Agile leadership

Common Pitfalls on the Path to Growth: How to Avoid Leadership Coaching Mishaps

In our journey to evolve as leaders, we often find ourselves on the precipice of significant growth, seeking that perfect balance between intuition and acquired knowledge. As we’ve delved into transformational leadership, the intricacies of team collaboration, and even the merits of Agile coaching certification in previous articles on this blog, we’ve witnessed firsthand the value of leadership coaching.

What Can Go Wrong Will Go Wrong in This Leadership Coaching Journey!

Like any path worth traversing, the leadership coaching journey is full of potential missteps. These pitfalls can undermine the very essence of what we strive to achieve.

Drawing from previous discussions on leadership and team dynamics on this blog, let’s dive deep into understanding these common coaching blunders and arm ourselves with strategies to sidestep them gracefully.

1 The Pitfall of the One-Size-Fits-All Approach

In the world of leadership coaching, the assumption that a singular methodology can be universally effective is a significant misstep.

Every leader, team, and organization operates within a unique ecosystem, defined by its challenges, specific industry dynamics, and inherent cultural nuances.

By imposing a standardized coaching model, we risk overlooking these intricacies, leading to strategies that might be misaligned with the leader’s or team’s actual needs.

This approach not only diminishes the value derived from the coaching sessions but also might inadvertently exacerbate existing issues. The key lies in recognizing the distinctiveness of each leadership journey and crafting a tailored coaching blueprint that resonates with the leader’s unique context.

Only through such personalized strategies can we ensure that coaching translates into tangible, meaningful growth.

2 The Oversights of Underestimating Emotional Intelligence

Leadership, often misconstrued as solely a domain of strategy and decisions, encompasses far more than just analytical prowess.

Emotional Intelligence (EI) stands as a cornerstone in the edifice of effective leadership. EI entails understanding, managing, and effectively expressing one’s emotions while also empathizing with and navigating the emotions of others.

Overlooking its significance can have far-reaching repercussions. Leaders who lack emotional acuity might find themselves detached from their teams, unable to foster genuine connections or grasp the underlying sentiments that drive their team members.

This disconnection can breed an environment where team members feel unheard or undervalued. The absence of empathy can lead to missed cues, resulting in decisions that might not resonate with the team’s collective ethos.

Embracing emotional intelligence is more than just a soft skill; it’s an essential tool that leaders must hone to truly understand, inspire, and lead their teams effectively.

3 The Peril of Neglecting Feedback

In the realm of leadership coaching, the exchange of feedback stands as a pivotal touchstone.

It’s a two-way street, encompassing both the offering and assimilation of insights. Leaders who shy away from providing feedback miss out on opportunities to guide and nurture their teams.

Leaders who are hesitant or defensive about receiving feedback deprive themselves of valuable perspectives that could catalyze their personal growth. Avoiding difficult conversations or sidestepping critiques not only stymies development but also sets a precedent for a culture where complacency thrives. Such an environment can diminish a team’s motivation, innovation, and commitment to excellence.

Feedback, when approached with an open mind and constructive intent, can be transformative. It fuels continuous improvement, fosters a culture of accountability, and ensures that leaders and key stakeholders on their teams remain aligned, engaged, and ever-evolving.

4 The Imbalance of Overemphasizing Theory

Theoretical knowledge serves as the foundation of many learning journeys, offering frameworks, principles, and guidelines that inform decision-making. In leadership development, these theoretical constructs provide valuable insights into management styles, team dynamics, and organizational strategies.

An overindulgence in theory, without complementing it with hands-on experiences, can lead to a skewed understanding of leadership. Leaders might become well-versed in concepts but may find themselves at a loss when faced with real-world scenarios that demand adaptive thinking and practical solutions.

This imbalance can render them ill-equipped to handle the complexities and unpredictabilities inherent in leading teams and managing organizations. It’s akin to studying the mechanics of swimming without ever diving into the water.

For truly holistic leadership growth, it’s imperative to strike a balance: to intertwine theoretical knowledge with experiential learning, ensuring leaders are not just informed but also adept at navigating the multifaceted challenges they encounter in their roles.

5 The Hurdle of Resistance to Change

Change, despite its inevitable nature, often evokes apprehension and discomfort. Leaders, even seasoned ones, are not immune to the challenges of adaptation. Grounded in their tried-and-true methods and perhaps having achieved success through certain practices, some leaders may display a reluctance to deviate from their established paths.

This resistance becomes particularly evident during coaching sessions, where new perspectives and strategies are introduced. When leaders are reticent to embrace these fresh insights, the essence of coaching—growth and transformation—risks being lost.

Such resistance not only diminishes the value derived from the coaching process but also establishes a ceiling on potential growth.

For coaching to be genuinely impactful, it requires a symbiotic relationship: coaches offering expertise and leaders possessing an open mindset, ready to challenge their preconceptions and embrace change. Only then can the true fruits of personal and professional development be realized.

6 The Importance of Sustained Support in Coaching

Coaching, in its true essence, is a journey rather than a singular event. It sets the foundation for growth, change, and transformation. However, like any journey, the path can be fraught with challenges, uncertainties, and moments of self-doubt.

