April 23, 2013 / Ask Mariposa / Coaching Skills / HR / Talent Management / Influencing Skills / Strategy

Ask Mariposa: Top 4 Executive Coaching Focus Areas


Daniel asked: Can you share the most frequent areas that you help clients improve on with coaching?

Regan Bach, Executive Leadership Coach, responds:

Great question Daniel and you are not alone in wondering what actually occurs during a coaching engagement.  There is a great deal of customizing that occurs with each client’s needs, but here are the Top 4 most frequent areas of coaching focus:

1) Vision/Strategy/Execution

Whether it be for CEOs or new managers, setting a clear vision for yourself and your team is mission critical.  From there it’s all about articulating that vision to others, identifying an “actionable” strategy to execute on the vision, mitigating roadblocks, and tweaking the roadmap/trajectory given inputs over time.  A good coach helps leaders to a) get very clear on strengths and areas of opportunity to improve, b) articulate personal/team/company vision, and c) helps identify action steps to begin executing on a trajectory for success.

2) Going Slow to Go Fast

In today’s fast paced work environments, leaders jump from task to task, project to project, and initiative to initiative.  Rarely do they take time to slow down, unplug, assess the Big Picture, and reflect on what’s working, what’s not working, and what they want to do DIFFERENT moving forward.  Coaches act as a forcing function to help support leaders in unplugging, assessing themselves and their environments, and then identifying areas that need their attention.  What’s critical is helping today’s leaders not only identify where to show up, but also how to show up.

3) Influencing

This is an area where almost everyone can improve.  I have found that individuals, regardless of title, greatly underestimate (and thus under-utilize), their ability to influence others.  I spend a great deal of time working with clients to help identify effective and efficient ways to influence both vertically and horizontally throughout an organization.

4) Feedback, Communication and Relationship-Building

Organizations exist because humans create them.  Thus, many leaders continually struggle and are challenged by behavioral and/or human-centric issues.  At the core, business is all about communication and relationships.  Coaches help leaders create clear lines of communication, implement durable feedback loops into their work, and get clear on how and when they message things to others.

April 4, 2013 / Ask Mariposa / HR / Talent Management / Influencing Skills

Ask Mariposa: 3 Tips for Developing Leadership Influence


Andrea asks: I am not in a formal position of power but lead several cross-functional projects and collaboration is critical to our goals.  How can I develop more leadership influence?

Susan Bethanis, CEO of Mariposa responded:

You are smart to be thinking about developing leadership influence skills, even as an informal leader.  Cross-functional initiatives, flatter management structures and virtual teams which sometimes include third parties have become the norm in business today.  Understanding how to influence others is a skill that when honed, serves company goals and your career.

Here are 3 tips:

  • Consult and Pre-Sell.   Meet with stakeholders to share your ideas on achieving a desired outcome.  Solicit their reactions and ideas as well.  By inviting input and balancing it with advocacy, resistance can be minimized while gaining buy-in.
  • Know Your Audience, Tailor the Message.   Develop clear and compelling messages rooted in short and long-term requirements.  Research your stakeholders’ needs and tailor the message based on their interests.
  • Establish Behavioral Rapport.  Match the pace and volume of your speech with that of your stakeholder.  Avoid matching negative emotional states.  Be conscious of your body language, including posture and facial expressions, as unintended non-verbal cues can undermine effective communication of your message.

Want more?

April 3, 2013 / Blog / HR / Talent Management / Influencing Skills

The #1 Leadership Communication Mistake

I have come to the conclusion that there is one pretty universal communication mistake that is the most damaging and causes the most mischief for leaders.

Are you ready?  The mistake is:  not preparing well.  Yes, I know this is not very sexy, but it is incredibly ubiquitos.  People just don’t think about preparing in advance for a crucial conversation, and they typically don’t invest nearly enough time in preparing for a high-stakes presentation or Q & A session.

Think about it this way:  there are probably 5%, maybe 10% at the most, of your communications that are truly extremely important.  Situations where careers, or very large amounts of money are at stake.  My most frequent and important advice is, invest the time to prepare properly for these moments.  The more important the communication, the more time you should invest preparing for it.  More specifically:

  1. For a 1-1 meeting, decide what you will say in advance; and role play the conversation with a skilled communicator whom you trust.  Do the role play as if you were having the actual conversation–don’t just talk about what you plan to say.  Do it fully in role.  Then have them give you feedback, and role play it again.  Practice until you’ve got it down.  It will make for a better outcome, and will also greatly enhance your confidence level going into the conversation, because you have already done it!
  2. For an important Q & A session, write down the questions that you are mostly likely to be asked, and also the questions you most fear.  Then map out your answers, and practice them out loud, again with someone who can give you feedback.  Practice the same question and answer several times, until you really nail it, then move to the next question.  When you have them all, then practice answering a series of questions.
  3. For a presentation, deliver the whole presentation several times, also out loud.  Practicing it in your head is not the same as practicing it aloud, because you are not rehearsing the actual behavior you are preparing for.  And again, if possible, have someone in the room who can give you candid feedback.

About the author:

Eric Nitzberg, is the Principal of Sierra Leadership and an Executive Leadership Coach for Mariposa Leadership, Inc. Want to read more from Eric?  Visit his blog.