If you're reading this, you're probably someone who loves to learn. That's why you're probably pretty good at whatever you do, and why you want to get better at it. Reading is part of your educational program, and — obviously — I hope it remains so.
You probably also feel some frustration. You read. You learn ten ways to do this and seven steps to do that. And you make some progress. You've achieved some goals you've set, and some goals remain out there, even though you've been trying for ten months. Or ten years.
Reading can get you through some things, and not others. When you want to make a change, and reading hasn't helped, consider a personal coach.
Coaching styles and arrangements vary. In a typical program, you meet with your coach two to four times each month for from one-half to one hour, either in person or by phone. You can set up any arrangement that works for you. You're in charge.
If you're considering a coach, here are a few things to watch out for.
- Recognize that you'll do most of the work
- Being coached is different from getting a haircut. For a haircut, the haircutter does the work, not you. In coaching, depending on the style, the coach offers guidance, questions, wisdom, suggestions, support, encouragement, or even homework. But you do the work, not the coach.
- Pay a reasonable fee
- Being coached is different
from getting a haircut.
For a haircut, the haircutter
does the work, not you.
In coaching, you do
the work, not the coach.
- Suppose you find someone to coach you for an unreasonably low fee. While this might work for some people, most will have difficulty doing the hard work needed. Most of us need the motivation of having made a serious financial commitment.
- Know what you want to accomplish
- You'll have a much better experience if you have a clear idea of where you want to go. Then you and your coach will decide to work on some achievable goals, and with guidance from your coach, you'll achieve them.
- Choose a coach who doesn't know your organization
- You'll get more insights (aha!s) when you explain your work situation to someone who's ignorant of your organization. You're forced to explain things from the very beginning, and that's often where the obstacles appear.
- Choose a coach who isn't coaching anyone you know
- A coach who has as a client someone in your life has a conflict of interest. Some coaches believe that these conflicts are manageable. I disagree. Steer clear.
In the end, "chemistry" helps determine the outcome of a coaching relationship. Sometimes you can tell when you first talk to someone that he or she is not your coach. Sometimes it takes a few sessions to know. Notice your feelings and trust them, just like you would after a haircut. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- When the job market eases for job seekers, we often see increases in job shifting, as people who've
been biding their time make the jump. Typically, they're the people we most want to keep. How can we
reduce this source of turnover?
- Tactics for Asking for Volunteers: I
- CEOs, board chairs, department heads and team leads of all kinds sometimes seek people to handle specific,
time-limited tasks. Asking the group for volunteers works fine — usually. There are alternatives.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Accepting Reality
- Those with organizational power can sometimes forget that their power is limited to the organization.
Achieving high levels of organizational and personal performance requires a clear sense of those limits.
- The Reification Error and Performance Management
- Just as real concrete objects have attributes, so do abstract concepts, or constructs. But attempting
to measure the attributes of constructs as if they were the attributes of real objects is an example
of the reification error. In performance management, committing this error leads to unexpected and unwanted
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenOJDNiTPQwUWxAbPZner@ChacUFqeOXKCnwfemICloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Technical Debt Management: Making the Business Case
- This program
outlines the steps necessary for deploying a program for rational management of technical debt. For
many organizations, adopting a program for rationally managing technical debt entails organizational
change. And unlike some organizational changes, this one touches almost everyone in the organization,
because technical debt isn't merely a technical problem. Technical debt manifests itself in technological
assets, to be sure, but its causes are rarely isolated to the behavior and decisions of engineers. We
can't resolve the problem of chronically excessive levels of technical debt by changing the behavior
of engineers alone. Technical debt is the symptom, not the problem. In this program we outline the essential
elements of an effective business case for adopting a rational technical debt management program. But
this business case, unlike many business cases, cannot be captured in a document. We must make the case
not only at the leadership level of the organization, but also at the level of the individual contributor.
Everyone must understand. Everyone must contribute. We explore five issues that make technical debt
so difficult to manage, and develop five guidelines for designing technical debt management strategies
for the modern enterprise. Read more about
this program. Here's a date for this program:
- Wyndham Springfield City Centre, 700 East Adams Street, Springfield,
Illinois 62701: June 12,
Monthly Meeting, Central
Illinois Chapter of the Project Management Institute. Register now.
- Wyndham Springfield City Centre, 700 East Adams Street, Springfield, Illinois 62701: June 12, Monthly Meeting, Central Illinois Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.