Herein lies the significance of continued support. A one-off coaching session might provide a spark or introduce new concepts, but without consistent follow-up and reinforcement, these insights risk fading away. Leaders, despite their best intentions, may encounter obstacles when trying to integrate new learnings into their daily practices.

They might grapple with old habits that resurface or face new scenarios that weren’t covered in initial sessions. Continued support, in the form of follow-up sessions, provides leaders with an avenue to discuss these challenges, seek guidance, and refine their approach. This sustained engagement reinforces the commitment to growth, ensuring that the transformation initiated through coaching is not just temporary but becomes deeply ingrained in a leader’s professional DNA.

The longevity and success of a coaching endeavor hinge significantly on the continuum of support provided.

7 The Imperative of Goal Definition in Coaching

Embarking on a coaching journey is akin to setting out on a voyage. Without a clear destination in mind, the journey can quickly become meandering and directionless. Clear goals serve as the compass, providing direction and purpose to the coaching process.

When leaders enter into coaching conversations without well-defined objectives, sessions can lack focus, leading to discussions that, while potentially enlightening, might not align with the leader’s immediate needs or long-term aspirations.

Moreover, for a coach to truly provide value, they need an understanding of the leader’s desired outcomes. This clarity allows the coach to tailor their guidance, techniques, and feedback in a way that directly supports the leader’s journey towards their business goals. Without such alignment, the synergy between a coach and leader can wane.

Furthermore, well-defined goals provide a metric for progress. As the coaching journey progresses, both the leader and the coach can revisit these goals to assess advancements, make necessary adjustments, and celebrate milestones achieved.

Clear goal-setting at the outset of a coaching relationship is the foundation upon which successful, impactful, and transformative experiences are built.

Avoiding Leadership Coaching Mishaps Starts with Knowledge and Mindset!

At the heart of any leadership journey is a robust foundation of knowledge. Just as a house without a solid base is vulnerable to the elements, a leader without a comprehensive understanding is susceptible to common coaching pitfalls.

This knowledge spans multiple dimensions – from understanding the intricacies of human behavior to grasping the nuances of organizational dynamics.

Knowledge of Psychology for Leaders

Being well-versed in psychological principles can help identify unconscious biases that may interfere with effective coaching. Familiarity with the latest leadership models and strategies, like those discussed in our article on building your leadership model, equips you with tools to navigate complex team transformations.

Recognizing the unique challenges of diverse industries and roles can prevent a one-size-fits-all approach. Indeed, just as an agile coach must deeply understand the agile mindset and principles, a leadership coach must be grounded in a vast body of knowledge.

Remember, while knowledge is the bedrock of business coaching, integrating it with the right mindset – one of openness, adaptability, and continuous learning – truly sets the stage for avoiding business coaching’ misadventures.

A Growth Mindset for Leadership Coaching

At the core of leadership coaching lies the principle of a growth mindset – the belief that skills and knowledge are not static but can be nurtured and developed.

In contrast, a fixed mindset posits that intelligence is immutable. In our rapidly evolving world, adhering to a fixed perspective can present significant hurdles. Leadership coaches play a pivotal role in fostering a growth-oriented leadership mindset.

With this mindset, leaders are better equipped to view challenges not as insurmountable obstacles but as opportunities for growth and learning. Instead of dodging or fearing hurdles, leaders need to embrace them, understanding that every challenge is a stepping stone towards greater excellence.

What Are the Different Types of Leadership Coaching?

When delving into the realm of leadership coaching, it’s crucial to recognize that it’s not a one-size-fits-all endeavor.

Different types of leadership coaching cater to varied needs and contexts. If you’re keen on integrating leadership coaching within your organization or seeking a coach for personal growth, it’s invaluable to acquaint yourself with the most popular coaching programs available.

Here’s a brief overview:

Executive Coaching: This is tailored for high-ranking executives, focusing on enhancing leadership skills, strategic planning, decision-making, and managing change at the organizational level.
Team Coaching: Concentrates on improving team dynamics, collaboration, and overall team performance. This is ideal for teams that want to function more cohesively and efficiently.
Transformational Leadership Coaching: Goes beyond skill enhancement to provoke deep-seated change in a leader’s approach, mindset, and behavior, leading to holistic personal and professional growth.
Emerging Leader Coaching: Designed for individuals identified as potential future leaders within an organization. It aims to nurture their talent and prepare them for leadership roles.
Skills-Based Coaching: This is more specialized and focuses on developing specific leadership skills, such as communication, conflict resolution, or strategic planning.
Agile Leadership Coaching: Given the rise of Agile methodologies in businesses, this type of coaching equips leaders to guide Agile transformations and lead Agile teams effectively.

Understanding the distinctions between these programs will enable you to select the most fitting coaching style and type for your unique requirements. With the right match, you’re poised to unlock unprecedented growth and success.

The Profound Impact of Professional Leadership Coaching

Professional leadership coaching is not just a temporary intervention; it’s a catalyst for profound self-awareness and enduring change. Top-tier leadership coaches serve as both a mirror and a compass, reflecting our strengths, blind spots, and potential areas for growth. By doing so, they not only provide immediate clarity but also inspire future aspirations.

