Coaching for Leaders

The three key steps to take after you conduct a survey, with the recent Coaching for Leaders listener survey as our case study.

Guest: Bonni Stachowiak

1. Thank people

Dave used Surveymonkey.com for the listener survey

2. Share the results

Resources for visualizing results

Column Five

Piktochart

Demographics

Over 100 people participated

40% have graduate degrees

75% of listeners are managers

Of those, 60% have managed five years or more

Findings

Dave needs to be more concise (introductions and show length)

People want to continue to hear more advice for practical action

People like and want more Q&A

3. Take action

Show length will be 30-40 minutes

Advice or practical action at the end of each episode

Question and answer show the first Monday of the month (submit your question)

Products and services

Free online resource library is coming

Paid monthly membership with access to weekly training videos will start with a private beta test

Email Dave at [email protected] if you'd like to be considered for the private beta test

Bonni started a podcast!

The Teaching In Higher Ed podcast is live on iTunes and Stitcher

Practical action

Thank someone who has completed something for you that has not yet been thanked

Feedback

Do you agree with the survey results? Join the conversation: http://coachingforleaders.com/150

Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback

Next question and answer show is episode #152

Topic: Career direction

Submit your question

Thank you to Chris Burniston, Christa Read, Laura Schiesl, Maria Padilla, Brandon Bentley, Guido Arruabarrena, Lili Li, Noa Ronen, and David York for subscribing to the weekly update. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe

Chris Hadfield: An Astronaut's Guide to Life on Earth

Author of the New York Times Bestseller:

An Astronaut's Guide to Life on Earth: What Going To Space Taught Me About Ingenuity, Determination, and Being Prepared for Anything*

“So many people in life, maybe without even acknowledging it to themselves, let fear dictate a lot of their decision-making.” -Chris Hadfield

Some keys to balancing sweating the small stuff and avoiding micromanagement

Visualize it going perfectly

Visualize failure before it has happened

What’s the most likely 10 things to go wrong?

Let’s simulate them and figure out how we will react to them

Then run the simulation again to find the best plan and change behavior

Aim to be a zero

Begin by soaking up what’s going on and seeing what’s happening

Recognize the necessity to become educated and understand the subtleties of the environment

How to be successful at work and have a personal and private life that is successful and balanced

Clearly understand what people are trying to accomplish in a family

Make nobody’s sense of self worth dependent on anyone else’s identity

The good intentions of the day are always often sacrificed on the altar of reality

How successful people deal with the “what’s next?” question

“If I had ever said to myself that the only part about this job that I like, or that is worthwhile, or that is satisfying -- is spaceflight, then I would have hated my life.” -Chris Hadfield

What really matters is what I am doing today

Question: How will you define success today?

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

When we think of successful people, astronauts are often fairly high on the list. Chris Hadfield flew on two space shuttles and commanded the international space station. Here’s here today to share wisdom from his success that will help all of us us, right here on Earth.

 

Guest: Astronaut Chris Hadfield

Author of the New York Times Bestseller:

An Astronaut's Guide to Life on Earth: What Going To Space Taught Me About Ingenuity, Determination, and Being Prepared for Anything*

“So many people in life, maybe without even acknowledging it to themselves, let fear dictate a lot of their decision-making.” -Chris Hadfield

Some keys to balancing sweating the small stuff and avoiding micromanagement

Visualize it going perfectly

Visualize failure before it has happened

What’s the most likely 10 things to go wrong?

Let’s simulate them and figure out how we will react to them

Then run the simulation again to find the best plan and change behavior

Aim to be a zero

Begin by soaking up what’s going on and seeing what’s happening

Recognize the necessity to become educated and understand the subtleties of the environment

How to be successful at work and have a personal and private life that is successful and balanced

Clearly understand what people are trying to accomplish in a family

Make nobody’s sense of self worth dependent on anyone else’s identity

The good intentions of the day are always often sacrificed on the altar of reality

How successful people deal with the “what’s next?” question

“If I had ever said to myself that the only part about this job that I like, or that is worthwhile, or that is satisfying -- is spaceflight, then I would have hated my life.” -Chris Hadfield

What really matters is what I am doing today

Question: How will you define success today?

