What's so Different About Coaching Christian Executives?

What's so different about coaching Christian executives?

In one sense, nothing. They bring opportunities and problems to their coaching strategy session just like any other executive. They want a sounding board for their ideas just like any other leader. They have successes under their belt and still sense they can do better and achieve more ... just like any other executive. Not much difference.

In another sense, much. What is unmistakable about coaching Christian executives is the worldview that underlies their life and leadership. It is a worldview that is based on scripture - the Bible. They want the Bible and what it says to form them as individuals and as leaders. They want a relationship with God to be the catalyst that defines the energy they bring to everyday leadership and family life.

Living out a practical, life-affecting relationship with God forms their 'operating system'. No, it doesn't make them perfect ... or think they are perfect. It makes them realize that moment by moment they need the divine assistance of God to be the best they can be.

What does the Christian executive or leader want to talk about?

• I want to get away from the edge of burnout.


• I work very late in the office and I can't seem to catch up.


• Leadership skills development.


• I need assistance in relating to the board and bringing them into the decision making process.


• I need help making a smooth transition of leadership.

Not much different right? But they have also brought up:

• To be clear about the Lord's direction for my career.


• Regain my passion and desire for the things God has called me to do.


• Growth spiritually.

Notice the operating system running in the background ... practical, living-it-out, daily relationship with God.

Christian executives and leaders are high caliber individuals. They passionately lead forward significant companies, causes, projects and programs. They view their work as an assignment from God and seek His wisdom and assistance. They pursue success and when they achieve it they are happy to return the glory to God.

• In relationship with Almighty God


• Acknowledging you don't have it all, but He does


• Seeking divine help to be the very best you can be


• Seeing and relating to your staff through God's view of them


• Drawing on God's strength to go through tough economic times


• Not being defined by what you do but by who you are in God's sight


• Pursuing excellence because God has given you the potential to do so


• And the list goes on

Now I would say these men and women are on to something.

Executive Coaching and Self-Reflection

I maintain that executive coaching and self-reflection go together like a hand and glove. Just tonight I read a post from B.J. Hawkins, Making Work-Life Balance Work in Your Entrepreneurial Company. In it he related what I think is a brilliant insight. In talking about his past work life, B.J. related,

"I was working an average of 18 hours a day. A lot of our clients were located in the Caribbean, and flights from the West Coast are long and arduous.

Fortunately, I've engaged for years in a practice of self-reflection, asking trusted advisors to help me see myself as others do. In the early 1990s, their message was clear: I had been paying lip service to a desire for more free time, but my actions were indicating otherwise.

That, in turn, led to a change on my part ..."

The practice of self-reflection. You can either self-reflect and change or take your choice (or not) of several other alternatives ..

• Let market changes wipe you out


• Slip into mediocrity


• Experience burnout


• Have your spouse leave you


• Lose your investment


• Miss out on that promotion to SVP


• Miss company targets


• Have your kids forget your name

Well, you see what I mean. Self-reflection is about gaining clarity. My clients may sometimes be sick to death of me going on about clarity, but they listen and realize that clarity rules. To tell yourself the truth is powerful. To take ownership of those insights and act on them is a downright rocket launch away above and beyond most of the population ... and your peers, and the competition, and the ...

My second encounter this evening with self-reflection:

Someone from Frame of Mind Coaching reminded me about the importance of journaling. From founder Kim Ades,

"Kim designed the Frame of Mind Coaching program to provide her clients with a supportive infrastructure where they could develop the skill of deliberate thought. Kim understands that the single greatest difference between those people who are stratospherically successful and everyone else is their THINKING. She knows that we all have the propensity to shift our thinking and achieve success.

The foundation for creating Frame of Mind Coaching lies in Kim’s ardent belief in journaling as the absolutely most effective and profound vehicle to make substantive and lasting changes in your life and career."

Your greatest means of moving forward is you. Your greatest barrier is you. Think about that. What you think is who you will become. How you work and lead will be a function of how you think.

A little self-reflection may be in order here. Start with a pencil and a piece of paper. It will force you to be more succinct.

Do Executive Coaches Discuss Systems and Process?

It is only partly true that corporate coaching and therefore executive coaches are focused only on individuals and not business processes and systems.

We might be tempted to think that talking about client's process and system concerns would be more about consulting. And for those who want to split hairs, this is the view.  They might argue coaching is about personal or professional forward movement or growth. Consulting is about targeted expertise toward a specific topic, generally organizational, and they have a point.

However, is there an area in between, an overlap where the dynamic of systems and the dynamic of personal leadership intermingle? An area where the leadership or executive coach actually coaches their client through some organizational challenge or opportunity they bring to the table? In my 11 years experience as an executive coach,  and over 35 years in various positions of leadership, I believe the answer is yes. There is overlap.

I help leaders 'think it through'.

