in the West) and bosses like Donald Trump and Montgomery Burns are fading from front offices.

The past two decades have produced a seismic shift in leadership; more specifically, the core characteristics originally defining leaders—power, authority, and influence—are now rising up from the cubicles rather than the corner offices.  Kellerman (2012) echoes this swing when she writes, “It was presumed until only recently that leaders should dominate and followers defer.  Leaders were generally expected to tell followers what to do, and followers were generally expected to do as they were told.  No longer.  Now followers are sturdier than they used to be, stronger and more independent” (p. xvi). 

The accessibility of knowledge via the Internet has ushered in a new dawn of understanding and accountability.  Corporate leaders are finding it harder to hide poor decisions and as a result, careers are ending before they get started.  Moreover, the speed of technology, the explosion of innovation, and the nanosecond gap between a want and a met need has made every citizen a CEO and every CEO replaceable. 

In 2012, Lockheed Martin’s CEO-elect Chris Kubasik was set to replace Robert Stevens at the helm.  However, an internal investigation revealed Kubasik was having an improper relationship with a female employee.  The board asked and received Kubasik’s immediate resignation.  Previous CEO Stevens said, ““While I am deeply disappointed and saddened by Chris’ actions, which have been inconsistent with our values and standards, our swift response to his improper conduct demonstrates our unyielding commitment to holding every employee accountable for their actions.”

While Lockheed Martin operates under a strong hierarchical organizational structure, they recognize that every employee is responsible to demonstrate the values of the company.  They explain by stating, “Ultimately, every one of us is a leader, because we all control the attitudes and behaviors of at least one person - ourself - and we set an example for our colleagues. Lockheed Martin is striving to establish the tools and reinforce the values that provide everyone with rewarding work in a safe and supportive environment. But it’s up to each one of us as individuals to embrace the culture we’re creating.”

List three reasons that support or refute this position.

Lockheed Martin understands the success of the company lies in the hands of their employees.  As a result, they have created a number of programs designed to facilitate employee growth and leadership development.  For starters, Lockheed Martin created the Institute for Leadership Excellence (ILE).  The ILE offers leadership development and business-based functional seminars which provide opportunities for participants to refresh their leadership skills.  It also creates an avenue for employees and functional leaders to connect and discuss current and future solutions. 

In addition to the larger, more formal programs, Lockheed also initiated a strong mentoring path to develop meaningful relationship and facilitate the transfer of valuable knowledge and understanding from one person to another.  Mentoring at Lockheed Martin empowers employees to manage their own careers, develop their skills, maximize their potential, and improve their performance (http://training.lmaero.lmco.com).

Lastly, Lockheed promotes Operating Excellence; a site that welcomes and encourages suggestions and ideas through Structured Improvement Activities (SIA).  The OE “provides the roadmap and tools to help the company compete and win in the rapidly changing aerospace and defense industry” (http://business.lmaero.lmco.com).  SIA’s are team-based approaches to solving organizational-wide problems through a number of different deliverables.

In addition to the three programs mentioned above—ILE, mentoring, and SIAs—Lockheed has an online employee suggestion program that “Provides a formal and organized approach for developing, evaluating and implementing ideas that will improve the workplace environment.”  Moreover, Lockheed “believes employees are an excellent source of creative ideas because they are in a position to observe and evaluate opportunities for improvement in their departments and throughout the company” (http://home.lmaero.lmco.com).

If so, how would leadership dynamics have to be altered to accommodate and promote these types of changes?  

While Lockheed has strong policies and programs in-place to facilitate employee ideas and suggestions, there still remains a strong corporate feel that rewards and insulates senior leaders.  In an engineering company of over 100,000, creating a climate similar to Google or Amazon would require a white collar earthquake.  And, based on Lockheed’s mission and future, an open culture may not be the best route for Lockheed’s bottom line.  Nevertheless, program managers must recognize that some of the best ideas and solutions may lay dormant in the cubicle of the unknown employee.

What are the implications on strategy?