Feedback

On this topic: http://coachingforleaders.com/149

Comments, questions, or feedback: http://coachingforleaders.com/feedback

Thank you to Andy Winckler, Jeff Planty, Scott Symonds, Don Matteson, Aimee Montgomery Wilson, Laura Lee Lentner, Ala Adas, Kevin Buckley, Shaylynn Edwards, Laura Kalisky, Matin Mulligan, Steven Burciaga, Kunjal Gandhi, Jeremy Caine, Monique Davis, Madelien Delfos, Andrew Elliott, Russell Green, Erica Washington, Vickie Echols, and Chris Tse for joining the weekly update. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can join also at http://coachingforleaders.com/subscribe

Thank you to Danny Boi for the kind review on Stitcher. If you've been listening to the show for a bit, please consider leaving a written rearview on iTunes or Stitcher - and thank you in advance!

David Hutchens: The Storytelling Leaders

Leaders often hear about influence through storytelling, but don't know where to start. David Hutchens shares four stories to tell and how to get started.

“It’s more important to tell a strategic story, to tell the right story, even if you don’t tell it particularly well.” -David Hutchens

The starting point of telling stories is permission

Storytelling is a skill that nobody really has to learn since it’s our natural language

Leaders needs to give themselves permission to tell a story in their organization

The 4 stories leaders need to tell

Who we are stories - what it means to be us

Think about the stories parents and caregivers told you when you were young about what it was like growing up for them

When we do this, we impart information about what we believe and who we are today

Every organization and team has an origin story

David shared the origin story of General Electric

A story from a leader always has a reason for telling it

What are the identity and origin stories that you have?

Vision stories - the future we desire

These stories should be told in present tense language

You can tell a story about somebody else that is already doing what it is you envision

You might tell a story about someone else if it’s a big jump from where the organization is today

Values in action stories - how the espoused values show up in our organization

David mentioned Zappos and the stories they create about customer service

The stories being told also affect how members of the organization make future choices

The right story should reconnect people with why they really care about this work

Change and learning stories - the stories about a time we tried something and learned from it

This is generally the hardest story to tell

Think about the leaders you’ve loved and appreciated the most (the best ones do this well)

These stories can build culture and loyalty

David shared the failure story of New Coke

Here’s the structure:

I tried something

Here’s the bad result I got

Here’s why I got that bad result

Here’s how I’m now changing my behavior so I get a better result next time

Don’t try to change your voice and be a professional storyteller: talk like you

Resources Mentioned

GO Team program*

Leadership Story Deck* by David Hutchens

Circle of the 9 Muses: A Storytelling Field Guide for Innovators and Meaning Makers* by David Hutchens

David’s email: [email protected]

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Leaders often hear about influence through storytelling, but don't know where to start. Here are four stories to tell and how to get started.

 

Guest: David Hutchens

DavidHutchens.com

Author of the Upcoming Book: Circle of the 9 Muses: A Storytelling Field Guide for Innovators

Storytelling is utilized for influence

“It’s more important to tell a strategic story, to tell the right story, even if you don’t tell it particularly well.” -David Hutchens

The starting point of telling stories is permission

Storytelling is a skill that nobody really has to learn since it’s our natural language

Leaders needs to give themselves permission to tell a story in their organization

The 4 stories leaders need to tell

Who we are stories - what it means to be us

Think about the stories parents and caregivers told you when you were young about what it was like growing up for them

When we do this, we impart information about what we believe and who we are today

Every organization and team has an origin story

David shared the origin story of General Electric

A story from a leader always has a reason for telling it

What are the identity and origin stories that you have?

