Richard Boyatzis et al. (2019) sets forth compelling evidence that motivation for change is sparked by the positive feelings associated with creating an ideal vision for who we want to be and what we want to do. This ideal vision is based on understanding one's strengths, values, passions, identity, and desires for the future (Boyatzis et al., 2019). Boyatzis et al., has compiled several impactful exercises for a coaching client to work through in order to meaningfully create a personal vision statement for the future.
One of the exercises entails choosing a time period far into the future -- far enough that one is not held back by current circumstances, but not so far that it feels utterly distant and unattainable. Depending on life stage, this might be five years into the future, or it might be fifteen. Once that is identified, a client thinks about their ideal day. What are they doing? Where are they? Who are they with? What fills their time? How do they feel? This exercise could even be broken out as an ideal day in 15 minute increments, from waking to sleeping. Next, the coaching client reflects on this experience: How did that feel? What did they notice? What was surprising? What felt necessary, and how so? Once the experience is complete, next steps entail what Boyatzis calls the creation of a "learning plan" to formulate action steps and then experiments on the path towards that ideal vision.
In short, by identifying the elements that are most needed to work and live in a fulfilled and meaningful way, we craft a vision for the future that compels us forward. In a coaching engagement, I create the environment for that work by honoring my client, having and showing genuine care and concern, and letting my client lead the way.
(1) Boyatzis, R., Smith, M, and Van Oosten, E. (2019). Coaching for Change, Harvard Business Review. http:/hbr.org/2019/09/coaching-for-change
(2) Amy Edmonson's research demonstrates that psychological safety is the key ingredient in successfully performing teams. How can coaching support that environment? How can a coach ensure there is psychological safety in the coaching room, and then support the client in creating its existence on their own teams? The actions that support psychological safety include verbal and non-verbal cues to let your client know that whatever they say will be okay, will be explored with curiosity, and without judgment. A warm smile, head nods, eye contact, deep listening, and reflection back, all support psychological safety. Keeping attention and focus on the client (not self-orientation of the coach), also supports the creation of psychological safety. Once that is created in the coaching room, those learnings can apply anywhere.
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