The Successful Coach Magazine

ISSUE #16 | JUNE 2015

THE

JOHARI WINDOW JENETTE LEE PG.4

THE SECRET TO A SATISFYING RETIREMENT/REDUNDANCY

The Life Plan

The Power Colin Rochford PG.14

OF SERVANT LEADERSHIP Darren Mitchell PG.18

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Johari Window

Jenette Lee 4

MY SUCCESS STORY

John Harvey 8

THE SECRET TO A SATISFYING RETIREMENT/REDUNDANCY THE LIFE PLAN!

Colin Rochford 14

The Power of Servant Leadership

Darren Mitchell 18

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WRITTEN BY

Johari Window JENETTE LEE

The Johari Window is an applicable tool that is widely used in coaching. It gives an insight into explaining to your clients why they have limiting self-knowledge and thus restrict their understanding of their full potential.

This tool was developed by psychologists Joseph Luft and Harry Ingham in 1955 when they were studying how people in groups functioned. It is a simple and useful tool f or illustrating and improving self-awareness, and mutual understanding between individuals within a group.

A s a model it can help your client understand elements and motivations behind their behaviour, how they see themselves, what are they perceived by others and what is hidden from everyone else.

The 4 Quadrants 1. Open Area –

This is the way we all behave that we leave visible to both ourselves and others. Also known as, the face we present to the world. This is inhibited by our beliefs, values and social norms but allows us to function in the world.

2. We do, however, hide some of the things – our personality and our desires – from other people and this is called our ‘Private Area’.

This is normally hidden by the facade that we present in our ‘Open Area’. An example of this is in how we sometimes limit what we say and perhaps tell small ‘white lies’ to protect the feelings of others. You might have said you can’t make a meeting because of a clashing commitment.

3. Blind Area – People’s behaviour can

often be interpreted in a manner different to what was intended. This area is visible to others, but blind to you. Being a coach, along with others will be able to see and page 4

comment on both the ‘Open Area’ (behaviour that the client exhibits) and this ‘Blind Area’.

This ‘Blind Area’ is the area that is open to interpretation or behaviour that your client cannot personally see or may sometimes misrepresent.

4. The fourth quadrant is the ‘Hidden Area’.

This is hidden from everyone, and is the region that you as a coach will help your client explore. This is where your client can find new resources, new values and potentially some very powerful insights into whom they are and what it is that they want from the session.

B e n e f i ts o f u s i n g t h e J o h a r i W i n d ow f o r Coaches

Secondly, a discussion about the ‘Hidden Area’ can often allow your client to accept that there are elements of everyone (including themselves) that are hidden from everyone, including themselves.This allows you to move your client into the frame of mind that allows them to start considering what possibilities are hidden away, just waiting to be discovered.

This approach can be a powerful way to help your client discover untapped potential within them. Like all good coaching tools, the Johari Window is quick and intuitive to understand and can easily be used to create aha-moments. You can help push your client’s boundaries to become more open and public (if this serves their interests) by encouraging them to share more and to seek honest feedback from others.

An awareness of the Johari Window framework will allow you as a coach to understand that there is a discrepancy between your client’s own interpretations of their behaviour versus the way that others interpret that behaviour.

Reference: Luft J and Ingham H. (1955). The Johari Window: a graphic model for interpersonal relations, University of California Western Training Lab.

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Why Not? I was curious to check out what life coaching was all about...

John Harvey So I get this ad pop up on facebook inviting

the messages were and how exceptionally

me to an event called Personal Power with a

well delivered they were by Joe.

guy called Joe Pane, why not I say to myself I love learning and I was curious to check out

I actually had no intentions whatsoever of

what life coaching was all about.

signing up to be a life coach because whilst my life was moving along pretty well I still thought

I had spent the past 15 years studying and

I had to be this perfect person to become a

applying many various Spiritual systems of

coach and the old judgmental perfectionist in

wisdom and I have to confess that when

me back then would not allow me to claim to

coming into Personal Power I thought life

be that person who dared tell others what to

coaching was a little basic in comparison

do in a professional capacity.

to what I had studied and tested and at best was hoping to pick up some insightful

One by one that belief and others were

facts and stats on human behaviour. How

addressed in Personal Power and I learnt

beautifully wrong that bias was and I was so

that its okay to be human and mess up as a

happily surprised to discover how powerful

coach and that I would attract clients into my page 8

business at the level I am at. I also loved how

I then formed a company called “The

all the resources are within our clients and

Mindset Institute� which is geared to serving

that really appealed to me and all I had learnt

businesses, athletes, and people in general,

so far in my journey.