• Reorganizing the division of a company


• Reorganizing their overcrowded schedule


• Organizing staff where cutbacks have eaten to the bone of the operation


• Hiring the right people for the task


• Dealing with key people who handle all the processes and systems


• Engineering a takeover


• Keeping better contact with a national or international team

You get the picture. You can't deal with the individual executive or manager who wants to improve personal, professional and organizational performance and not talk about what they are working on. They want to discuss it. Coaching them as an individual takes place in the context of them improving their personal performance in relation to their work and their leadership ... their real time concerns.

As an executive coach, I don't have to know their business. I have to know people. I am an expert in people. I am not an expert in international trade, financial markets or southeast Asian diplomacy.

• I know people. They know their business.


• I know how to create an environment and ask questions that can help them reach superior answers. They know how to implement the conclusions they reach.


• I know how to have leaders and executives reach for their best. They know how to take that confidence into their organization and their industry and leverage it to their advantage.

This executive coach works with whatever clients bring to each strategy session. The focus is always the individual. The playing field is whatever they bring to the call or are working on at the moment.

Leaders and executives want a return on investment. And the time and substantial dollars they invest in improving themselves had better pay off in improving the systems and processes that they take responsibility for each and every day.

5 Characteristics of a Leader

In her Sunday post, Marcia Merrill very briefly mentioned 5 characteristics of leadership potential.

• Decisiveness - the ability to make tough decisions


• Integrity - your actions match your words


• Trust - ability to engender respect, confidence and belief


• Value diversity - valuing everyone's opinion


• Performance - your actions get results

While there may be others, there is no doubt these five are important and are all things that I can work on and be intentional about this week.

If you are considering someone for a leadership position right now, how well do they exhibit these characteristics? What does their work and leadership history tell you thus far? What have those around them observed?

Leadership potential leaves clues.

Supplement Your SOP Learning

So you have been thrust into new responsibilities ... a new position, new people to work with and new projects or programs to carry through to completion. This is definitely a growing experience ... growing by the seat of your pants (SOP).

Seat of the pants growing is characterized by situations being in your face and you having to respond even though you don't have any particular specialized training in how to handle them. It's the trial and error method. You learn it as you need it.

There is nothing wrong with SOP. All of us use it. Over time we have matured (hopefully) and become experts in particular areas.

We had better be agile enough to handle whatever comes up. You might even say it is a necessity. But the cycle to mastery could have been vastly shortened.

The randomness of SOP learning and leadership isn't enough for someone who is a business, corporate, government or nonprofit leader. It isn't enough if you have suddenly been thrust into leadership of a small business or community organization. You can't afford to be behind the curve. You have to strive to be ahead of the curve. Otherwise incompetencies surface and become visible to all.

Growing as a leader requires additional attention. It requires intentionality. It requires asking yourself what knowledge needs to be learned, what skills need to be developed and what attitudes need to be adjusted to help you do a better job of directing and working with people to reach the objectives of the organization.

Will you:

• Work with a personal effectiveness Coach


• Read a book on dealing with conflict


• Do an online course


• Attend regular webinars


• Become a better speaker


• Finish a degree


• Improve your skills for conducting meetings


• Learn better delegating skills


• Learn how to get your office and to-do list organized


• Listen to one business or self-growth book on tape each month


• or a hundred and one other possibilities to grow

Whatever it is, and it might not be complicated, be intentional about pursuing it. Don't leave your future as a leader to the 'seat of your pants' method of leadership development.

Start by creating a draft of your own PDP, your Personal Development Plan. Look out over the next few years and ask what you need to add for your personal and professional growth to best prepare you for the responsibilities that are and may possibly be yours.

Don't leave personal and professional growth to chance. Be intentional.

Education Executives - Teacher Burnout

If you are an executive, school board member or an administrator, this article from 2002 still provides valuable insight into teacher burnout and what broad steps you can take to create an environment where the potential for burnout is lessened.

"Understanding and Preventing Teacher Burnout" focuses on three levels of intervention.

1. Reducing the incidence of new cases. Prevent burnout happening.


2. Detect and respond to early symptoms before they get more serious.


3. Provide assistance or treatment and prevent further relapse.

In their own words, the authors note:

"Albee (2000), one of the pioneers of prevention research, points out that, "It is accepted public health doctrine that no disease or disorder has ever been treated out of existence". It is far better if the roots of teacher burnout are identified and eliminated before the syndrome develops, rather than treating it after it has already occurred. Across the various medical professions, a distinction has been made between three levels of prevention interventions:

1. Primary prevention, where the goal is to reduce the incidence of new cases of a disorder,
   
   


2. secondary prevention, where the goal is early identification and treatment of symptoms before they turn into a full-blown disorder, and
   
   


3. tertiary prevention, where persons who have recently suffered a disorder receive some type of intervention to prevent relapse (Conyne, 1991).