Leadership Coaching: For Those Who Need a Guide

There’s an undeniable power in having an external perspective to guide us. Coaches, with their wealth of experience and objective vantage points, offer invaluable insights that can revolutionize our professional trajectories. Whether it’s one-on-one coaching sessions, for focused personal growth, group sessions to harmonize team dynamics, or organizational coaching to drive systemic transformation, the benefits of coaching are multifaceted and far-reaching.

The Art & Science of Leadership Coaching

The art of coaching isn’t just about receiving guidance. As leaders, developing our coaching skills is paramount. This not only amplifies our leadership capabilities but also positions us to uplift those around us. By honing our performance and coaching abilities, we can foster a culture of continuous growth, where team members feel empowered, understood, and poised to achieve their utmost potential.

A Leadership Journey Well Worth Traveling

The path to leadership excellence is seldom straightforward; it’s replete with challenges, moments of introspection, and growth opportunities. Leadership coaching serves as a beacon, illuminating the path and helping us navigate the intricacies of this journey. It acts as a bridge, seamlessly connecting our current selves with the leaders we aspire to become.

The value of having a seasoned executive coach cannot be understated. With these experienced executives and their guidance, our trajectory toward professional excellence is not left to chance but becomes a deliberate pursuit, marked by informed decisions, strategic interventions, and a renewed sense of vigor.

Five Key Benefits of a Leadership Coaching Program

Enhanced Self-Awareness: Leadership coaching fosters introspection, allowing leaders to gain deeper insights into their strengths, areas for improvement, and unique leadership styles.
Skill Development: Whether it’s communication, strategic thinking, or team management, coaching offers tailored strategies to hone specific leadership competencies.
Organizational Growth: As individual leaders thrive, so do the organizations they lead. Effective leadership directly translates to increased team productivity, morale, and overall organizational success.
Feedback and Accountability: One of the distinct advantages of coaching is the continuous feedback loop. Leaders receive constructive critiques, and with the coach’s support, they remain accountable for their growth objectives.
Adaptive Leadership: In our ever-evolving business landscape, adaptive leadership is crucial. Coaching prepares leaders to manage change effectively, ensuring they remain agile and responsive to shifting dynamics.

Leadership coaching is not merely an investment in an individual leader. Its ripple effects extend beyond senior leaders, benefiting the teams they lead and the broader organizations to which they belong, fostering environments of continuous growth accelerated learning, and innovation.

Professional Leadership Coaching Elevates Development Beyond the Surface

Time and again, research underscores the powerful impact of coaching on leaders, highlighting that those who undergo coaching consistently outperform their peers.

Training not only enhances self-awareness and critical thinking skills but also fuels rapid development, fortifies team cohesion, and ensures enduring positive transformations within organizations.

How Does Leadership Coaching Amplify Leadership Performance?

Leveraging behavioral research in leadership coaching stands out as a potent strategy to elevate leadership competencies and overall performance.

This type of coaching is meticulously tailored, granting leaders a heightened sense of ownership and accountability for their actions and achievements.

The personalized nature of coaching ensures its relevance, enabling leaders to address current, real-world challenges during sessions and promptly implement learned strategies in their professional environments for immediate positive effects.

In contrast to many other developmental methodologies, the primary aim of coaching is to instill lasting behavioral transformations, ensuring sustainable growth and enhanced leadership over time.

The Benefits of Leadership Coaching

Engaging with a dedicated leadership coach offers a myriad of advantages. Such collaboration allows leaders to pinpoint specific areas that require enhancement, set tangible goals, and obtain constructive feedback tailored to their unique challenges.

More a coaching conversation than just a process, leadership coaching is a partnership that facilitates a leader’s journey towards refining their leadership acumen. It’s an invaluable opportunity for leaders to not only recognize their potential but also harness it fully, ensuring they lead with both confidence and competence.

Challenges & Problems with Traditional Leadership Development Programs

Traditional leadership development programs, while rooted in time-tested methodologies, often face criticisms in today’s dynamic and rapidly evolving business landscape. One of the primary challenges is their often generic approach.

Instead of catering to individual strengths, weaknesses, and unique organizational contexts, many traditional programs offer a one-size-fits-all curriculum that might not address specific leadership challenges pertinent to a particular industry or organizational culture.

Traditional leadership programs may lack the flexibility to adapt to the changing needs of modern organizations. With the advent of digital transformation, remote work, and cross-cultural teams, leaders today require new leadership skills, that might not have been essential a decade ago. Traditional programs might not adequately cover these emerging competencies.

Another issue lies in the absence of continuous feedback and real-time application in many traditional setups. Modern leadership coaching emphasizes the importance of iterative feedback, hands-on challenges, and real-world application to ensure that lessons aren’t just theoretical but have practical relevance.

Traditional programs often lean heavily on classroom-based learning and might not incorporate experiential learning, mentorship, or peer feedback effectively. While classroom learning has its merits, the complexities of leadership often demand a more holistic approach that combines theory with practice.

