the leader-coach
First of all, I love this movie. Secondly, I was drawn to this because I'm realizing more and more that great leadership is about great coaching. I'm a coach to those I lead. This is from the latest issue of John Maxwell's Leadership Wired monthly newsletter.
In the comedy What about Bob, Bill Murray plays the character of Bob Wiley, a neurotic man with every conceivable fear and insecurity. Looking for help, Bob calls upon renowned psychiatrist, Dr. Leo Marvin. Dr. Marvin shares with Bob the secrets of his new book, Baby Steps, and works with Bob on a plan to cure him of his phobias.
Grateful for Dr. Marvin's insights, Bob leaves the office with a newfound optimism. However, his panic attacks soon resume, and it becomes clear that the restoration of Bob's health demands more personalized attention than a program or an instruction manual can give to him. Bob craves someone to walk with him step by step as he recovers. His anxiety and neediness drive him to track down the famous Dr. Marvin on a family vacation. The ensuing antics between the needy patient and the self-important psychiatrist form the basis of this comedy.
While Bob is an exaggerated caricature compared to a normal worker, his hopes in Dr. Leo Marvin have merit in expressing the qualities followers wish to find in a leader-coach. First, employees want a leader-coach who is willing to intentionally spend time with them. Next, they are searching for more than task knowledge—they are looking for a leader-coach to aid their development. Finally, they want to be involved in an environment where they are challenged to grow.
In a recent article adapted from Sharon Ting and Peter Scisco's work, The CCL Handbook of Coaching: A Guide for the Leader Coach, the Center for Creative Leadership breaks down the basic characteristics of the leader-coach.
Leader-coaches are intentional.
Leader-coaches strategically spend time discovering the strengths, weaknesses, goals, and values of those they lead. With an accurate picture of an employee's dreams and desires, the leader can coach the individual in areas which appeal to the employee's internal motivations.
Aside from the benefit of understanding an employee, a leader-coach bestows value and importance by intentionally giving attention to those on the team. When employees feel anonymous they atrophy, but when they feel appreciated they tend to respond by giving their best efforts.
Leader-coaches focus on performance and development.
Whereas in the past leaders primarily looked toward productivity and results, today, leaders must place great importance on developing their personnel. With a highly mobile workforce of growth-focused employees, leaders cannot afford to treat employees as cogs in a machine.
Workers want to expand their skills sets in addition to being part of a successful team, and if they're not being developed, they'll soon be departing. An employee enjoying growth opportunities will be more likely to offer loyalty and commitment to organizational performance.
Leader-coaches take a systemic perspective.
While leaders may take interest in individual employees, leader-coaches see their role as creating a culture of leadership growth. Such leaders tailor tasks to present new and strategic challenges to those they manage. Leader-coaches, in tandem with employees, may make a habit of scheduling extended learning experiences with the purpose of highlighting the growth within their team or department. A leader-coach with enthusiasm for personal and team development initiates a contagious climate in which growth is sought after and prized.
To learn more about leader-coaches, visit the Center for Creative Leadership by clicking here.
In the comedy What about Bob, Bill Murray plays the character of Bob Wiley, a neurotic man with every conceivable fear and insecurity. Looking for help, Bob calls upon renowned psychiatrist, Dr. Leo Marvin. Dr. Marvin shares with Bob the secrets of his new book, Baby Steps, and works with Bob on a plan to cure him of his phobias.
Grateful for Dr. Marvin's insights, Bob leaves the office with a newfound optimism. However, his panic attacks soon resume, and it becomes clear that the restoration of Bob's health demands more personalized attention than a program or an instruction manual can give to him. Bob craves someone to walk with him step by step as he recovers. His anxiety and neediness drive him to track down the famous Dr. Marvin on a family vacation. The ensuing antics between the needy patient and the self-important psychiatrist form the basis of this comedy.
While Bob is an exaggerated caricature compared to a normal worker, his hopes in Dr. Leo Marvin have merit in expressing the qualities followers wish to find in a leader-coach. First, employees want a leader-coach who is willing to intentionally spend time with them. Next, they are searching for more than task knowledge—they are looking for a leader-coach to aid their development. Finally, they want to be involved in an environment where they are challenged to grow.
In a recent article adapted from Sharon Ting and Peter Scisco's work, The CCL Handbook of Coaching: A Guide for the Leader Coach, the Center for Creative Leadership breaks down the basic characteristics of the leader-coach.
Leader-coaches are intentional.
Leader-coaches strategically spend time discovering the strengths, weaknesses, goals, and values of those they lead. With an accurate picture of an employee's dreams and desires, the leader can coach the individual in areas which appeal to the employee's internal motivations.
Aside from the benefit of understanding an employee, a leader-coach bestows value and importance by intentionally giving attention to those on the team. When employees feel anonymous they atrophy, but when they feel appreciated they tend to respond by giving their best efforts.
Leader-coaches focus on performance and development.
Whereas in the past leaders primarily looked toward productivity and results, today, leaders must place great importance on developing their personnel. With a highly mobile workforce of growth-focused employees, leaders cannot afford to treat employees as cogs in a machine.
Workers want to expand their skills sets in addition to being part of a successful team, and if they're not being developed, they'll soon be departing. An employee enjoying growth opportunities will be more likely to offer loyalty and commitment to organizational performance.
Leader-coaches take a systemic perspective.
While leaders may take interest in individual employees, leader-coaches see their role as creating a culture of leadership growth. Such leaders tailor tasks to present new and strategic challenges to those they manage. Leader-coaches, in tandem with employees, may make a habit of scheduling extended learning experiences with the purpose of highlighting the growth within their team or department. A leader-coach with enthusiasm for personal and team development initiates a contagious climate in which growth is sought after and prized.
To learn more about leader-coaches, visit the Center for Creative Leadership by clicking here.
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posted by Seth Henderson at 8:57 AM
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