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Episode Transcript

Speaker 1 (00:01):
For many years we've had the battle of training
leaders, how to coach, trainingcoaches, how to coach.
Yet coaches typically have apretty specific objective right
To go provide coaching.
Now, when I think about leaders, you know we often get the
objection and I think HR, Ithink training departments do,
is they get the objection ofwell, I don't have time, you

(00:22):
know how long is this going totake?
And I've always laughed at thatbecause when I think about it
and I think that the objectionis real, I don't think people
are making it up Yet.
I also think it really masksanother set of reasons of why
leaders don't coach.
They don't know what to do andthey don't know what to say.
And recently we kind ofstumbled upon a methodology by

(00:43):
about four or five of ourclients asking for information,
and one in specific, somebodysaid that they had a leader come
to them.
They reprimanded an employeeand the boss of the employee
said do you know what's going onwith her?
And the boss said no, why?
And he said do you know herhusband has stage four cancer?

(01:05):
And the leader said I had noidea.
So the leader looked at us in agroup setting and said do we
even know each other and I'vealways contended we don't.
I think we should have socialconversations every two weeks
with an employee we don't know.
Well, it'll tighten the fiberof an organization.
And then we had another clienttalk about motivation.

(01:28):
You know, really you knowunderstanding everybody's
motivation.
And we went around the tableand it was a mid-level manager
group.
There was not one person whocould detail what motivated
their employees.
They had a pretty good grasp ofwhat they wanted to do to
motivate employees.
That's motivating someone.
That's not understanding theirmotivation.

(01:49):
Are they intrinsicallymotivated, like they love their
job and they want to get betterat certain parts, or are they
extrinsically motivated, meaning, are they motivated by what
they're currently doing as anapparatus or a stepping stone
for something more?
Are they motivated by workingin a collaborative team
environment or did they like towork on their own?

(02:10):
Nobody in that room couldanswer it.
So then I just recently had aninteraction with a financial
services firm and I was in ameeting with a person that you
know I don't know if I've notconnected with him, I've kind of
connected with him and all of asudden we went into a meeting

(02:31):
room and we did one of oursocial coaching.
Conversations came out, we hada blast Total connection.
Now somebody might be hearingthis saying well, it's not all
about social connections, it'snot all about, you know, fun
conversations.
No, it's not.
Yet I want to introduce you toa concept called reverse
engineered coaching.
Reverse engineered coaching.

(02:53):
So we then had another clientand the reason I introduced that
concept now is they said wewant to know what's going on out
in the field.
And they said you know, we needto have you know coaches of
coaches.
You know, viewing thoseconversations, and I kind of
cringed a little bit.
And one gentleman said why doesthat make you uneasy?
And I said well, to be candidwith you, when I'm coaching

(03:15):
someone, I don't want someonesitting there evaluating me.
It's going to create adisingenuous environment.
They both said yeah, yeah,you're right.
And I go what if we did this?
What if we told them theinformation we wanted to know?
We don't care how you get it.
Yet we're going to go back tothe person that you're coaching

(03:36):
and we're going to ask them howyou got it.
And one of the bosses or theleaders of this organization
looked at me and said why wouldyou do that?
I said because you could simplygo up to someone and say just
tell me your motivator, I got tofill out this sheet.
No, you got to genuinely findout.
So what we've done is we'veitemized information.
We've itemized information thatyou know you need to go get,

(04:00):
and then we've created anapparatus to collect that
information and providevisibility, not just to the
coach who's collecting theinformation, to the person
they're actually coaching and tothe coach's boss.
Fully scaled coaching.
Reach out to us if you want tohear about this or see this in
action.
We stumbled on this and I keptthinking, wow, this is different

(04:22):
, because we do so much training.
We have our cohorts, we havewhat we call our coaching pod
sessions, we do one-on-ones, wepractice, we prep.
There are AI tools out there.
There's a great company thatmeasures coaching conversations
called Interflexion, but I thinkwe might have a missing piece.
Have a missing piece and thatis what are we trying to learn?

(04:47):
And what if we told our leaders, no-transcript.