While traditional leadership development programs have paved the way and provided foundational knowledge for countless leaders, there’s a growing recognition of the need for more adaptive, personalized, and comprehensive approaches to leadership training.

Why Leadership Coaching is Crucial for Your Organization’s Success

In our digitally-driven era, the pace of change is unprecedented. Organizations face the relentless challenge of adapting swiftly, or risk falling behind their competitors. To remain at the forefront, it’s imperative for organizations to not just attract top-tier talent but to continually nurture and retain them. Consistent investment in leadership development becomes paramount.

By engaging a proficient leadership coaching team, organizations can ensure they’re offering top-notch executive coaching, that genuinely transforms their leadership talent. Think of it as a strategic investment: partnering with a seasoned executive leadership coach can yield remarkable outcomes, fortifying your organization’s position in an ever-competitive landscape.

Behavioral Aspects of Leadership Coaching

In the context of a leadership coaching program, a significant emphasis is placed on understanding and refining individual behaviors that influence a leader’s approach and effectiveness. By critically analyzing these behaviors, it becomes feasible to make strategic modifications. This enables leaders to communicate more effectively with their teams, ensuring not just individual growth but also a harmonious and more productive conversation and team dynamic communication Style

Leadership training can also help leaders better understand their communications. Coaching can change the way people communicate at work and help leaders communicate effectively. With coaching, leadership positions can be better equipped to provide constructive feedback to employees, define specific expectations, and understand how to communicate with nonverbal cues.

The Power of Active Listening in Leadership Coaching

Mastering the art of listening is more attainable than one might think, yet its importance in leadership cannot be overstated. Leadership coaches serve as invaluable allies in highlighting areas where leaders might need to refine their listening skills.

Through personalized sessions and situational coaching, these coaches assist leaders in identifying and overcoming obstacles that hinder active and empathetic listening by effective leaders. Truly hearing and understanding their teams, helps leaders not only foster trust but also drive collaboration and innovation.

The TeamCatapult Coaching Program

Through our coaching programs, we aim to ignite leadership potential, empower leaders, and foster team synergy.

Our Leadership Coaching programs and Training craft a tailored learning journey for senior leaders in your organization. This approach ensures a clearer understanding of the entire organization it’s strengths, setting the stage for holistic growth and success.

How to Feel Competent and Experienced in Your Agile Coaching Practice

How are you viewing the role of agile coaching with individuals and with teams?

When do you make the time and focus on your leadership skills?

What if… you could focus your efforts on learning and then practice what you are learning, all within the same learning arc?

What will it take to feel competent and experienced in your agile coaching practice?

We know from our experience as Agile coaches that the following exercises will help you gain confidence and competence

skill drills
peer coaching
team coaching
ongoing group work
professional one-on-one coaching
one-on-one supervision of actual Agile coaching sessions in your own work environment

Let’s get this straight: scaling a coaching business or working as a leader in a large corporation can feel lonely. We know, as we’ve been there ourselves.

Connecting with and being surrounded with like-minded leaders can mean the difference between success and failure, confidence and doubt.

The TeamCatapult Cohort Program is an in-depth, 9-month program emphasizing rigorous practice accompanied with feedback opportunities in your own work environment.

Leaders and coaches gain competency in

Learning how to evaluate and assess where a team is at on their journey to high performance
Stepping in and helping teams have difficult conversations with grace and ease
Understanding the capacity to grow teams and individuals

How to Attain Transformative, Empowered Leadership Skills

“Find a group of people who challenge and inspire you, spend a lot of time with them, and it will change your life forever.”~ Amy Poehler

You can not become a leader all on your own. You need a tribe of people who you can go on this journey with. The Coaching Agility From Within Cohort offers this opportunity to leaders wherever they are!

In our program, the support from peers as well as cohort leaders is phenomenal. To attain transformative, empowered leadership skills, our cohort members experience the following as part of their cohort participation:

1 Weekly Group Cohort Calls

Weekly calls can vary in format to include case studies, triad and dyad practice, and coaching. The program includes over twenty group cohort sessions

2 Residential Retreat

At the residential retreat, cohort participants take a deep dive into the practice of team coaching. Participants take all of the learning in each competency and practice integrating it into their work with teams. This retreat prepares participants to level up their work.

3 Capstone Agile Coaching Stance

The program will conclude with the development and articulation of an Agile coaching stance, including how participants work with teams and why they do what they do.

4 Individual Professional Coaching with a Certified Professional Coach

One of the best ways to learn coaching is to receive individual coaching. These calls provide space for personal growth by providing rich time for reflection and feedback.

5 Reading and Journaling

Developing the skills of an Agile coach requires attention to your own development first. Each month, participants complete assignments designed to expand one’s knowledge and self-awareness.

6 Small Group Calls

Periodically throughout the program, there will be small group calls focusing on skills practice or on group supervision. These calls are designed to deepen overall understanding and awareness.

7 Supervisions

The program includes one-on-one supervision with a cohort co-leader. Each session assesses a video (or audio) that you provide, in a real-world situation and you get supervision and feedback.

At the end of the program, you will have 100 hours of coaching, team coaching, mentoring, facilitation and training practice!

