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In this episode, I’m sharing something I’ve been reflecting on lately—how being in a leadership position can sometimes create a tricky dynamic when it comes to giving advice. When I was a compliance manager, my team often came to me for guidance. I used to think I was helping by sharing my thoughts, but now I wonder if I might have been unintentionally influencing their decisions.

Main Ideas:

●        The hidden dynamics when team members seek advice from managers.

●        Why sharing your thoughts as a leader might create a conflict of interest.

●        How adopting a "ask first, share later" approach can transform your leadership style.

●        Practical examples and strategies to encourage independent thinking and decision-making within your team.

I’ve noticed that when I’ve taken a step back and asked my team for their thoughts first, it seems to open up more opportunities for growth and ownership. This approach feels like a good way to support them without unintentionally leading them in a particular direction.

If you’re curious about how asking first could change your interactions with your team, I think you’ll find this episode insightful.

Please take 1 min to rate this podcast! It will mean a HUGE deal to me. https://www.ratethispodcast.com/intellicoach

In this episode, I'm diving into the subtle but impactful 'yes trap' in management. Imagine you're a manager offering a simple suggestion, only to find it's taken as an order, complicating your relationship with your team.

 Main Ideas:

●        The hidden psychology behind the "Yes Trap" and why it can cripple effective communication.

●        Practical strategies to offer multiple solutions, fostering critical thinking and ownership within your team.

●        How to create a safe space for healthy disagreement, leading to richer ideas and better decision-making.

Discover how to empower your team, enhance communication, and build stronger relationships. You'll be surprised what comes out when it's safe for your team to say "no." HEAR you there! 

• The difference between progress and outcome goals
• The benefits of focusing on the process
• How to make the most out of progress goals
• Overcoming objections to setting progress goals

• Bad intention 
• Fixed mindset towards others
• Judgment
• Lack of Care
• Poor Listening

1. "coach partners with the client to identify or reconfirm what the client wants to accomplish in this session"
2. "coach partners with the client to define or reconfirm measure(s) of success for what the client wants to accomplish in this session"
3. "coach inquires about or explores what is important or meaningful to the client about what they want to accomplish in this session"
4. "coach partners with the client to define what the client believes they need to address to achieve what they want to accomplish in this session"

• The coaching sponsor wants to fix someone elses' behaviors
• The coaching sponsor has never been coached before
• The coaching sponsor also cannot imagine being coached, i.e. sees no reason. 
  
  

“Coaching means partnering with clients in a thought-provoking and creative process that inspires them to maximise their personal and professional potential.”

• For this meeting that we are in, what goals should we agree on?
• How do we know that we achieved those goals?
• Now that we have our goal, just to confirm, what makes this agreed goal important today?

• "Which stakeholder should I talk to first, do you think?"
• "Do you think this powerpoint slide headline is good?"
• "How should I prioritise my tasks right now?"

Why is this a good idea to ask a question first?

How to do it?

• "Is it ok if I ask you a question to clarify further first?"
• "What's your current thinking on this? What's your recommendation?"
• "What makes this hard/challenging right now for you?"
• "What's the ideal outcome for you?"
• "What makes you ask?"

Pro Tips:

Summary:

• Listen quietly first and observe the client
• Summarize concisely (stark contrast in length)
• Neutrally sharing an observation about their length of talking
• Inviting focus and conciseness
• Interrupting, in service of the client

1. Emotions always play a role in conversations, and as coaches, we can incorporate them in a productive way.
2. Recognize shifts in verbal and nonverbal behavior, such as changes in tone, energy, or body language.
3. Share observations neutrally, focusing on what you see without inferring or labeling emotions.
4. Explore the shift by asking open-ended questions and inviting the other person to reflect on their emotions.
5. Don't impose exploration if the other person doesn't want to discuss it, and respect their boundaries.

• No Delegation (you do it)
• You show them how to do it
• They do it with your guidance
• They do it - with frequent check-ins
• Increasing the degree of autonomy
• They do it - with infrequent check-ins
• They tell you when they are done
• Full Delegation (they do it)

• Better decision-making
• Increased trust
• Improved collaboration
• Enhanced creativity
• Greater accountability

• Refreshing the SMART goal framework
• The importance of using coaching skills to co-create SMART goals
• Questions Leaders can ask to help team members come up with SMART goals
• Overcoming common objections to using the method of inquiry

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In this episode, I dive into a critical aspect of workplace dynamics—understanding the nature of conflict. Picture this: two team members clash over a deadline. One insists on extra testing time, while the other feels pressure from a client to deliver. On the surface, it seems like a deadline dispute, but often, the real issue runs deeper—like unresolved personal frustrations. Here’s where leaders can easily misstep by focusing on superficial disagreements rather than the underlying relationship issues.

