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Riding a bicycle, learning, and neural plasticity

Like most of you, perhaps, I have demonstrated some expertise at the ability to ride a bicycle since the age of 3.

Unlike most of you, I have perfected that skill in multiple expedition bicycle races, featured on CBS Sport three times, bicycle tours throughout Europe, the maritime provinces, and the U.S.  Big deal, right?

So what would happen if I tried to UN-LEARN that skill?

1.  In this cool video clip, a bicycle was re-engineered so that when the handlebars were turned one way, the wheel would go in the opposite direction.

2.  It took an adult 8 months to LEARN how to ride this new bike.

3.  It took his 3-year old son 3 weeks to LEARN how to ride this new bike.

What do these two facts say about the brain’s ability to learn a new behavior, then to unlearn that behavior after 8 months of reinforcement?

(Pause and reflect here…)

 

One of my Dartmouth College professors, in an obtuse course called Developmental PsychoBiology, taught me that we have neural pathways that reinforce certain behaviors.  Call them habits.  When we practice using our right hand with a fork to eat spaghetti, we can reinforce that pattern until it becomes “learned.”  If we want to eat spaghetti with chopsticks we need to learn a new neural pattern, until it becomes a habit.

Too many adults say “you can’t teach an old dog new tricks.”  Nonsense.  There is abundant empirical evidence to the contrary, for both dogs and humans.  Such a perspective is based upon ignorance.

So an executive coaching question may be, “What new behaviors do you need to learn?”

Examples include:

  • calling 10 former friends to say “Hello, how are you? I miss you.”
  • being kind to someone who needs kindness
  • supporting the strengths of your loved ones, immediately, by doing or saying something complimentary and true.  Immediately.  Repeatedly.
  • learning a new skill, such as how to play the banjo, speak Spanish, or write javascript
  • self-advocate for that promotion or new challenge at work
  • re-design your career or future

If you need a boost (and we all need a boost at times) then give me a call today.

 

I’d like to know what you are interested in doing.  Or UN-Learning.

 

 

Corporate Trends in diversity coaching

Diversity in Corporate America.

I recently did some research on trends in diversity and leadership coaching.  As you may know, an international assignment is often mandatory for high potential employees in global companies.  Recent research indicates that corporate leadership teams with more diversity yield higher shareholder values.  Initiatives within companies designed to identify and promote internal talent lead to higher retention and engagement rates.  Global markets require experienced leaders.  Many companies want to increase cultural diversity for the employees who are relocated, and for those in the host culture.  There is a subset of executive coaches who specialize in supporting the diversity goals of those companies.  That subset is called “diversity coaches.”

One article is an interview with Bo Razak, a senior consultant and diversity coach, conducted by Wendy Conklin, editor of The Diversity Factor (2006.) Razak specializes in diversity issues, and developing leadership skills that can support organizational missions such as increasing diversity awareness.

Razak states that executive coaching “for diversity” narrows the focus or framework to specific leadership capabilities that support the leader in developing his or her capacity to incorporate diversity into all aspects of work (37).  Also, the coaching engagement may be shorter term than another executive coaching engagement.  The diversity coaching engagement may focus on “leading by feeling” so that members of subordinated groups may feel supported with examples of empathy, or awareness of group identity and its effects.

Group identity is so central to Razak’s description of diversity coaching that I include his explanation.  “Everyone has multiple group identities, including age, ability/ ableness, class, education level, ethnicity, gender, gender identity, nationality, race, first language, religion / spirituality and sexual orientation. In organizations and society, the extent to which we are aware of the meaning and impact of these identities is key to understanding the impact of diversity and changing the status quo.”  (38)

Razak describes 4 critical factors for diversity coaches.

1) The primary factor is organizational support for diversity coaching, and diversity issues, that are tied to compensation rewards.  He states that leaders need to adopt a “diversity lens” and become inclusive in language, action, and words.

2) Leaders need to become comfortable with a common language that is inclusive and enables them to discuss words like “gender” and “sexual orientation” in any strategic or operational discussion,

3)  Leaders must pay attention to the dynamics of difference, and multiple perspectives from multiple group identities, by engaging a broad range of perspectives.

4)  And leaders must actively solicit feedback on how they are embracing the capabilities of diversity, and make open statements that reflect awareness of multiple perspectives.

My takeaways from this article include the following:

1) My 25 year-old nephew was recently promoted into a role that required an international assignment.  That experience is exciting for him, and he is young for such an assignment.  I cannot imagine that he will eagerly embrace that culture; he would benefit from such a diversity coach.

2) Diversity coaching requires a systems approach to others.  The coach must be aware of the layers of corporate expectations.  The leaders/ coaching clients must be willing to engage in anything called diversity coaching.  If it is an EEO requirement for compliance, or an extension of a training, those requirements may minimize the impact of diversity coaching.  Razak states that compensation must be tied to behavioral outcomes based on the diversity coaching.  That point reminds me of Peter Drucker’s maxim that “what gets rewarded leads to results.”