After the Cohort

Our cohort participants don’t stop learning after nine months. They continue their journey together. Past participants may choose to be part of our Cohort Community, where one can continue to share, learn and grow leadership range in the community setting

From a cohort participant:

“Being in the course is an amazing opportunity…even if you think you have enough knowledge or experience, you will find more!”

Are You Ready to Grow Your Leadership Range?

Cohort members come from all places in the world, from all walks of life and have a vast variety of work and life experiences. What unites our participants is the drive to grow, to learn and to become a better leader.

We would love to talk to you and learn more about you.

Schedule a 15-minute meeting to ask questions, get more details and meet with a Cohort Co-leader.

Leadership Lessons: The Art of Being with Other Human Beings

Leaders lead companies, boards, teams, groups, cohorts.

In other words, leaders lead… people.

How do leaders do it? How do leaders connect to and stay connected with the people they lead?

Keep on reading!

1 Listening, Not to React, But to Hear

Leaders should be curious. They should listen with intent to hear, not to respond and react to what is being said.

How do you do this?

Intentional listening is a skill that involves suspending judgment while focusing on the person who is talking, giving them undivided attention. Intentional listening is a way of listening to understand what is being said.

Learn more about international listening and curiosity here.

2 Dare to Dialogue

Leaders, I challenge you. Dare to dialogue.

Having real conversations with real people is a leadership skill.

“In dialogue, like in debate, you can have a perspective, but your viewpoint doesn’t guide the conversation. In fact, in dialogue you suspend your point of view, not only to hear the other’s perspective, but to ask them more about it. This is the space of curiosity and inquiry and listening without resistance, because this is where new thinking and innovation live.”

Dialogue is where leaders gain greater insight and agility.

3 Shared Common Interests

The art of being with other human beings requires you to be human. That means showing up as a human and being willing to share that side of you with your team.

Leaders inspire by doing, by leading, by setting the right example.

If you are active on LinkedIn, you will know what I mean. There are so many wonderful leadership stories on LinkedIn these days, great examples of how leaders share common interests, and are showing up for their teams.

4 Body Language

While in 2022 more and more people are working from home, and meetings are often conducted behind a screen, body language continues to be an important tool for leaders to connect with the people on their team.

Sitting behind screens vs being in the same room, makes reading body language a bit more complicated.

In this recent article about hybrid meetings, we emphasized the need for the meeting facilitator to recognize the importance of the webcam!

“As the facilitator, you will have some specific requests for participants in order to make the session the most effective. Be sure to share these, along with other logistics and joining information, with participants ahead of time.”

One camera, one mic, one mouse per person

Be on camera
Be off mute
Be prepared to be called on

Whether you meet with the team you lead in person, virtually or in a hybrid form, being able to read body language is of utmost importance.

Why?

This “7-38-5 rule” states that 7 percent of meaning is communicated through spoken word, 38 percent through tone of voice, and 55 percent through body language. This 7-38-55 rule was developed by psychology professor Albert Mehrabian at the University of California, Los Angeles, who laid out the concept in his 1971 book Silent Messages (1971).

5 Keeping the Connection

Last but not least, leaders put effort into keeping the connection with their team! Everything you do, including the words you use and the energy you have, matters!

Leaders bring the weather!

“Early in my career, I worked at a small startup and we had a private chat channel. When the CEO arrived each morning, someone would give a weather report in the chat. It’s cloudy, it’s sunny, it’s stormy, literally what the mood of the CEO was. This weather report informed my plan and others for the day. On sunny days, I knew I could have important conversations that mattered. If the weather was stormy or cloudy, those were the days that I wanted to lay low and go home early if possible. As leaders, you don’t have to have a title to be a leader, but you bring the weather. So, your words, your energy, your tone, all matter. When you are frantically running down the road, too busy to pause and ask questions, you send the message that there’s no space for conversation here.”

Bring the weather, day after day and stay connected to your team by meeting in small groups like Ahmed Sidky did.

Leadership Lessons. A Journey to Agile Team Facilitation

We invite you, the kind of leader who wants to continue on their leadership journey to check our offering of workshops.

In particular, our virtual Agile team Facilitation Workshop touches on many of the leadership lessons mentioned in this article. If you are a team leader, don’t miss this chance to learn to design and lead engaging, purposeful and fun meetings…and achieve results every time.

What Kind of Leader Do You Aspire to Become in 2022?

We are all leaders. We create the world we live in and are shaped by the world we live in. As we look back, and celebrate, the accomplishments of the agile movement over the past 20 years we will look through the lens of leadership.

What role have “individuals and interactions” played in developing agility? What will be required of us, as leaders of collaboration, into the future?

I’ll share my story on the history of agile facilitation and coaching and encourage you to explore yours! Through sharing stories and exploring conversations you will craft your intention for leading into the future.

What kind of leader do you want to be in 2022?

Your Words Are Magic, and They Matter

In the book The Four Agreements, by Don Miguel Ruiz, he explains that you can use your words for white magic; to create good in the world, or as black magic; to create chaos and spread negativity.

