There are two common questions that many people ask us about leadership coaching.

One is, ‘What does a coaching conversation sound like?’

The other is ‘How long does a typical coaching session last?’

The answer to the second question is that coaching conversation can be managed in a structured, formal mode and may last from 30-90 minutes every few weeks. Or they might be short, on-the-run conversations that last only 3-6 minutes. The latter I sometimes call ‘corridor coaching’. Either way, the conversations are designed with a similar purpose: - to help the coachee ‘move forward’ with a particular issue or goal.

The following script demonstrates an example of how a ‘corridor coaching conversation’ might sound. The script also shows how the coach has applied our GROWTH coaching structure, even in an informal situation such as this.

Remember gci’s GROWTH coaching model looks like this:

Leadership Coach (LC) / Coachee (C):

by Mandy O'Bree, Director gci

In this social and economic environment where things appear more uncertain than ever, there is growing evidence that positive leadership is the only way forward.

A recently published book called Positive Leadership by Kim Cameron, (2008) cites a plethora of workplace research studies demonstrating that – even in difficult times – positive leadership which incorporates the fostering of positive relationships tends to increase productivity and performance. We all know however, that every organisation has its positive, energising people as well as it negative, energy-sapping people. This newsletter provides evidence-based strategies on how to be a positive leader as well as what to do about those negative energizers.

Being a Positive Leader

Foster positive relationships in the workplace. Here you are seeking to foster enrichment, vitality and learning.

• Start by enabling good friendships at work. Friendship groups have been found to significantly outperform acquaintance groups on aspects like decision making and even motor tasks. The focus should actually be on encouraging people to ‘give’ to others by supporting each other.
• Model positive energy yourself. Being a positive energiser makes others around you four times more likely to succeed. Positive energisers create and support vitality in others. They uplift and boost people. They tend to be optimistic, trustworthy and unselfish. Also try identifying positive energisers with whom you work and recognise, reward and support them.
• Encourage positive energisers to coach and mentor others. Invest in their learning and ensure they have the skills and knowledge required to be an effective coach.
• Begin interactions and meetings with a celebration of what is working. For instance ask your people:
  
  What’s been your greatest highlight this week?
  What problem did you solve?
  What are you most proud of this month?

Managing Negative People

Negative energisers deplete the good feelings and enthusiasm of others. They sap strength and leave others feeling exhausted. They’re often critical, inflexible, selfish and untrustworthy. Assuming you are a positive leader, you probably know there is no value in being like Pollyanna about this and hoping the negative people will have no effect. ‘Bad is stronger than good.’ People pay more attention to negative events and people than positive events. So leaders have a responsibility to focus on minimising the impact of negative people. Here are four strategies for managing your negative energisers:

• Provide direct and honest feedback regarding their de-energising behaviours. For instance, “When I hear you making negative comments in meetings like today where you said ………., it makes me feel deflated and de-energised. What I need you to consider is to provide at least one genuine, positive comment before you choose to criticise others’ ideas”
• Provide professional development for the person. Coaching around specific goals and providing training to increase awareness and understanding are often critical in order to change often long-entrenched habits.
• If none of the above work, Cameron (2008) recommends the person “be given a chance to flourish elsewhere”. Most organisations have some form of final stage “improvement programs”. This is where, only after exhausting the earlier options, backbone and heart are required.

In summary, many leaders are of the mistaken belief that tough times require tough leadership. Research evidence from newly emerging fields like positive psychology and the positive change literature, have found quite the contrary. An affirmative bias, for instance, towards strengths rather than weaknesses and supportive rather than critical, has proven to achieve flourishing outcomes.

Reference: Positive Leadership: Strategies for Extraordinary Performance. K. Cameron. Berrett-Koehler Publishers Inc, 200)