Main Ideas:

●        How to distinguish between "task" conflicts and "relationship" conflicts.

●        Why addressing only the obvious conflict can worsen the issue.

●        Practical strategies to manage each conflict type effectively.

●        The power of coaching skills to bring out constructive solutions.

Understanding the root cause of conflicts can empower you to foster a healthier work environment.           Explore how to read between the lines of team disputes and apply targeted interventions for long-lasting solutions.

Please take 1 min to rate this podcast! It will mean a HUGE deal to me. https://www.ratethispodcast.com/intellicoach

In this episode, I’m sharing a pattern I’ve noticed among leaders over the years—the tendency to copy routines of high-profile CEOs, hoping it will lead to success. Imagine a new team lead like Maria, trying out productivity apps, waking up at 4:30 a.m., and reading a book every week, all because she saw her favorite CEO do it. After a few weeks, she’s exhausted and feeling like a failure. What Maria doesn’t realize is that these habits reflect the CEOs' current lifestyles, not what helped them get there in the first place.

Main Ideas:

●        Why copying senior leaders’ habits can set you up for frustration.

●        How “empathy gaps” make it hard for top leaders to remember the struggles of early roles.

●        The power of "next-level mentoring"—learning from people who’ve just overcome the challenges you’re facing.

●        Practical ways to connect with mentors who can share relevant, real-time advice.

I’ve found that getting guidance from someone just a step ahead—someone who has recently dealt with similar hurdles—often makes a bigger impact. These mentors can offer advice that’s fresher, more practical, and in tune with your current reality.

If you’re curious about finding the right mentors who truly understand your journey, I think you’ll find this episode especially helpful.

• We explain what coaching is and we build trust
• We understand the client's topic and we make a crisp agreement about our topic
• We help the client explore what they want and learn things about themselves
• We help the client find ways to be accountable and make their learning useful
• We close the session powerfully and we check back whether we achieved what we wanted to achieve.

• Slowly, to invite reflection
• With intention, related to the goal of the session. 

• The motivation of the coachee/client
• the number and type of stakeholders to the coaching engagement
• confidentiality is a given in 1-1's and a crucial discussion point in corporate engagements
• the coaching goal: who chooses it and what type of goal! 
• the results of coaching are lot more driven towards behaviors in corporate coaching.

• Preference Needs: At this level we measure surface-level reactions and immediate post-session impressions. Think of smile sheets. 
• Learning Needs: This level is about measuring how an intervention improved understanding, comprehension and knowledge in a field. Think of spaced of 'before' and 'after' surveys.
• Performance Needs: This level is about the expected change in actual behavior. We focus on how people do things differently. Think of observations. 
• Business Needs: Organisations (and individuals) chase goals. At this evaluation level, we work to establish how the intervention improved actual business KPIs, such as retention, productivity.
• Payoff Needs: Any organisation wants to make sure that there is a Return On Investment. With a bit of work, this can be established!

• Kirckpatrick Training evaluation model: https://www.kirkpatrickpartners.com/the-kirkpatrick-model/
• Book: Measuring the Success of Coaching: A Step-by-Step Guide for Measuring Impact and Calculating ROI https://www.amazon.com/Measuring-Success-Coaching-Step-Step/dp/1562868233

• They are skilled at identifying and addressing individual challenges that employees have that are not related to functional training
• They ask genuine questions about the person and not just the work that the person does. They build a relationship of candor and trust.
• A coach-like leader will also make explicit agreements with their team member how their work helps them progress towards their own career goals.

• "What do you want to talk about today?"
• "What's the best thing that could happen from our conversation?"
• "What's the thing you're finding tricky right now?"
• "What can you actually change or decide on?"
• "What's something new you can try to move things along?"
• "What's the first small step you could take?"
• "How will you know you're getting better at this?"
• "What do you think could trip you up along the way?"