Global Leader Tips

Metaphor Practice

The communication style in Japan, is typically high context and indirect. It means the Japanese people take care of relationship and harmony, so they often do not use straight and direct words. Although the Metaphor is a quite effective skill generally, it’s very powerful in these situations especially. 
The metaphor is a kind of the visual and real expression of the situations or experiences, not the description nor explanation by some words. Then, it’s rather effective sharing the real feeling or image of the experiences. Although the metaphor is quite useful and powerful skill, it should be trained in the usual conversations intentionally. Learning the impressive and easy understanding metaphor, practicing to get the words out again and again, creating their own metaphors of something like “chaotic work environment”, “brilliant success”, “disappointment” and so forth. And it is also quite important that if the metaphor does not hit to the coachee or the member, the coach or leader should not stick on to his own metaphor any more, and he has to try something else.

Global Leader Tips

Career Selection with Coaching

A career selection is one of the most critical subjects not only for the organizations but also for the individuals. In the general business field most of leaders and managers have a kind of career interview or individual development planning conversations. However, how much individuals are satisfied with their careers or development plans? Did each team member get it? Some of leaders may have explained only the organizational situations or circumstances.

In the discussion of their career planning or personal development, the coaching method is a quite powerful tool, and is also effective way for deepening the collaborative relationship between leader and team member. The leader’s most critical attitude is believing the member’s capabilities and possibilities, like NCRW; People are Naturally Creative Resourceful and Whole. Then the leader should focus on the whole person of the member, not on the daily business issues. The leader had better give his gentle and supportive look to the member’s happy whole life, not only for the business. Thinking about the frank feeling about his career connecting with his happy whole life, he can choose his coming career near future as his own resonant selection. If he believes that his selection with resonance making with his own intentions and convinced life purpose, he must move forward his daily business and life, with steadiness and fulfilment. 
To keep the team member’s motivation higher is one of the critical essences for the leadership. And that’s why the resonant career conversations through coaching method is the most essential hint presenting the leader’s deep feelings to his members. 

Global Leader Tips

Evoke Transformation

Final cornerstone is the ultimate goal in the co-active model, and it is “Evoke Transformation” with the coachee. The common purpose of the collaborative conversation in co-active model is the coachee’s full and best life. The topic of the coaching will likely be something quite specific that is a kind of part of coachee’s life that the coachee is focused on, or is facing in the timing: new job, promotion, working condition, improved fitness, or execution on a business plan. Actually, some coachees may have their attention only on the specific goal for that specific topic. On the other hand, the coach sees not only the specific topic that the coachee brings, but also the fully connected life. The coach should have the pure desire to realize the coachee’s best, resonant and tasteful life. Then the coach structures the practical connection of the specific topic and the desired potential. These kind of positive, wide perspective and resolute engagement of coaching will bring the breakthrough awareness: a new strength, a renewed capability, a wide range of options, to the coachee. It seems like that they have real experience finding muscles they didn’t know they had or had forgotten they had. Then by taking a stand for the greatest possible impact from even the smallest action, coaches encourage, and ultimately “evoke transformation”.
Although Co-Active model originally designed for the professional coaching, it can be changed the daily conversations at work with a colleague as well as a son or a daughter. No doubt we were busy focusing on resolving a particular issue. But think again, with the advantage of hindsight, how the conversation might have changed if we are conscious of the four cornerstones.  
How does the quality of the conversation change when we start with a belief that the coworker, son, or daughter is naturally creative, resourceful, and whole? Capable? It’s possible the conversation might change from giving advice to being curious: asking more questions and inviting the resourcefulness of that other person. The awareness will be shift from daily business or issue itself to the someone’s hopeful life with the great possibility. 
The ability to dance with whatever shows up is certainly a leadership competency; in today’s world of business, great agility is essential. Effective leaders display that quality in their work with others every day. Even the fourth cornerstone, “Evoke Transformation,” can be a resonant field in which the conversation takes place. That brief conversation has the potential to affirm that colleague, son, or daughter in ways that reverberate long after the presenting issue has been handled.
Then, of course, we don’t need to be conscious for four cornerstones in every conversation. We can use them in addition to the usual conversations, problem solving mind-set, or logical discussion situationally, to get the conversation wider and deeper, then to evoke drastic transformation ultimately.

Global Leader Tips

Dance in this moment

A conversation is a powerful and dynamic interchange between people. Although it is natural to pay attention to the content of the conversation: the words, the positions, the ideas, there is much more going on in every moment. Every conversation creates tone, mood, nuance in addition to the content. There is as much information, sometimes more in how the words are said; sometimes there is more information in what is not said than what is said.
The third cornerstone of four cornerstones in co-active model is “Dance in this moment”. This means the importance and possibility of dynamic conversation focusing on the moment, THIS moment, and then the next moment. For that, it is critically essential listening intently at many levels, and of course, choosing when and how to respond, to intervene. They should be with no plan, no scenario, no preparation. 
To “dance” is to respond from a co-active core meaning both “co” as in collaborative, and active, moving the dance forward. In a truly co-active conversation there are moments when the coach leads the dance, moments when the coachee leads the dance, and moment when it is not clear at all who is leading and who is following.
The perfect dance should be lose the designation of leader and follower in a place of tuned in to each other and in a place of frank but trusted. 
The synergy of their synchronized dance should be utilized only for the coachee’s learning and discovery.   