I like to think of this as my energy or emotions when I speak. If I’m fearful, feeling bad, angry, or upset, I’m not in integrity with my true self and my words can disrupt and hurt.

If I’m coming from a place of joy, love, abundance, feeling good and in alignment with what I value, then I’m coming from a place of white magic.

Several years ago I was leading a coaching and facilitation cohort. I had just finished watching the movie ‘Divergent’ and there was something in the movie that spoke to me and it had me thinking about divergence in group processes and how we need it. I showed up to the group call and we did a check-in – this is our way of speaking into the space about how we are each arriving and a bit of intention setting – what we want to get out of the call. I was so focused on divergence that I checked in with that intention. Well, my one take away from that call was that my words matter. Never again would I freely tempt the energy of a group by stating things that I did not want to actually see happen. Everything diverged on that call. My technology stopped working, I was dropped from the call and a whole series of divergent thoughts emerged.

If ever I doubted this notion of how words matter, that night cleared up any doubt I ever had.

How We Think is How We Lead

I recently wrote in my new book, The Art and Science of Facilitation, that ‘How We Think is How We Lead’.

Leaders are made, not born and we are all leaders – even my daughter as a five year old demonstrated leadership. Leadership is how we think and respond in the moment.

Aligning my values with my actions is the leadership work to do. And then being able to use my emotions as a guidance system that helps me know when I’m out of alignment with what I value.

Doing this mindset work paves the path for greater self-awareness and is the doorway to the most fully creative, capable and competent version of myself.

This is where I can truly be agile

The Principle of Intention

If words are magic and my mindset influences how I lead, then being clear about my intention seems important.

In the book Seat of the Soul by Gary Zuchochf he talks about the power of intention. He says:

“Every action, thought, and feeling is motivated by an intention, and that intention is a cause that exists as one with an effect. If we participate in the cause, it is not possible for us not to participate in the effect. In this most profound way we are held responsible for our every action, thought, and feeling, which is to say, for our every intention.”

It’s why as leaders, we are responsible for our intent and our impact. If you’ve ever given someone feedback and they have said in return “well that wasn’t my intent”: we can’t own just part of that equation, we have to own the whole thing. The intent and the impact – even if they are not the same.

When I facilitate or coach a team – my first question to the team is always:

What do you want the outcome to be?
How do you want to contribute to it?
Who do you want to be in the room if things go off the rails?

In my private coaching practice, I am often asking leaders “Who do you want to be at this moment?”

It’s this sense of intention that sets the energy for our interactions and energy is everything.

Intention is Law

The third law of physics states that for every action (force) in nature there is an equal and opposite reaction. In other words, if object A exerts a force on object B, then object B also exerts an equal and opposite force on object A.

Intention is everything.

The Agile Manifesto

The manifesto is a beautifully stated, simple intention.

“We are uncovering better ways of developing software by doing it and helping others do it.”

Now the challenge with intention setting is that it’s just that. It says – we want to improve how this works and help others do it.

The Challenge with Simplicity

The challenge with simplicity, especially for us linear thinkers, is that we say “Yes! Yes, I want that!”

Collaborate
Trust others
Respond to Change
Self-Organize
Create the Environment
Conversation is the most effective way to communicate

And then the next question is, but how?

I went looking for the process, the step by step guide to how to make it happen. I even had the nickname ‘process chick’ – the one who creates the process for what we do.

My Agile Story

The manifesto resonated with me because by 2001 I was working with a team and we had been experimenting with Extreme Programming since 1999. And I was just starting to see something in ‘agile’ that was far beyond development practices.

In 1994, 5 years earlier, I came to the world of professional facilitation – and it was the first time I had my eyes opened to the idea of group process. That there was a way to focus on the group

process so that the group could focus on their content and move the conversation along. I found these skills life changing – it forever changed my view of my own leadership and how I thought about my role in conversations.

By 1999 I had been practicing facilitation for about 5 years and desperately wanted developers, project managers and graphic artists to see the power of facilitation. But back in those days we called them ‘soft skills’ and there was not much appetite for them.

But what this agile manifesto was doing was introducing the notion of people and behaviors into the concept of development.

Through the values and intentions set in the manifesto of individuals and interactions and collaboration – I saw agile paving the way for bridging this processes oriented side – of what we do -with the people and behavior side of ‘“How” we work together.

It’s easy to say let’s collaborate but anyone who has been part of a collaboration that didn’t go well, will understand first hand that the human behavior side is the messy part. There is no playbook for that.

Now, this was also the moment that I decided I wanted to be the one to teach others about the people side of the equation.

Agile Gratitude: Listening To All Voices

Little did I know at the time just how little I knew about myself and working with human interactions. My unconscious incompetence was high. As I have reflected on the past 20 years I am humbled today by just how little I knew then and possibly how much more I have to learn in the future. But I’m grateful for so many learnings along the way. I’m grateful for self awareness and having more command of my own behaviors in the moment.

The agile movement has been one of my greatest teachers.

It has made it okay to talk about humans and interactions with engineers and managers.

I am grateful that today we talk freely and openly about collaboration. We don’t debate the need for the human side of this equation and there is value seen in the ability to bring both.