Lockheed has a strong Strategic Planning department built as an integrated, multi-disciplinary team working in collaboration with other departments to conduct strategic assessments and provide strategic direction.  As I understand it, the Strategic Planning teams collect the information from the three-to-four programs mentioned above and consider the suggestions and innovative solutions when preparing and building strategic plans.  Lockheed has a tremendous amount of data points that are pulled regularly from external competitors, global companies, and market demands.  Focusing on internal leaders and innovative solutions at every level is the best way to remain on top.  According to business analyst David Lieck (2013), “Lockheed is far and away the largest defense contractor in the world with total sales of $36.27 billion.”  Even with their success, Lockheed continues to seek solutions from every level of leadership.

Steve

References:

Fontevecchia, A. (2012). Lockheed CEO-Elect Kubasik Fired Over Improper

Relationship With Female Subordinate. Retrieved from

http://www.forbes.com/sites/afontevecchia/2012/11/09/lockheed-ceo-elect-

kubasik-fired-over-relationship-with-subordinate/

Kellerman, B. (2012). The end of leadership. New York: NY: HarperCollins Publishers.

Lieck, J. (2013). The Ten Largest Defense Contractors In The World. Retrieved from

http://www.therichest.com/business/companies-business/the-ten-largest-defense-

contractors-in-the-world/

Lockheed Martin. (2014). Leadership. Retrieved from

http://www.lockheedmartin.com/us/who-we-are/leadership.html

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Coaching and Mentoring Toward Success

In a rapid changing environment, it is easy for people to get lost. Miss a meeting and suddenly you’re left out of the loop feeling like you got off a bus at the wrong stop.  Trying to be successful and “making it big” alone is as dated as our early captains of industry.  Today, companies are capitalizing on leadership by way of coaching and mentoring.  Once considered a fad, coaching and mentoring have increased the spotlight on sharing knowledge, experience, and ways to achieve personal and professional goals.

In the 1500s, the word coach described a horse-drawn vehicle that would get people from where they were to where they wanted to be.  Many years later, big buses with rows of seats also were called coaches, and their purpose was the same: to get people to where they wanted to go.  In Christian Coaching, Dr. Gary Collins (2002) said, “Coaching is the art and practice of enabling individuals and groups to move from where they are to where they want to be. Coaching helps people expand their visions, build their confidence, unlock their potential, increase their skills, and take practical steps toward their goal” (p. 14).

The Air Force has a rich tradition of leading and developing young men and women.  Though they have not fully implemented a “coaching” culture by way of an Air Force regulation, they have created a mentoring policy for their enlisted force.  From imparting pride and patriotism to ensuring adherence to customs and courtesies, Air Force non-commissioned officers (NCOs) are known as “the backbone” of the Air Force.  These men and women are trained and qualified to lead, develop, and mentor new, junior, or career NCOs.  The Air Force defines a mentor as “a trusted counselor or guide.”  Mentoring is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally.

Similar to the Air Force, Ted Engstrom defines a mentor as someone who “provides modeling, close supervision on special projects, and individualized help” that includes encouragement, correction, confrontation, and accountability.  According to Engstrom, a mentor is an authority in his or her field as a result of disciplined study and experience.  This person is willing to commit time and emotional energy to a relationship that guides an understudy’s growth and development.”  Over the years, mentoring has broadened to look more and more like coaching. A major difference, however, is that the mentor works as an expert, while the coach assumes that the client is the one best able and most likely to find direction and move forward” (Collins, 2002).  One of my favorite definitions of mentoring comes from Leslie Camino-Markowitz, director of Next Generation Leadership Programs who defined mentoring as, “Help by one person to another in making significant transitions in knowledge, work, thinking, or career” (p. 34).  This definition transitions nicely to how the Air Force operates.