3) Selecting and matching coaches with leaders/ coaching clients requires a high level of awareness of group identity.  But there are no rules.  It may be ideal to match people from dramatically different group identities in order to be more effective.  For instance, if I were being coached by a Hispanic, lesbian woman from Brazil, and I am a Caucasian, heterosexual male from the U.S., we may be well matched.  Or it may be a setup for failure.

4)  Diversity coaching may be a shorter-term engagement than executive coaching engagements.  However, the effects of diversity coaching may be more anecdotal than measurable, and longer term rather than shorter.  And in a country that is more ethnically diverse, such as Canada, diversity coaching may be more effective than a country that is more ethnically homogenous, such as Japan.

Conklin, W. (2006). Executive Coaching for Diversity: An Opportunity for Leaders to Learn and Change. Diversity Factor, 14(2), 37-42.

What are some of your takeaways from this subject?

Call me or contact me to discuss them today.

Who is Doug Gray, PCC?

Doug Gray

Doug Gray, PCC, is a Leadership Consultant and Executive Coach.

 

Coaching and Consulting Experience

Since 1997, Doug has partnered with hundreds of executive leaders in the Healthcare, Energy, Manufacturing, IT, Construction and Financial industries.  He is quick to say that he has “just enough expertise to support leaders, without too much complicating industry-specific knowledge.”  His clients agree.  Doug typically uses customized assessments to assess organizational and individual strengths.  A popular speaker and facilitator, Doug loves to facilitate experiential leadership training programs and strategic planning retreats.  His recent speaking topics include “How to Apply Positive Psychology to your Business” and “How to Increase Employee Engagement.”

 

Doug knows how to manage and lead teams.   Doug brings a unique background as an educator, administrator, and non-profit director to his clients. That background enables him to help leaders who are passionate and need his direct, supportive expertise.   He is regarded as an expert facilitator using Action Learning methodology.  And he will bring strategic focus, humor, and proven expertise to maximize your consulting investment.

 

A representative list of leadership coaching engagements and clients include:

  • CFO and 20 leaders in finance and accounting, Fortune 500 energy construction company, who needed to embrace a redesign without losing productivity
  • team of EVPs tasked with redesigning the IT needs of their F100 healthcare company
  • MD struggling with burnout who needed confidential consulting (e.g. anonymity from his employer and insurer)
  • CEO in a technology company recently promoted to replace the founder
  • President and 18 members of executive leadership team, Fortune 500 energy construction company, who needed to demonstrate alignment within 6 months
  • SVP and site managers at a nuclear power construction site who needed to increase alignment with business partners and avoid negative media
  • SVP in functional but de-centralized group who needed to assimilate 20 leaders, using action learning methodology in direct meetings, coaching, and SharePoint to drive accountability
  • Small business owner of a franchise who needed to fire an employee after 11 years of good service
  • SVP, global bank, who needed to reorganize a division
  • VP, global bank, seeking career opportunities
  • newly hired VP who needed to develop radical transformation of a functional group that required external coaching and team building leadership training using a customized app
  • Newly promoted director who lacked interpersonal skills to manage 33 people
  • Founder of an IT company who was not able to develop new business

Business/Organizational Leadership Experience

Doug has been a successful business owner since 1997; he knows the challenges and “what works.”  He co-developed the Leadership Development Institute at the University of Maryland, College Park and taught there for 7 years, and he is a former adjunct faculty member at several colleges including NC State University.  He directed a non-profit agency in Washington, D.C. for 9 years and grew it 900% while managing 120 people.  As a former world-class athlete, Doug knows that the rigor of change requires regular support from experienced consultants, plus a dash of humor.

 

Education and Training

Doug’s graduate research at Dartmouth College included development of an assessment to determine risk tolerance and risk aversion.  That theme of mitigating risk in business and leadership has prevailed in his continued learning from clients and colleagues in the safety, consulting, executive assessment, and leadership development industries.  He is certified in the Hogan suite, DISC, several 360’s, several EI assessments, and 5 coaching certification programs.  Since 2000, Doug has been a Professional Certified Coach (PCC) with the International Coaching Federation.  A perpetual learner, he is a doctoral candidate at the Chicago School of Professional Psychology in Organizational Leadership.  His research interests include the effect of positive psychology on business leaders, managers, and executive coaches.

 

Publications and Appearances

Doug loves to share his expertise as a speaker, facilitator and a writer.  As a keynote speaker, he has addressed annual meetings, executive retreats, and nonprofit leaders.  As a facilitator, he has partnered with clients to design experientially memorable leadership training solutions that range from boot camps to strategic off-sites to contests using customized mobile apps.  As an author, he has frequently been published in journals ranging from the American Society of Safety Engineer’s Professional Safety to Financial Advisor to webinars and hundreds of guest blogs.

 

He is a published author of articles on leadership development, physician burnout, healthcare, analytics, safety and productivity.  Doug has published two books:  Passionate Action; 5 Steps to Creating Extraordinary Success in Life and Work (2007), and Adventure Coaching; A Guidebook for Action-Based Success in Life and Work (2006) that can be purchased here and here.