It is this gratitude that leads to one of my first intentions, which is that I am the kind of leader who bridges the human being and the technical so that all voices are heard.

Humility

We need all three communication domains—Power, Affect, Meaning— and I’ve learned to bring more balance into my leadership range and also set a clear intention that speaking about feelings is crucial to our ability to be in conversation and relationship with one another.

When organizations try to manage out any one of those communication domains it creates cultural traps and results in people feeling not heard.

Just like there is no one model of agility – there is no one model of leadership.

Agile Gratitude: Growing Leadership Range and Working with Difference

I have gratitude for finding range in my leadership. I have a deep appreciation that leadership can and does look different – and we need them all. Just because someone says it or does it differently does not make them less effective or impactful. It just makes them different.

And gratitude for difference and the ability to work with difference.

I am the kind of leader who brings range in my leadership so others can show up as their full selves too.

Big Magic

In her book Big Magic, Elizabeth Gilbert wrote something really profound. It was about ideas, and intention setting, and choosing what to say yes and no to.

“I believe that our planet is inhabited not only by animals and plants and bacteria and viruses, but also by ideas. Ideas are a disembodied, energetic life-form. They are completely separate from us, but capable of interacting with us—albeit strangely. Ideas have no material body, but they do have consciousness, and they most certainly have will. Ideas are driven by a single impulse: to be made manifest. And the only way an idea can be made manifest in our world is through collaboration with a human partner. It is only through a human’s efforts that an idea can be escorted out of the ether and into the realm of the actual. Therefore, ideas spend eternity swirling around us, searching for available and willing human partners. When an idea thinks it has found somebody—say, you—who might be able to bring it into the world, the idea will pay you a visit.

The idea will try to wave you down but when it finally realizes that you’re oblivious to its message, it will move on to someone else.

But sometimes – rarely, but magnificently – there comes a day when you’re open and relaxed to actually receive something. And you will start to notice all sorts of signs pointing you toward the idea. The idea will wake you up in the middle of the night and distract you from your daily work. “

~ Big Magic: Creative Living Beyond Fear by Elizabeth Gilbert

I don’t know about you but I’ve had many ideas visit me. I’ve said no to some. And I’ve also said yes to many.

Agile Gratitude: Collaborations

I’m grateful for collaborations and collective intelligence.

I’m grateful for lifelong friends and partnerships that have endured the test of time.

I’m grateful for Collective intelligence. When you can look at something and say ‘we created that’ because it was through the conversation that new insights emerged and the final product could not be traced back to any one person – it emerged from the collective thinking.

I’m grateful for the world-wide impact that the track has had – far beyond what I ever thought might happen.

I’m grateful that we don’t generally have conversations in agility like ‘what is facilitation’ or ‘what is coaching’ and why would I need to know how to do that when I work with development teams?

We worried if we were setting the bar too high back then. We were not sure if people would find resonance or value in the learning guide we were creating.

I am the kind of leader who grows other leaders and creates space for collective intelligence.

How to Start a Movement

When your parent, aunt/uncle, or grandparent asks you ‘what is agile’? How do you answer them? I find it difficult to summarize a movement.

Agile is…a movement

A movement is not about the leader or the first follower, it’s about the movement. Agile isn’t owned by anyone. It’s had many lone nuts and first followers. It’s visible and collaborative and it requires leaders who have the courage to follow and nurture other followers.

The intention of the manifesto – was profound – to change the way we work. Change of that magnitude is messy. I had no idea the personal, inner growth that would be required of me in order to really lean into agile ways of working and leading

It’s not linear. It can’t be planned.

It needs process, leadership, dynamics, tools, frameworks, books, new competencies, new ways of leading. And today agile is spanning boundaries

But what I’m grateful for is the durability of the movement. It’s been 20 years and it’s still relevant. We are still talking about it. Reflecting on it. And iterating.

Although it took HBR until 2017 to give a formal acknowledgement that Agile was a relevant conversation to be having amongst the leadership team. Who could have imagined that 20 years later we would be talking about Business Agility, HR Agility, Finance, etc.

Agile Gratitude: A Movement with Durability

I’m grateful that I find it difficult to summarize in one sentence to my parents what ‘agile’ is. It’s not easily definable today and for that i’m grateful.

What if we can’t get it wrong?

The downside of a movement is that it cannot be confined or constrained. There are many that would argue we’ve lost our way. It’s too commercialized, productized, too soft and touchy, too esoteric, too much of an echo chamber, too tool driven, too polarized, too far from the roots of development, too focused on leadership, too big, etc. you get my point – and you might have your own that you would add.

But what if we can’t get it wrong?

What if the agile movement is exactly where it’s supposed to be? What if this is exactly what the movement needs to look like right now?

See, if everything were perfect then the work would be done. But this is about continuous improvement. Every time we see something that you want to critique, what if we turn it around and ask ourselves:

What Am I Longing For?

In 1999, the predominant way to get a facilitator for your team was to hire a professional facilitator. As I looked around in 2011 I thought this is absolutely crazy. Why would we save the skills of facilitation and coaching for an outside consultant or coach?