Everyone in the Air Force has a supervisor. Every individual works for someone from the lowest airmen to the Secretary of the Air Force. However, just because you have a supervisor does not mean you have a mentor or a coach.  One of my first experiences with a mentor was when I was a Technical Sergeant with seven years of service.  Our unit’s Chief Master Sergeant brought me into his office and sat me down to talk.  Usually, these settings were more common for disciplinary action rather than career encouragement.  As I sat across from the “Chief” he began to tell me how he recognized great potential in my abilities and my leadership.  He wasn’t selling the Air Force but rather, building me.  After an hour of imparting wisdom and insight, the Chief pulled out a set of shoulder boards (insignia for a uniform).  He handed them to me and said, “Someday, I believe, you will wear these. I want to be the first to give them to you.”  I never forgot that moment.  It inspired me and made me want to make his vision come true.

While I did progress much quicker through the ranks than my peers, there were a few years where I “lost my way” and found myself making poor decisions from selfish motives.  When I finally came around and galvanized my focus to self-improvement, the Chief’s words continued to echo in my heart.  I retired at twenty-years as a Senior Master Sergeant (one grade below a Chief).  I could have reenlisted and continued my pursuit for another eight years but I chose to hang-up my uniform to better support and serve my family’s needs. While I don’t regret retiring, there are some regrets that I didn’t heed the Chief’s words more closely later in my career.  However, his mentoring in that moment will stay with me forever.

What I needed after the mentoring moment was a strong coach; someone willing to speak honestly about my decisions and strong enough to shake me from my selfishness. Alan Nelson, coach and editor of Rev! Magazine said, “A leadership coach is someone who walks with you for a season, steps into your life and provides feedback, a different perspective, and when appropriate, a nudge to move forward.”  The “nudge” Nelson refers to can be a frank discussion that paints a picture of reality to a person caught in a dazed sense of rationalization and ego.  Whetten & Cameron (2011) said, “In coaching, managers pass along advice and information, or they set standards to help others improve their work skills.  Skillful coaching is especially important when (1) rewarding positive performance and (2) correcting problem behaviors or attitudes” (p. 244).  The latter could have helped me make the changes necessary to achieve my Chief’s vision for my career. 

One of the key lessons I learned was the desire to achieve greatness must originate in the heart of the individual.  The coach and mentor merely motivate, inspire, and shed light on a pathway to achieve one’s passion and goals.  Once the light is light though, there is no great experience to help another achieve their dreams. Frederic Hudson, author of Handbook of Coaching said, “A coach is someone trained and devoted to guiding others into increased competence, commitment, and confidence.”  Watching a person develop into a strong leader fully alive is as satisfying as one’s own success. 

I’ve learned from my mistakes and my successes.  Randy Emelo (2011) said, “Everyone has something to teach and everyone has something to learn.” I’ve had both positive and negative supervisors.  And I’ve had mentors that encouraged me and imparted their wisdom.  Best of all, I still have coaches that walk with me and help me become everything I’ve ever hoped to be.  And while life can get overwhelming and the journey can be difficult, it is the three-fold combination of my faith, my wife’s love, and my coaches encouragement that combine to lift me to heights I never would have achieved in isolation.

Novak, Reilly, & Williams (2010) said, “The leader is not the problem solver or the primary idea-generator. The leader is the keeper of the vision and the one who helps build the capacity in others to successfully solve their own problems and generate multiple ideas and solutions” (p. 34).  From follower to leader and mentor to coach, the underlying motivation is the same: make better people and make people better.  Leadership is a people business.  You can’t lead money, power, or success.  Long after I am gone, the only thing that remains are the investments I made in other people.  That’s how true legacies are made. That’s a life well lived.  While I never put the Chief shoulder boards on my uniform, the trust and belief that one man had in my abilities still rings true today when life gets difficult.  Coaches and mentors understand the power of their words.

Steve

References:

Collins, G.R. (2002). Christian coaching. Colorado Springs, CO: NAVPRESS.

Emelo, R. (2011). Conversations With Mentoring Leaders, 65(6), 32.

Novak, D., Reilly, M., & Williams, D. (2010). Leadership Practices Accelerated into High Speed, 31(3), 32.

Whetton, D.A., & Cameron, K.S. (2011). Developing management skills. Upper Saddle River, NJ: Pearson.