Global Leader Tips

Intuition

Intuition is one of the most essential but characteristic resources in Co-Active way. And it is also utilized in the business decision making same as co-active coaching or conversations, especially it could be striking in the senior executives or leaders.
Then, let’s think about what is intuition here. Maybe we’ve had the experiences like this: In the first walking trek trail, when someone comes to two paths branch without sign, instinctively turn to the right, trusting his sense of direction. Or this may have happened: In the book shop, taking a book casually from the bookshelf, then meet with the article by chance that have been looked for long time. He doesn’t have any idea, it’s a kind of unexpected encounter. We might call it a gut feeling.
Gut feelings also happen in the business. Imagine the scenario like this: He has an important position to fill, and has three candidates. On paper, one candidate stands out for the job experiences and skills, but it just doesn’t feel right to him. His instinct tells him the right choice is the third candidate he interviewed. He actually has strong feeling he trust, but it also means he will need to have a convincing rationale for his instinct. How will he justify his gut feeling to HR and his boss? 
They are typical cases with intuition: in the moment it feels more reliable than the data, the analysis, and all the usual pros and cons. It comes as an impulse that is often ignored or discredited because it’s not logical and therefore not viewed as credible. Nevertheless, intuition can be critically valuable as a powerful, additional channel for information, which is why it is defined as one of five contexts in the Co-Active Model. When that channel is available and open, intuition has the potential accelerating a process and deepen the conversations in ways that are sometimes surprising. So, we can simply add this additional and powerful option with a shortcut possibly to our usual analysis, evaluation and a structured process for addressing an issue.
Although we have words to define intuition, the actual experience is sometimes hard to explain. We usually don’t understand the real source of intuition, and many people face the difficulty of verifying that is real. Sometimes there’s no observable evidence for the conclusion, additionally in some cases, the conclusions from their intuition could be actually contrary to observable evidence.
Someone who thinks that it’s difficult to believe intuition, he frequently treats as guessing or being lucky. He doesn’t understand, trust or believe in intuition. And these kind of people like logical thinking and mind as a common process of critical decision making.
In addition to them, intuition is recognized too weird or unprofessional, so people are sometimes shy about admitting they have used their intuition. They also refrain from using intuition actively. It looks like quite wasting of powerful and effective resource or channel of information.
Both a rational mind and an intuitive gut feeling are quite important for the business as well as daily choices in the life. Neither information source is the right or wrong. They provide information from different source. Therefore, we should utilize both of them situationally with the most creative and effective combination in both business and life generally.
When people find out the most appropriate answer to the question, he can access to some different sources; memory, logical mind, history and intuition. Besides, intuition always forwards the action and deepens learning in spite of right or wrong.

Global Leader Tips

Coaching Space

Building up the collaborative relationship between leader, manager and member, subordinate, the mood of the conversational space is critically important for them. In co-active coaching, coaching space has to be two critical characteristics as an effective coaching environment. One is safe enough for coachee to take risks they need to take. And the another one is a courageous place where coachees are able to approach their lives and the choice they make with motivation, creativity and commitment. And additionally, safe does not mean comfortable. Sometimes they need straight and severe conversations to find out the way that coachee really desiring.
To make the safe and courageous space for the positive and constructive conversations, the several characteristics are essential for them. One is confidentiality. Confidentiality means that the coach must not disclose any information he has known in the coaching conversations at all without coachee’s agreement. Especially the conversation in the business organization or team, this is critically important for the safe feeling to address real, frank but exciting subjects, sometime including quite personal factors. Second one is trust. An agreement to hold the coaching conversation confidential is one key component in building trust. Trust is also built over time as both coachee and coach learn they can be counted on and the coachee learns that the relationship delivers clear result. Third one is speaking the truth. Building up the real environment where the coachee can tell the whole truth about what they have done, and not done, the coaching space should be without evaluation and judgement. Because the truth carries no consequence other than learning, discovery and new insight to them. Then, fourth one is openness and spaciousness. This is a space where coachees can breathe, experiment, fantasize and strategize without imitation. It is also a place which they can vent their anger, troubles, spite, fear and regrets.
Based on these elements of the relationship between coach and coachee, it is quite important for them intentionally and consciously design their working relationship. In addition to this, they need redesign their relationship continuously, when their relationship is going to need any new elements for their deeper and more credible one.
For leaders, managers and supervisors, the “design” of the working relationship will not be structured, but the essence of the coaching space above is quite referential. It is certainly not doing coaching on team members or direct reports. The context for coaching in an informal organization or leadership situation is a commitment to support and development. This commitment to personal development is the essence of the business case for coaching as a leadership and management competency.

Global Leader Tips

Co-Active way in the Business

     
     
In the unprecedented paradigm shift, leadership or management style had to be changed from legacy top to down to a new cooperation with the partnership.
Co-Active is a kind of coined word developed and promoted by CTI: Co-Active Training Institute in US, as a coaching method over the 20 years. In the long and global implementation of the model, Co-Active has been not only for coaching method, but also has been utilized as a co-active based conversations, relationship, leadership or partnership. They all look through the lens of the co-active way. Then the co-active way is a way of effectively empowering people to find their own answers, encouraging and supporting them on the path as they continue to make important choices collaboratively.
Let’s imagine the typical example in the mission-critical project situation. The team leader has many ways to have the conversation. One way is a kind of the traditional one. Asking for a report, analyze the situation, and then provide work direction. Then here’s a different way, a way that is more co-active, collaborative. For the team leader it involves empowering the team member who may be much closer to the actual issues, possibly brainstorming alternative action steps and agreeing on a course of action. In this way the nature of relationship shifts, the context for the conversation is more inclusive and more empowering. It is a kind of invitation to see there is a choice and each has a different impact. There is a wider range of leadership responses available. In this fast-paced world of work, the pressure is on to create more engaged, more proactive, and more empowered members. Waiting for a higher authority or escalating decision making impedes teams that need the agility to respond to chaotic and complex situation. Creating and supporting a co-active way of working together delivers on the imperative and creates a culture of resilience and resourcefulness.