Vision stories - the future we desire

These stories should be told in present tense language

You can tell a story about somebody else that is already doing what it is you envision

You might tell a story about someone else if it’s a big jump from where the organization is today

Values in action stories - how the espoused values show up in our organization

David mentioned Zappos and the stories they create about customer service

The stories being told also affect how members of the organization make future choices

The right story should reconnect people with why they really care about this work

Change and learning stories - the stories about a time we tried something and learned from it

This is generally the hardest story to tell

Think about the leaders you’ve loved and appreciated the most (the best ones do this well)

These stories can build culture and loyalty

David shared the failure story of New Coke

Here’s the structure:

I tried something

Here’s the bad result I got

Here’s why I got that bad result

Here’s how I’m now changing my behavior so I get a better result next time

Don’t try to change your voice and be a professional storyteller: talk like you

Feedback

On this topic: http://coachingforleaders.com/148

Comments, questions, or feedback: http://coachingforleaders.com/feedback

The final opportunity for listener survey is this week. Please take five minutes to complete the anonymous survey at: http://coachingforleaders.com/survey

Thank you to Arch Daws, Torrey Peace, Brent Miller, Bridget Blackford, Hector Gutierrez, David Welch, Jeff Trimble, Deepak Kahlon, Christy Owen, Leandro Soares, Kevin Kawada, Kevin McClelland, Katie Arnst, Mandy Blasby, Malcolm McDonald, Dawn Ranagan, and Henry Rihard Pasaribu for subscribing to my weekly update this past week. You can subscribe as well at http://coachingforleaders.com/subscribe

Todd Henry: The Accidental Creative

“Creativity, at the heart of it, is problem solving.” -Todd Henry

“We are creatures of habit and creatures of comfort.” -Todd Henry

Focus is a key element of creative work

Those who are most effective can define their work very well.

Define your work by establishing challenges.

“When we start framing up work as problem statements rather than as projects, it completely changes the way that we approach the work itself.” -Todd Henry

Hours of work is important element of work and creativity to look at

“You’re not being paid for replying to emails quickly. You’re being paid for the value you contribute to the organization.” -Todd Henry

Most people don’t make dedicated time to think and process important things.

Stimulus makes a big difference in shifting your perspective and tapping into your creativity

If you want to have deep thoughts, immerse yourself in the minds of great people.

Books are hugs helps to do this, and not just business books.

Capture ideas in some way

Todd uses notecards to capture his ideas

Later, he’ll process which ideas are helpful or actionable

Todd has learned to use seasonal rhythms in order to be most effective

What’s one action you could take to be more creative?

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Creativity isn’t the first thing that I hear most leaders wanting to get better at. However, most of us can reap huge rewards by being more creative. On today’s how, why we should care about creativity and how to get better at it.

Guest: Todd Henry

Author, The Accidental Creative: How To Be Brilliant At A Moment's Notice*

“Creativity, at the heart of it, is problem solving.” -Todd Henry

“We are creatures of habit and creatures of comfort.” -Todd Henry

Focus is a key element of creative work

Those who are most effective can define their work very well.

Define your work by establishing challenges.

“When we start framing up work as problem statements rather than as projects, it completely changes the way that we approach the work itself.” -Todd Henry

Hours of work is important element of work and creativity to look at

“You’re not being paid for replying to emails quickly. You’re being paid for the value you contribute to the organization.” -Todd Henry

Most people don’t make dedicated time to think and process important things.

Stimulus makes a big difference in shifting your perspective and tapping into your creativity

If you want to have deep thoughts, immerse yourself in the minds of great people.

Books are hugs helps to do this, and not just business books.

Capture ideas in some way

Todd uses notecards to capture his ideas

Later, he’ll process which ideas are helpful or actionable

Todd has learned to use seasonal rhythms in order to be most effective

What’s one action you could take to be more creative?