Not that you might never call on help from the outside. But day to day? We need everyone – agile coach, project manager, product owner, team members, engineers, executives – all to have the skill of leading collaborative conversations and change.

I am longing for teams to have access to their collective intelligence. This longing and intention has informed much of what I have done since then.

What if every time you have an impulse to criticize or point out what’s missing, that’s actually an idea circling you – trying to get your attention.

What if that is a moment of Big Magic calling you forward to make a decision, set an intention and be the first lone nut?

Buckminster Fuller said:

“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.”

~ Buckminster Fuller

The reality of agility is not something to fight. It’s something to embrace. We are where we are! The question is, where are we going? What is the intention that you will set for yourself?

Making the Decision

Intention is everything. Setting an intention and making the clear decision to stick to it sets a whole world of possibility in motion.

William Murray said:

“Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans. That the moment one definitely commits oneself, then providence moves, too. All sorts of things occur to help one that would never otherwise have occurred.”

Setting an intention is the most important work to do.

I believe that we are all inherently working towards a greater purpose that we were put here on this earth for a greater reason. For some of us our greater calling can manifest in the way we are working and in the movement that we call ‘Agile’.

If we’re all here working towards the same thing then let’s be intentional about how we do it!

What Kind of Leader Do You Want to Be?

Set the intention, and claim it! Make the decision today.

What will be required of us, as leaders of agility, into the future? How can you be in service to your team? To your customer? To the future of agility? Create from the moment.

What’s your intention?

Be in your own leadership. Be intentional about how you show up and engage with others. It matters and it makes a difference. When things get tough or feel overwhelming, change the narrative.

~ Marsha

3 Reasons Why Leaders Should Never Lose Their Curiosity!

“Curiosity killed the cat”

As a child, I more than once heard this from teachers and adults in my life when I asked questions they didn’t want to answer. Children were to do as they were told, no questions asked.

Back then, children were not to be heard or seen.

What a shame! At no time in our lives is curiosity more powerful than in early childhood as children pick up new language skills, taste new foods, learn to walk, talk, run, ride bikes and explore their surroundings. Children learn by touching, tasting, smelling and seeing. During childhood, they learn more, and faster, than any other time.

Things have changed since I was told that ‘curiosity killed the cat’! Our current generation of children is encouraged, and expected, to ask questions, thank goodness.

While new generations are encouraged to develop their curiosity, there seem to be several generations in leadership positions who still believe what they were told in childhood. These leaders have held onto the old saying that asking or answering (too many) questions is a bad thing.

I am ready to help change that! Let’s explore 3 reasons why leaders should never lose their curiosity!

What Does It Mean to Be Curious as a Leader?

Curiosity is defined as ‘a strong desire to know or learn something.’ That ‘something’ to know or learn about can be anything, including team members and their perspective! In the first episode of my new podcast ‘Defining Moments of Leadership’ Mark Franz and I talk about this very topic. Mark shares how his genuine curiosity eventually led to acknowledging the humans behind the work that needed to be done.

Listen to the FULL EPISODE right now!

1 Curiosity Leads to Intentional Listening

In this article, guest blogger Leslie Zucker further explores this concept of intentional listening.

“If you’re thinking listening is hard with certain people, there is good news! The good news is that to have curiosity in a conversation is simply a relief! It means that you don’t need the answers. You can slow down and relax into the conversation, and simply rely on your innate sense of curiosity.”

I recently had a conversation with Kevin Eikenberry about this topic: “Why is Listening an Important Interpersonal Skill?”

When we master listening, we are able to reach new levels of conversations; most likely deeper and more meaningful ones.

2 Curiosity Leads to an Expanded Leadership Range

With curiosity comes lifelong learning. Leaders who continue on the path of advanced facilitation, coaching and self-mastery, will find that curiosity is often what sets them apart from other leaders in their industry.

“Advanced Facilitation is about increasing self-awareness so you can read the room, name the hidden dynamics beneath the surface, and effectively help groups modify their behaviors to achieve the best possible outcomes.”

Those leaders who are curious enough about their team to read group dynamics do this by focusing on something other than their own ego or personal agenda. Reading group dynamics leads to identifying communication challenges in groups in order to help them unlock the wisdom that resides within; ultimately leading to an expanded leadership range.

3 Curiosity Leads to a Human Approach to Leadership

Isn’t all leadership about humans? You’d think so. However, it’s easy to forget about the human factor when stakes are high. Leaders who are pressured to deliver. Even those with leadership range and listening skills can quickly lose sight of what’s important. A high-pressure situation can create a vacuum of curiosity because leadership becomes more about the work that needs to get done, the product that needs to be delivered to a client, or the data that stakeholders are looking for.

Only when genuine curiosity is applied and leaders start listening to their team members, can transformation take place.

Leadership Conversations

While launching the ‘Defining Moments of Leadership’ podcast, we saw a need to create a dynamic space for leaders to continue the conversation. We have created a Facebook Community for leaders to learn, join conversations with other leaders, and expand their leadership range. You are invited to join us. Apply and become a member today. I can’t wait to see you in the group.