592: Ed Batista - How To Give Useful Feedback, What Great Leaders Do, and Why We All Need An Executive Coach

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Full show notes at www.LearningLeader.com 

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Notes:

• Commonalities of excellent coaches:
  • Not defensive
  • Respond well to feedback
  • Ability to learn
• "Leadership can't be taught but it can be learned."
• Coaching is not therapy, but it can be therapy-adjacent.
  • It's not telling people what to do and it's not just asking questions. It's a combination of all of them.
• There is ample research on the benefits of writing. It clarifies your thinking.
• The questions to ask someone who might need an executive coach:
  • Why do you want a coach?
  • Why now?
  • What do you hope to get out of it?
• What do great leaders do?
  • First, do no harm.
  • Walk the talk.
  • Be an embodiment of the culture.
  • Have high standards
    • Take risks
    • Coach people up
    • Train people
  • "Coaching is accomplishment through others."
• "Feedback is not a gift."
  • Feedback is data. Signal and noise.
    • Signal - Important and good.
    • Noise - Byproduct of someone's distorted lens.
• "Praise, Criticism, Praise (PCP) is terrible." Don't give the compliment sandwich. It's disingenuous.
• How leaders best overcome adversity – The most critical skill is "adaptive capacity..." It's composed of two primary qualities: the ability to grasp context, and hardiness.
• Coaching - Asking evocative questions, ensuring the other person feels heard, and actively conveying empathy remain the foundations of coaching.
  • Connect: Establish and renew the interpersonal connection, followed by an open-ended question.
  • Reflect: Having elicited a response, reflect back the essence of the other person's comments.
  • Direct: Focus their attention on a particular aspect of their response that invites further exploration.
• Support and Challenge - A client once said, "It feels like you're always in my corner, but you never hesitate to challenge me."
• Master the Playbook, Throw it Away - Coaching involves a continuous and cyclical process of learning, unlearning, and relearning.
• Power Dynamics - The longer I coach, the more I appreciate and value the work of Jeff Pfeffer, a leading scholar on power. philosopher Ernest Becker: "If you are wrong about power, you don't get a chance to be right about anything else."
• "Meaningful coaching is always an emotionally intimate experience, no matter what's being discussed. In part this is a function of the context: two people talking directly to each other with no distractions... Intimacy in a coaching relationship also results from a willingness to 'make the private public'--to share with another person the thoughts and feelings that we usually keep to ourselves... And yet an essential factor that makes such intimacy possible is a clear set of boundaries defining the relationship, which creates an inevitable and necessary sense of distance..."