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

Big Impact of Articulating

The articulating is one of the powerful coaching skills that can utilize in the business conversations. This coaching skill is also called longer name “Articulating what’s going on.” During the careful listening focusing on the whole person, may be one of the team members, the leader sometimes feels a kind of sense of awareness or something like intuition. The articulation is the ability putting the word simply or speaking out that feeling frankly. Sometimes telling him what is going on at that time or frank look of him. The important things are he often can’t see himself or an expression on his face. Or perhaps he can see details but not the whole picture.
With the articulation, the leader should share the observations frankly and clearly but without any judgement. The leader sometimes needs to tell him a kind of hard truth in order that the member find out the best and realistic solution or selection.

The effective articulating power is that the member can aware the unconscious feelings or facts, then he will not aware that by himself eventually without that articulation. Utilizing the big power of articulation, the leader has responsibility to articulate what he sees, but at the same time, as with all of coaching skills, not feel attached to being right about it. The articulating to boldly say what the leader sees without needing to be right, it could be empowered the member and could be pulled out his unconscious possibility. That’s why the articulating is powerful.  

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

Focus on the whole person

The second cornerstone of four cornerstones in co-active model is “Focus on the whole person”. People are usually focus on solving issues that they are facing, not only in the business but also in usual life. Especially in the business, leaders and managers have to focus on the problems or issues that they should solve realizing the required outcome. Under enormous pressure, first task they take on is to identify the problem to be solved. This is quite understandable, and of course solving problem is important. However, leaders manage people, not just problem. Developing talent and creating a more resourceful and effective organization accomplishes sustainable results, long after the presenting problem is solved. Even under organization stress, this whole-person mind set sees opportunity not to be overlooked.
The person does have a problem to solve: a change to make, a dream to fulfill, a task to accomplish, a goal to reach. All of these are true. But this person is more than the problem at hand, or the dream, the task, the goal. This is a whole person: heart, mind, body, and spirit. And this issue, whatever it is, is not neatly isolated. It is inexorably entwined in the person’s whole life.   
The “focus” here should be a soft and broad focus, an attentive focus that includes the whole person and the whole life, listening on many levels. It is not a hard, tight and concentrated focus on the whole person. We should not be focusing on heart, mind, body, and spirit as independent elements. Then a coach or anyone in a co-active conversation ought to be tuned in to the influences that are present in these different dimensions.
Obviously, a focus on the whole person also means that we are aware of all the ways the issue or topic before us is interwoven in the person’s life. The key is increased awareness that the single and narrow subject should be connected to the possible broader or deeper conversations for the person’s whole life. Although a  coach or a leader can work with someone on a very narrow topic, in the co-active way there is a larger picture of the whole person and the person’s whole life.

Global Leader Tips

NCRW

NCRW stands for “People are Naturally Creative, Resourceful, and Whole”, and is the most essential and characteristic fundamental belief of Co-Active Way and Model. NCRW is the first cornerstone of four cornerstones that represent the fundamental beliefs of co-active way of being in relationship and conversation at the deepest level. The co-active model rests on the four cornerstones, declarations, including NCRW. Four cornerstones have structured to provide the fundamental nature in order for engaged and empowered relationship, then for evoked drastic and bold transformation.
NCRW means that all of the people are capable: capable of finding answers, capable of choosing, capable of taking actions, capable of recovering when they meet with difficulties, and, especially, capable of learning. In the co-active model, it is more than a belief; it is a stand we take.
If we are in the alternative belief that people are fragile and dependent. With that belief, the job of coach or leader would be to guide the coachee or subordinate to the safest possible outcome. The differences are quite obvious. When we take a stand for other people’s creativity and resourcefulness, we feel some kind of respect and honor on their behalf, not overanxiety or care. Besides, when we assume that others are creative and resourceful, we can be curious and open to their enormous possibilities.  
The keyword here is naturally. Human beings are fairly creative and resourceful enough, when they were born as babies. On the way of growing up to adult through children, people have various experiences in the real life each by each. Although, sometimes the brightness of creativity and resourcefulness might be clouded in their circumstances, the natural capabilities are still existing inside themselves. So, if we believe their natural capabilities inside, we can dig them out certainly. 
Then final keyword is whole, wholeness. The wholeness here means that we can believe and accept all of their capabilities regardless of each character; good and bad, bright and dark, big and small, generous and delicate, white and black, etc. The structured total NCRW provides the infinite, limitless and eternal possibilities to show their capabilities getting their desired outcome and happy life. 

Global Leader Tips

Effective Listening

Listening is one of the critical contexts not only for coaching, but also for building up the collaborative relationship in business. Actually, to be truly listened to is a striking experience, partly because it is so rare. When another person is totally with someone, then leaning in, interested in every word, eager to empathize, he must feel seen and understood. People open up when they know they are really being listened to, then they expand and have more presence. They feel safer and more secure as well, and trust deepens. A true commitment to listening well is quite important in any conversation, especially critical to effective coaching.

Although everyone has listening capability as one of the talents, listening is also a skill that people can learn and develop through training and practice. Masterful professional coaches have taken their abundant gift and brought it to a high level of proficiency. They use it with the same unconscious grace same as an athlete uses in a sport or a musician in a performance. 
Most people do not listen at a very deep level. In everyday listening people listen mostly to the words. The focus is only on the words in the conversations. People usually start a conversation but within seconds they’ve disconnected to process the words internally or to pay attention to one of hundred other distractions whether they are also important, just attractive, or simple nagging. They seem to live in a mostly wireless world where they connect and disconnect internally and invisibly, and same things happen in the usual conversations.
The absence of real listening is especially prevalent at work. Under pressure to get the job done. The workers listen for the minimum of what they need to know so they can move on the next subject as soon as possible. It’s no wonder people feel like mere functions in a whirling machine, not human beings. It’s no wonder that employee engagement is a serious issue in organization today. Although everyone’s talking, no one’s listening.
In the effective coaching, effective listening is one of the most critical factors. The outstanding listeners know how to maximize the listening interaction. The effective interaction creates the series of actions in listening, definitely not passive hearing.

There are two aspects of listening in a co-active context. One is awareness, and the other one is impact.
Awareness includes the information that they receive in what hear with their ears, but they also listen with all of their senses and with their intuition. They hear, see, and experience sounds, words, images, feelings and energy. They listen not only to the person but, simultaneously, to everything else that is happening in the space.
The second aspect, impact, points to the effect of listening on others. To be an effective listener, they need to be conscious not only of what they are listening to, but also of the impact they have when they act on their awareness. Most of the time, this consciousness occurs just below the surface while the attention is still on the other person.

Clearly, listening is not passive, especially in the coaching relationship. Then the listening context in the coaching model can be utilized for business conversations and collaborative relationship.

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.