- Do I really need Coaching?
- What does a coaching engagement look like?
- What is a Mastermind Group?
- How does Hahn Training’s Corporate Mind differ from other Mastermind Groups?
- I always manage to a budget, so how will a strategic plan help me?
- Aren’t mission statements overrated?
- I meet with my people constantly, why do I need a formal coaching meeting?
No, no one NEEDS a coach however the results are overwhelmingly positive. A survey of executives who have been coached found; 77% reported improved working relationships with their Direct reports, 71% reported improved working relationships with their immediate supervisors, 67% realized improved teamwork and 61% found improved job satisfaction. You may benefit from coaching if:
- You are open to new concepts and perspectives
- COMMITTED to raising the bar
- Willing to take steps to changing your current habits
- ABLE to consistently devote time each week to your personal development
- Not everyone is a good candidate for coaching
Coaching is not a quick fix, nor is it a guaranteed solution. A coaching engagement is based on a trusting and open relationship between the coach and the coachee. Unlike a mentoring or supervisory function, the role of the coach is NOT to offer solutions or dictate direction. Rather coaching is a discovery process in which the coach asks thought provoking questions which gets the coachee to evaluate their approach and arrive at solutions which help them expand their comfort zone and improve his or her performance.
A formal coaching engagement usually lasts a minimum of 3 months and starts with an extended session in which ground rules and objectives are set. Agenda of subsequent meetings are driven solely by the coachee. Through the coaching engagement the coach provides a safe harbor offering perspective, encouragement, and accountability. All action items are derived by the coachee. A great coach will utilize a closed loop tracking process which is designed to hold each coachee accountable to their stated objectives. When done correctly, coaching is the highest level of personal and professional growth available.
Mastermind groups have been around since the early 1900’s and originated from Napoleon Hill’s Teachings. The concept of a mastermind group is that the combination of two or more minds leads to synergy, thus creating a mastermind offering a greater breadth and depth of solution. Mastermind groups have been facilitator led and peer led. There are several schools of thought on each approach, but conventional wisdom is in favor of facilitator led programs due to the preparation required in managing the groups as well as the enormous challenge of staying on focus and creating accountability by participants. Mastermind groups consist of small groups of cooperating equals who share a common desire to develop and institute best practices. Peers are encouraged to react to one another to drive continuous improvement. The resulting synergy allows each individual to implement solutions which they might never have had the perspective or courage to implement. Learn more about Hahn Training’s Mastermind Groups.
Hahn Training provides a facilitated mastermind group, as the facilitator it is our responsibility to establish a safe harbor for peers to collaborate without fear of reprisal or disclosure. In addition to a monthly four hour group meeting, each member has access to executive coaching, training tools and instruction focused on their topics of choice. Unlike other professional organizations, membership is extremely cost effective. By providing a baseline Mindshare group at very economical rates, we allow members the option to custom design relevant training, coaching or tools as needed from our trademarked CHAMP offerings. This allows a company to maximize the return on their corporate development dollars.
Many people confuse a budget with a strategic plan. Great companies are passionate about planning; not just creating the plan but executing on that plan. A budget is merely a derivative of a well developed strategic plan, a financial model which supports the plan. Managing to a budget is a management exercise, whereas the development and implementation of a strategic plan involves leadership and alignment. It is THE process which connects the corporate vision and mission with the requisite short term tactics across the enterprise. The strategy is the symphony which directs the disparate instruments within the orchestra. The conductor, or maestro is the leadership team interpreting the plan.
The concept of a corporate mission statement is not new. Mission statements really took route in the early 1980’s. John A Pearce II when he wrote this definition in the Sloan Management review:
“The company mission is a broadly defined but enduring statement of purpose that distinguishes a firm from other firms of its type but identifies the scope of its operations in product and market terms. Not only does the company mission embody strategic decision makers’ business philosophy, but it also reveals the image the company seeks to project, reflects the firm’s self concept and indicates the principal product or service areas and the primary customer needs the company will attempt to satisfy. In short the mission describes the firm’s product, markets and technology in a way that reflects the values and priorities of the strategic decision makers.”
The term Mission Statement has been overused, abused and misunderstood over the years, but it still serves as the starting point of everything a company represents. I dare say it is the most underrated and under-applied tools in corporate America. Many companies know the words but rare few live their mission statement.
Most employee interactions consist of managerial or supervisory interactions. I call these frequent interactions “FLY-BY’s” I say this because they are merely perfunctory, superficial acknowledgements or updates as we cruise by on another in the hall, or drop by to check up on a project or problem. I hear people say “I work with my people all day everyday.” The real question is not one of quantity but rather quality. “FLY BY’s are at best a supervisory or mentoring exercise. True coaching must include an open and honest dialogue which allows the coachee to grow. The majority of managers do not see coaching opportunities in their frenetic desire to “keep things moving”. We trip over score of coaching opportunities daily, but fail to take advantage of them. How are your coaching skills?