what makes our company unique and exciting to me is its built around eLearning and on April

I still didn’t sign up at the end of the event but

6th 2015, I relocated to Bali to work with my

slept on it and woke up thinking to myself,

design team here creating a suite of products

wow, if that was the value I got in a free event

that truly inspire and help my clients to move

imagine what the actual training will be like. I

steadily towards their goals. I see my strength

called up and ended up speaking with Matt

in improving the way coaching lessons are

Lavars from the wow team of The Coaching

delivered online with my stretches presently

Institute and asked if I could get started on

being structure which I am rapidly gaining

the coaching Journey officially.

ground on as I implement the steps in the book the 4 disciplines of implementation

Getting going: sdsqdsdsd I had this old belief I was a slow learner in school environments

based

on

my history at school, so I applied myself and studied extra hard before my intake and

entered

the

room

with a paid client already in hand and confident I would absorb the lessons presented. I believe I did well and really loved the training.

I then went on to complete Advance Skills and by then had a number of different

throughout our company and better come to understand and apply the ESIP model.

I recently completed Meta 1, OMG! That was a surprise, what an experience. I have

never felt so aligned with a company and had a moment of thinking, I could totally work for TCI they are doing the mission I have set out to do. That was a big deal for me to feel that as I am highly entrepreneurial and like creating my own projects. I really got the power of TCI after meta 1 and personally it was the

paying clients ranging from Aspiring Athletes,

best training I have done

Business Executives and even a Professional

to date and I have done

Rapper, but still no real clear niche emerging at this stage.

many. Very cool. page 9

My personal 1-1 Coaching is moving along steadily and just yesterday March 31 2015 took on a senior project manager of one of the largest construction companies in Australia which I am excited about working with her and trust we will make solid progress together.

to do whatever is required of me to be the absolute best coach I can be in this life time. I have purposely removed all major and nearly all minor distractions from my life because this journey matters so much to me and know that I can bring value to so many people as I become more skilful day by day.

I see so much room for improving my skills as a coach but what I believe I attribute most to my success at this point and the continued success I am generating is my decision to “play full out”. Ive Given myself full permission to play a huge game because it’s my choice to allow myself to do so and I am ready to do whatever it takes to be that person/coach.

I am so grateful to have

My ‘why’ is deep and is my real secret and every time I see something inspiring or painful I link it to my why and this drives me

found TCI to align with, I look forward to creating some awesome e-learning products that inspire and support my clients.

I believe that T C I are amazing at what they do and are the best in the

Don’t ask yourself what the world needs; ask yourself what makes you come alive.

And then go and do that.

Because what the world needs is people who have come alive.

Harold Whitman

game. I am so happy to be a part of this community and I wish you every success in your coaching journey.

I have a range of eLearning products in the pipeline to assist coaches so do feel free to add me to facebook John Grant Harvey (only one) or check out my website www. johnharvey.co, our website for The Mindset Institute is presently in development but when ready can be found at www.mindsetinst.com.

Wishing you an inspired and successful journey.

Warm ones.

page 10

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WRITTEN BY

Colin Rochford Career Change Strategies

TCI Credentialed Practitioner in Coaching

The Secret to a Satisfying Retirement/ Redundancy - The Life Plan!

First a question.

What is a life plan and how can it help us? OK two questions, but jokes aside – these are very important considerations and ones we should have addressed with ourselves many years ago.

But, it is never too late to start.

What is a life Plan?

It is a detailed description of your decisions, intentions, hopes and dreams for your future.

Educational pursuits, career aspirations, recreational interests, marital life, children and end-of-life preferences are common.

Life plans can be made up of many things, but almost always concern the following: • Identifying your strengths and talents.

• Understanding your needs.

• Considering your hopes and dreams • Being aware of your Goals

Review your goals to make s u r e t h e y a d d r e ss a l l aspects of your life.

Have you thought of the following?

• education, learning

• career, volunteering

• play, adventure

• hobbies, leisure pursuits

• relationships,

• children, grand children

• spiritual pursuits and even • end-of-life preferences.

Most of these are important no matter what stage of life you are in. Some change quite dramatically as you move through the various phases of your life.

For example: Decisions about how your dependents will survive financially after you are gone and

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how your funeral should be handled can be important considerations when writing a life plan.

