Tag: #Conversations

Global Leader Tips

NCRW

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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

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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

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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.