Feedback

On this topic: http://coachingforleaders.com/147

Comments, questions, or feedback: http://coachingforleaders.com/feedback

(949) 38-LEARN

Please take five minutes this week to complete the listener survey

Thank you to Zachary Theis, Eduardo Croissier, Terri Brickey, Rudi Doku, Per Asberg, Busakorn Buntongkaew, Mark Myers, Felicia Ojukwu, Steve Kane, Ray Buschur, Rohan Bell, Joel Rogers, Adrian Samms, Ravindra Kuriyan, Lisa Freeny, Oliver Bluche, Luján Facal, and Heidi Merchen for subscribing to the weekly update this past week. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe

Steve Richardson: Become a Better Leader in 30 Days*

“All leaders manage, but not all managers lead.” -Steve Richardson

Three things not to do when managing people

Avoid managing by suggestion

Managers do this when they don’t want to be accountable

What do people really want from leaders?

Direct

Decisive

Avoid managing by hoping

These managers maintain a positive attitude, but don’t really know how things are going

Employees learn that managers like this want to hear only good news

Avoid managing by redoing

Some managers take on the work of employees and will re-do it

This is trap for people who were the start performers in the previous role

We mentioned episode #117: The Seven Steps You Follow To Delegate Work

“Doing something well myself is different than doing something well through other people.” -Steve Richardson

Ask: How can I help you?

The response “fine” does not necessarily mean fine

Ask the next question to find out what’s really going on

Steve's triangle of managing people: Fair, Friendly, and Firm

One of these will typically take the lead in one situation

What does this person most need right now?

It takes tension to keep them in balance

Let intuition govern what takes the lead in any given situation

What should you stop doing?

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Perspective from Steve Richardson, author of Become a Better Leader in 30 Days*, on what to stop doing in leadership.

Guest: Steve Richardson

Author, Become A Better Leader in 30 Days*

“All leaders manage, but not all managers lead.” -Steve Richardson

Three things not to do when managing people

Avoid managing by suggestion

Managers do this when they don’t want to be accountable

What do people really want from leaders?

Direct

Decisive

Avoid managing by hoping

These managers maintain a positive attitude, but don’t really know how things are going

Employees learn that managers like this want to hear only good news

Avoid managing by redoing

Some managers take on the work of employees and will re-do it

This is trap for people who were the start performers in the previous role

We mentioned episode #117: The Seven Steps You Follow To Delegate Work

“Doing something well myself is different than doing something well through other people.” -Steve Richardson

Ask: How can I help you?

The response “fine” does not necessarily mean fine

Ask the next question to find out what’s really going on

Steve's triangle of managing people: Fair, Friendly, and Firm

One of these will typically take the lead in one situation

What does this person most need right now?

It takes tension to keep them in balance

Let intuition govern what takes the lead in any given situation

What should you stop doing?

Feedback

On this topic: http://coachingforleaders.com/146

Comments, questions, or feedback: http://coachingforleaders.com/feedback

(949) 38-LEARN

Please take five minutes to complete the listener survey

Thank you to weekly update subscribers Tracey Tillott-Gray, Sal Vilardo, Christine Quackenboss, Olga Correia, Tammy Ostroski, Jeff Putsch, Sharen Kreitsch, Whitney Jacobs, Christopher Naidoo, Jo Goeppner, Yosbel Lecha, and Kelvina Burrell. You can subscribe as well at http://coachingforleaders.com/subscribe

Matthew Butterick: Practical Typography

Written communication may say as much about you as what you wear. Typography is more than just font.

Matthew's rankings of common system fonts

Book resource:

Garner’s Modern American Usage* by Bryan Garner

Mark Twain received the following telegram from a publisher:

NEED 2-PAGE SHORT STORY TWO DAYS.

And famously replied…

NO CAN DO 2 PAGES TWO DAYS. CAN DO 30 PAGES 2 DAYS. NEED 30 DAYS TO DO 2 PAGES.

Use one space after a sentence.

Discover More

Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.