0:37

You know , a lot of times I get the question when people say

0:39

you know how do you use technology with coaching . What's

0:41

the core objective ? I think you have to go back to the

0:43

core objective of

0:45

putting things

0:47

in people's minds , delivering

0:49

information , content , video , thoughts , quotes

0:51

, whatever it is to facilitate

0:54

the choice to change in the direction

0:56

that they want or you want or what have you . And

0:59

let's take somebody who wants to become a future

1:01

leader . Okay , let's take

1:03

somebody who wants

1:05

to become a future leader and

1:07

let's just say they're a high D in

1:10

disk , they're dominant , they talk

1:12

over people , they're aggressive , they're assertive

1:14

. You know good attributes and certainly some countering attributes

1:16

and you know that

1:19

if this person gets promoted , they really

1:21

need to develop better relationships as good teammates

1:24

with their present team so

1:26

they can be viewed as a viable candidate

1:28

for future leadership position . That

1:31

can be very daunting because you're asking a D , a

1:33

behavioral tendency to be dominant , to pull back

1:35

a little bit . So one

1:38

of the things that we did

1:40

with somebody who had these traits is

1:42

to , you know , send

1:45

them weekly videos , and

1:47

we would send weekly videos and great teamwork

1:49

, and you could tell the first three

1:51

, four weeks this person . She just

1:54

hated it . But

1:56

we also had her journal every

1:58

single week , observations of people on the team

2:00

who are really good teammates , things

2:02

that they specifically did . And so we were training

2:05

her eye . We were

2:07

training her eye to be conditioned

2:09

to acknowledge the good things on the team . And

2:12

then what we had is we had

2:14

a leader

2:17

that would only praise her

2:20

. So the first month she was

2:22

angry . She goes this is

2:24

dumb , this isn't anything to do with work

2:26

. Think about that statement

2:28

. This has nothing to do with work . Getting along with

2:30

your teammates has nothing to do with work . And

2:32

so what she saw tactically she

2:36

wasn't wrong , what she wanted , yet

2:39

her behavior was really

2:41

countering what she wanted . And so

2:43

the leader would say things like well , you know , when you saw

2:45

Bob do XYZ , did you praise

2:47

him publicly ? And she'd say no . He

2:50

said well , what if you become Bob's

2:52

boss someday and

2:54

you did praise him Would

2:57

he reject or

2:59

accept your leadership more ? And

3:01

you could see , at about weeks five through

3:03

eight , she started answering questions with tones

3:06

of well , yeah

3:08

, yeah , he'd probably

3:11

be more receptive , maybe not entirely . And

3:13

she put these conditions on it . And

3:15

so what we

3:17

did is we would send her a positive

3:19

video every single week she

3:22

had to write down her interpretation of the video

3:24

. In the first four weeks it was very jaded . Weeks

3:26

five through eight started to come around

3:29

All of a sudden at about week 10

3:31

, you could see the acceleration . You

3:33

could see her laughing with her teammates . We

3:36

never told her to go laugh with her teammates . We

3:38

could see her getting along

3:40

better with her teammates . And so what we

3:42

did is we used coaching automation and every week

3:44

we would send a video and

3:47

she would journal . Then she would have to journal observations

3:49

of other people and then , once every

3:51

two weeks , the leader would call her and say look , I want you

3:53

to meet with one person on the team and

3:56

, in the spirit of you becoming a great

3:58

leader , I want you to find

4:00

out what their goals are , where they want to

4:02

take their careers . Because when you know that

4:04

information , you're going to be in a

4:06

better position , as a first time leader , to

4:10

build collaboration

4:12

and cooperation which I promise you , as a leader , you're

4:15

going to dramatically need . So

4:17

we tied the teamwork

4:19

action to

4:22

this person becoming a leader . But week

4:24

10 and on , things started

4:26

to accelerate . Here's the lesson we

4:29

fueled her mind positively . We

4:31

prompted her , through reflection and journaling

4:33

and observation to see

4:36

the good things . And then we had

4:38

her engage with people and tied

4:40

it to her motivator , her goal

4:42

of becoming a future leader , which is the whiffed

4:44

what's in it for them . And over

4:46

time the person started to

4:48

accelerate their change . Now

4:51

, does she still exhibit detentencies

4:53

? Of course she does . So the fact

4:55

of the matter is , when you're combining

4:58

all of these things , be strategic , be

5:00

in alignment . The objective of coaching

5:02

is to gain perspective , to give

5:04

people a choice to change and

5:06

improve . It doesn't mean

5:08

fix things . It's not always about bad things

5:11

, and that will help you . If

5:13

you combine it with AI , you

5:15

combine it with reflection , good leadership

5:17

, coaching , coaching automation , you

5:20

can accelerate talent development .