Such preventative interventions may either be done at the organizational level, with changes in the school environment, or at the individual level, in which the goal is to strengthen teachers' resources for resisting stress."

Management in any organization would do well to take note of how the environment and the individual interact and developing strategies for reducing the incidence of burnout. I recommend reading the complete article.

Yes, Christian Leaders Burnout

One of the very real hazards of Christian leadership is burnout.

During a recent interview with Katelyn Beaty about her first book, Mad Church Disease: Overcoming the Burnout Epidemic, Anne Jackson relates typical responses she experienced when interviewing Christian leaders in the course of her research.

“Traveling and speaking on burnout since my book released has been an intriguing experience. I’ve found three kinds of people. The first is open to discussing burnout and is actively creating environments that are healthy. The second group is hesitant, but curious. They may not want to admit they are burned out, but something inside compels them to listen. The third group consists of the people who are in denial about burnout. They don’t think it’s possible for them or for their staff. It seems like everyone loves their jobs and everyone is passionately committed and running 110 percent. Burnout, for the most part, is a silent disease.”

Read Katelyn's post here.

For many years I have coached leaders, Christian and non-Christian, in business and in the church, around dealing with burnout. I can vouch for Anne's observation. That third group Anne mentions, “in denial about burnout”, typifies the attitude many take and why she is justified in calling it an 'epidemic'.

For the record: There are Christian leaders experiencing burnout right now.

Burnout has not resulted from these leaders 'getting away from the Lord' or losing their “I'd rather burnout than rust out' attitude. They've put the hours and passionate commitment in. Mostly its source traces right back to people and leaders having to deal with their entrenched attitudes.

I don't mean to sound simplistic in saying this. Burnout is complex. There are always other contributing factors. Of course the leader themselves knowingly or unknowingly contributed to their own situation.

But in my personal, leadership and coaching experience, primary external causes of burnout can often be attributed to people the leader has to deal with.These individuals or small groups hold entrenched ways of thinking and resist considering or exploring any new perspective, commitment or action. They may be vocal or never utter a word.

Where forward commitment meets entrenched attitude, the mix is sure to produce cumulative stress.

The leader, totally committed and passionate in caring about and serving these people, simply cannot make any headway against such attitude. And there is an exacting toll to pay, emotionally, physically and spiritually.

And let's be honest. It can go the other way. The leader certainly can be the problem at times. The leader may have a lot to learn spiritually, emotionally and interpersonally. Other leaders can be swamped in their destructive wake.

Which brings me back to the current reality of Anne's parents. Her Dad having left the pastorate ... “But almost 13 years later, my parents are still deeply hurt from the last experience. They have only recently started attending a church. . . . Their faith in the local church has yet to be rekindled.”

Take notice. Wake up. Burnout in Christian leaders is real, alive and well. It has serious consequences. This story is one of thousands. I hear them all the time.

Leadership teams - start learning the signs of rising distress in your fellow leaders. Converse honestly about the strains each of you feel. Read Anne's book. Read other books on burnout. Read articles on my website or elsewhere that I have written. Have a conversation with me. Get coaching. Bottom line, ratchet your awareness way up. Look out for one another. Be proactive in caring for one another.

Al Gore has dibs on the first 'Inconvenient Truth'. Burnout, across North America and around the world may be the second inconvenient truth. It is the 'silent disease' that stalks committed leaders, executives and professionals. But it is not the end of the story. There are solutions and there is recovery and life after burnout.

Executive Leadership Development Program

If you are working on an executive leadership development program, either of your own making or as formalized by your organization, at some point it will be imperative that you work with an Executive Coach. The benefits are significant and the highly personal focus is truly leading edge because it’s all about ‘fine-tuning’ you.

An astute Coach can challenge your thinking for blind spots and help you make overdue adjustments in how you work and lead for even greater success. Having a well matched Coach as your behind-the-scenes partner can help you go farther in achieving your highest priorities for moving forward significant causes, projects and programs.

This level of coaching is not like buying a commodity – a car for instance. It is making a direct investment in your greatest asset … YOU … an investment that can have far reaching implications for the rest of your career and your life. If you are pursuing any form of advanced personal or executive leadership development program, you need to work with a Coach.

G.E. Wood has provided coaching to senior and reporting leaders, high potentials and other critical contribution individuals since 1998. We understand first-hand the benefits leaders experience.

Better Leadership Team Decision Making

Team decision making is superior to decisions made by one individual. Is that true?

Yes and no. A new study of 72 studies, involving 4,795 groups and over 17,000 individuals shows that where common information is mostly discussed, the quality of decision making goes down. On the other hand where unique information known to one or a small minority of individuals is discussed, quality of decision making tends to go up.

