Landraitis Paul

March 21, 2016 at 11:43 am #2759

I teach / coach in a year long leadership development program with 5 live days. In my context I would think it could be useful, especially after at least a quarter, when people are realizing that some of the good ideas they’ve been exposed to and intended to put into action are harder to adopt than they imagined – in other words they have some live experience of immunity to change. I might choose a couple of the very characteristic challenges of leaders like delegating and giving performance feedback and share the maps of folks who worked through a B.A. about that. And/or other changes the curriculum advocates participants make (listen better).

The old HBR article is a good, credible reference.

BTW, I’m curious about your context. If you’d like to have a short chat email me at paul.landraitis@stagen.com

Best,

Paul

Landraitis Paul

February 21, 2016 at 9:37 pm #2697

I’m in tune with the questions about managing the scope of the conversations. I often feel a bit awkward or stilted staying in a strict ITC frame, not least because it isn’t yet as familiar as my usual ‘go to’ approaches and tools. So far I’ve had to work hard to resist too many digressions and trust the process will provide value. I was getting nervous my client wouldn’t get much out of it, but our last call he’d had a LOT of insights from doing S-O exercises. So – I guess the questions I have about this are:
Is your client pulling you to expand the conversation beyond the roadmap? If so how?
Are YOU feeling like expanding the roadmap and including things you see as relevant and powerful? If so how?

Also, I really bit off a lot with my own map. I’m addressing some really core issues with my improvement goal and my life has fully ‘supported’ me in confronting these. The last couple weeks I’ve had days when I’ve wondered if I’m ‘constructively destabilized’ or choking on an overly ambitious improvement goal. I take comfort in knowing this will help me empathize with clients who feel I’m taking them into ‘deep water’ – but it also makes me wonder about how best to contract up front, when to refer clients to additional support, etc. There is some Goldilocks place of going deep enough to do significantly valuable work, but not opening up things that don’t fit inside the contracted relationship (or our scope of practice).

Finally, I’m wondering about some mundane things also, like how others are using the Tracking Book and giving their clients documents to fill out and return. My client is a consultant and he turns everything into a PPT deck! Then it’s awkward and time consuming to stick it back in the Tracking format for Barbara. Any quick tips and tricks for managing the administrivia would be appreciated.

Looking forward,

Paul