Robert Hargrove

How to Time Block a One-Year Exec Coaching Engagement

We gave a Masterful Coaching Certification class this past week in Boston around my dining room table. It’s based on realizing an impossible dream through 12 catalytic coaching conversations. Executive coaches in the making from Halliburton stood out, as well as coaches of Smith Barney and Bank of America. At one point, we got into a nifty dialogue about how executive coaches, using the MC method, should plan to divide up their time over the course of a one-year coaching engagement with their client.

Here are the four major categories for spending your time:

Spend 25% on coaching the client to come up with an Impossible Future, winning game plan and execute it

The key here is to make sure the client comes up with an Impossible Future that sounds like “Putting a man on the moon,” rather than, “We want to be the best provider of XYZ services in the world.” Hello!? How will you ever know you achieved that? Once you get the Impossible Future down, do a “What’s So” process to assess the gap between the dream and today’s reality. This gap can only be filled when you identify what’s missing, that if provided, could make a difference. Most coaches and clients struggle with distinguishing the difference between “what’s missing that would make a difference” and “what’s wrong.” What’s missing is a new idea, fresh approach, innovative solution.

Spend 25% (or more) on Mastering the Political Chessboard

Coming up with an Impossible Future and game plan may actually be the easy part. Mastering the political chessboard may be the tough part. As soon as you figure out the Impossible Future, take a day to map out the political chessboard (supporters and opposers), as well as to develop a campaign strategy. For example, with respect to your bold vision, think about whether or not you want to let all the cats out of the bag all at once. Abraham Lincoln stole the Presidential election from his rivals because he talked about saving the Union vs. abolishing of slavery. Think about what Truman said: Politics is the art of getting things done. Ask the client: What you could actually get done this year? I suggest taking account of the vagaries of the political chessboard monthly, as things are subject to change. Early supporters have a way of becoming opposers when they feel threatened by change. If you are really up to a big vision, there will be people who want to deal you, your client, and your initiative a death blow, and these people may be hidden in plain view. Watch out for Mr. Mustard, in the drawing room, with the lead pipe.

Spend 25% on helping clients recognize and disperse defensive routines

When a coaching client pushes for an Impossible Dream, each step they take to realize their goal will create both support and opposition. Unfortunately, fierce opposition can cause the coachee to head for the bunkers or reactivate old defensive routines. For example, I spent a year coaching a client in the defense industry with a world-shaking vision that involved Smart Power. However, when some bad apples who opposed the vision started to attack (bully) my coachee, instead of fighting back, my client went into a flight mode which was to “just ignore them.” The bullies took this as a sign of weakness and came on even stronger. I spent a good part of the year getting this person to recognize and disperse this one defensive behavior and to stand up for himself.

Spend 25% on helping the client break the grip and excel beyond their winning strategy

Each of us has a winning strategy that is the source of our success, but at a certain point becomes a limitation. I have discovered that often the winning strategy that has taken us to where we are today (current successes), won’t take us to our Impossible Future. For example, most executives get to the top through a winning strategy of being dominant, being the smartest one in the room, or using force of argument or pressure. This may be effective in clawing your way to the top, but most big visions and game plans require being collaborative vs. being dominant and listening loudly vs. always putting out your infinite wisdom. This shift is a tall order for a lot of execs. We usually open people’s eyes to their winning strategy and how it helps and hinders through the MC 360 interview process. Helping people break the grip and excel beyond their winning strategy remains a focus throughout the year. I suggest revisiting the 360 feedback and especially the winning strategy on monthly basis, in light of what’s happening. Use this leadership declaration to promote new ways of being and shed old ones: I am committed to the possibility of…; I am committed to giving up…