This has consequences for your leadership team decision making. Does counseling together mean you rehash already common knowledge or reach for unique solutions based on leveraging the knowledge and insights of the few individuals who have something new or unique to say or offer?

Read the post here:

http://bps-research-digest.blogspot.com/2009/04/how-to-improve-group-decision-making.html

Life-Work Balance

Achieving life-work balance is a challenge for a lot of leaders today. In his article, "Top 10 Ways to Balance Life and Work", Wayne Parker discusses:

• Pacing yourself


• Saying 'no' to the unimportant


• Health and wellness tips


• Getting a check-up


• Saying 'no' to being a workaholic


• Simplifying your life


• Finding a family friendly workplace


• Eating together


• Joining a Father's support group


• Having a family night

His article can be read at:

http://fatherhood.about.com/od/workingfathers/tp/balance_ideas.htm

By being intentional, many of these strategies can be implemented relatively quickly. If you are looking for some solid work life balance activities as you examine and adjust your own life, you will appreciate this.

Handling Confrontation

Handling confrontation is not a science. An envied few probably make it seem more like an art. But for the vast majority of executives it's a necessity we would rather do without. Here's the rub: we are the ones who have to deal with it. Every level of the organization faces confrontation. Owners, executives, managers and professionals, none are immune.

Fortunately there are strategies we can learn. Here are twelve  things to keep in mind when you are in the thick of confrontation:

1. Separate the person's character from their behavior. Never 'attack' the person. Treat them with dignity and respect.


2. Don't be sidetracked from the topic. Do not talk about other issues. Refuse to go down the path of confusion. Stay focused.


3. If possible, stand up. You will feel more in control reaching your full stature with your shoulders back.


4. Speak calmly with a low and controlled voice. Rising and runaway emotions only hamper constructive conversation.


5. Plan for a reaction. There will be one of some sort, either passive or aggressive.


6. If necessary, have a third person join you to verify information or witness the conversation.


7. Stand your ground on what you know to be true. And stick to the facts not the assumptions.


8. Speak with clarity. Don't go around in circles. Be respectfully direct. Deliver bad news quickly. People know when something bad is about to happen.


9. Maintain eye contact. Be sincere.


10. Refuse to engage in an argument.


11. Keep control without an attitude of superiority. Act like the wise leader you are.


12. A sincere smile can go a long way. In most confrontations you don't feel like smiling, but if there is the smallest reason or opportunity at all, take it.

If you are in leadership, work with your coach on this one. You know how vital it is to improve your skills at this. Your ability at handling confrontation may keep a good employee, mitigate the damage of a disgruntled one, help a professional to step up and reach for their potential or stop a mass exodus.

 

Creating the Not-to-Do List

Creating the not-to-do list is all about clarity. Leaders, executives and professionals, especially those who care about and are involved with people, often are too quick to say 'yes' to requests that come their way.

It's great to be involved and to want to make a meaningful contribution to help meet the needs around you. But you can't do everything. And those who have a tendency to say 'yes' to too much, often end up stressed, overloaded or worse still experiencing burnout somewhere down the road.

Knowing so well those few things that you will say 'yes' to will help you to say 'no' to the others. Are there certain people, groups, causes, projects or programs that you wish to be involved with to the extent that you will always consider their requests for your time and attention? If so, these are your 'yes' requests. All the others are 'no'.

That doesn't mean you don't care. It doesn't mean they won't respect you. It doesn't mean you can't get involved in their cause or situation at a later date. It simply means that for now you need to focus your attention on the few things you are involved with and give them your very best.

Create your own not-to-do list. Get a sheet of paper and write this at the top, "Because I currently have other priorities to give my full attention to, I will say no to the following requests for my time."

What should you say to the person? "I'm sorry. I am not able to do that. I have current commitments that require my full attention."

Being prepared is half the battle. If you are clear about what to say 'no' to prior to any request, you won't have to think about it. You will be able to give a clear answer right on the spot. No making excuses to 'think about it' and then worrying for days.

Take responsibility for saying 'no'. It may show greater leadership than saying 'yes'. And the clarity that will result from creating your not-to-do list is going to give you greater energy for moving forward on the significant projects, programs, causes and situations that matter the most to you.

We'll cover the Not-to-Do List in our soon to be published book, 52 Solutions for Those Who Need a 25 Hour Day.

The Value of Executive Coaching

The value of executive coaching is vividly illustrated from a recent survey of organizations that use coaches.

The 2009 Sherpa Executive Coaching Survey asked, "How would you rate the value of executive coaching, on the whole?"

A full 91% of respondent organizations said the resulting benefit was somewhat high to very high.

It's quite something isn't it? Provide key leaders and managers, particularly those who are already moving forward,  with the right personal Coach and their effectiveness within the organization will grow even further.

The individual benefits and the executive coaching engagement provides real return on investment to the organization.  Leadership and executive coaching? A big win-win.