 

Consulting Value Proposition

“Developing smarter leaders.  Faster.”

Doug will not waste any of your time or resources.  He expects you to achieve great results.  And he always guarantees exceptional value.

Call him now at 704.995.6647  or contact us here or schedule your initial consultation here.

 

For biographies on other Action Learning Associates, Inc leadership consultants and executive coaches, contact us here or review the list of our partners here.  We also provide scaled solutions for any-sized organization, anywhere in the world.

What is Safety Leadership Coaching?

My definition:  Safety Leadership Coaching is an emerging field of professional development for yourself and others.

TIP:  Scan the words in bold.  Then apply them to your world.  Then call me to discuss.

The phrase “emerging field” recognizes the fact that the safety business is new, since OSHA gained influence in 1970.  Prior to that time, workers were measured by hands, feet or hours of productivity.  The early “safety professionals” were compliance-driven people tasked with issuing fines, citations, tickets, and quotas.  At some companies, “Safety Infraction Report” mandate was required by 4:00 each afternoon; and if you received 3 SIRs then it was time to find another job.  Many safety employees were former police or military.   The “Safety Cop” compliance requirements remain a powerful legacy today.

In the 1990s the safety industry, like most industries, was affected by global trends including humanism and diversity.  Individual choice was recognized more than ever. Leadership and organizational development programs emerged as professional schools of research.  In the workforce, safety leaders supported individual choice, good judgement, and reinforced desired behaviors.  “Safety coaching” emerged as the dominant methodology to observe and recommend desired behaviors.  The Certified Safety Professional Program, endorsed by BCSP, gained impact as a minimal standard for hiring and program implementation. Safety leadership coaching emerged as a field of professional development.

The phrase “professional development for yourself” recognizes the fact that all change starts at an individual level.  As a species, humans change in response to external influences that promote our survival.  If we need to learn a new skill, or relocate to the next job site, we do so.  In the U.S. most people now have 5 careers on average.  However, too many safety leaders only have one career.  Too many people resist change.  Safety leaders can embrace coaching and training; or they can ignore it.  They can embrace career changes; or they can ignore them.  Too many safety leaders ignore career development opportunities.  Safety leadership coaching encourages people to explore choices and develop their strengths.

The phrase “professional development for others” reinforces the job description that safety  leaders typically “observe and recommend” desired behaviors.  They typically have broad access to all aspects of a job site or company.  Consequently they have vast potential impact on all aspects such as quality, operations, sales, business development, etc.  However, safety leaders do not embrace their potential impact.  Too often they “stick to their own business” and “keep their heads down.”  That limits their impact as leaders.  Safety leadership coaching leverages the vast access and potential impact of safety leaders.  Safety leadership coaching helps leaders obtain desired results.

There is an old story about the student who seeks a teacher. He travels to many lands and reads a lot, stares at a mirror, and generates lists.  He is lonely, alone.  One day he realizes that he learns best when he is in relationship with others.

So it is with safety coaching.  Humans learn best when we are in relationship with others.

Here are some simple coaching questions:

1.  Who is the wisest leader you know?

2.  How can you develop better relationships with others?

3.  What are you afraid of in your career?

4.  Who needs you to coach them?

Send me your answers, or comment below.

BIO:  Doug Gray, PCC, has coached 50+ safety leaders and learned from their expertise.  He knows nothing about fall protection standards. www.action-learning.com or 704.895.7479

What is Action Learning?

Action Learning is a behavioral change process model that works 1) for groups and 2) for individuals.

 

For groups, Action Learning occurs when stakeholders use real problems to acquire learning and implement system-wide solutions.

For individuals, Action Learning is a behavioral coaching methodology that applies the same 4 steps.  

 

The Action Learning change process model includes four steps:

1) decide what breakthrough requires you to invest resources,

2) act with a talented, cross-functional team and executive endorsement,

3) reflect on steps achieved, and

4) connect or expand the results across business or functional lines, to new markets or clients.

We have facilitated organizational Action Learning change using both virtual and direct processes:

 

1. Technology processes: SharePoint, Action Item task lists, virtual teams, e-coaching and e-consulting, digital consulting and short implementation teams.

2: Direct meeting processes: assessments, facilitation in a series of workshops, coaching and consulting, project initiatives, leadership off-site retreats, strategic reorganization

For a summary of consulting fees and investment levels for organizations click here, and for individuals click here.  

 

Our Services typically include:

Assessments  (e.g. individual, group, organizational, strategic)

        Qualitative or Quantitative 360 assessments

        Organizational Culture Assessments

        Leadership competency assessments

Leadership consulting and behavioral coaching (e.g. individual, team or group levels)

Strategic planning and organizational redesign

Videography

Shadow Coaching

Facilitation, training, retreats or workshops

 

The result is that the Action Learning process helps individuals and groups become true learning organizations.

What are you waiting for?

Download this list of services and investment levels now:

Please contact us or call immediately at 704.995.6647 or schedule your initial consultation here.