Life plans also revolve around your values In addition to what we have already mentioned, when you are generating a life plan, consider your values - what’s important to you, and what you hope to have in your life.

Some examples?

• Do you value family, but find yourself spending too little time with them because you’re working overtime at a job you perhaps hate?

Before I can tell my life what I want to do with it, I must listen to my life telling me who I am.

Parker J. Palmer

• Do you value fitness, but find yourself watching too much TV instead?

Oftentimes, people include activities in their lives that have little value to them without realizing it.

To be sure you’re spending your time wisely, assess what you value the most in life, and be sure you include in your plan, activities that fulfill these values.

Values are extremely important, and are the subject of a different series of articles. We can look at them later.

How can a life plan help us?

It can give you: 1. Clarity about where your life is headed.

2. Balance when things get crazy.

3. Peace of mind, knowing you are are addressing those aspects of your life that matter most.

It will help you: • Understand why most people end up at destinations they didn’t consciously chose and page 15

Without leaps of imagination or dreaming, we lose the excitement of possibilities. Dreaming, after all is a form of planning.

Gloria Steinem

By failing to prepare, you are preparing to fail.

Benjamin Franklin

die with regrets.

• Develop a clear set of written priorities that will equip you to make better decisions in real time.

What we need is some kind of strategy to change our current state to something we want, like, or need. Perhaps, a new career, a new hobby, new people to talk to, new stuff to learn, a new way to spend time that feels worthwhile. This is a life plan.

You realise, of course, that: “Life is What Happens To You While You’re Busy Making Other Plans.”

So let’s look at an sdsd overview of a life plan.

A helicopter view tells us, that if we focus on three elements, we can make sense of this whirlwind we call ‘Life’.

These three elements are – The Wheel of Life, Core Needs and Patterns.

If we, like many men and women, have had very little life outside our jobs or careers, and now find ourselves made redundant, forced to retire or leave our careers for medical reasons, then we have to face the reality that career does not equal Identity.

Of course any plan won’t insulate you from life’s many adversities and unexpected twists and turns, but it will help you become an active participant in your life, intentionally shaping your own future. Taking charge.

This experience of creating a life plan, using the three concepts mentioned earlier, regularly reviewing it, and updating it as necessary, can be transformational.

The document will keep you on track, ensuring that you keep everything in balance (more or less).

We’ll begin this process next time. Until then, “Stay safe”.

This may quite possibly be the first time you have ever thought systematically about what outcomes you want to see in the major categories of your life. And the first time you have been free of the constraints of a “Job”.

And while this can be very liberating, it can also be a little frightening. Perhaps this is the first time you have ever been completely free of the rules, regulations, restrictions, and the control of others. (Even CEO’s have to do what the Board or Shareholders want in the final analysis.)

Perhaps it is the first time that the hours in the day have to be filled by you and you alone.

With little or no input from others. Days might drag? page 16

The man without purpose is like a ship without A rudder – a waif, a nothing, a noman. Have a purpose in life, and having it, throw such strength of mind and muscle into your work as God has given you.”

Thomas Carlyle.

Founder of Global Success Institute

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The Power WRITTEN BY

DaRREN MITCHELL

Listening Coach

OF SERVANT LEADERSHIP

Over the last 20 years, I have been privileged to have worked with and for some exceptional leaders, who taught me valuable leadership lessons and helped form a solid foundation of leadership philosophies and attributes that I incorporated into numerous leadership roles. Whilst there were many qualities that enabled the great leaders to stand out from the pack, there was one attribute that stood out above all others - Servant Leadership.

Very early in my sales career, I witnessed 2 senior sales people be promoted from an individual contributor role, into a Sales Leadership role. Both sales people were very successful, high performing individuals with a strong track record of overachieving sales targets, as well as maintaining fabulous customer satisfaction ratings with their customers. As part of the succession planning culture at the company, the management hierarchy believed that through promoting these 2 individuals, they would be able to teach their respective teams on how to be as

successful as them, and therefore develop a highly successful sales culture. What ended up happening has served as a valuable lesson and a wonderful testimony to the power of servant leadership.

Both sales people were highly ambitious, and very focused on developing and maintaining exceptional customer relationships, formulating and executing sales strategies, being at the cold face day in and day out, and both were 100% responsible for the results they delivered. When they found

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themselves in a sales leadership position, one of them continued to maintain the customer relationships, develop & execute on the sales strategy and remain directly involved in all sales activities, including customer contract negotiation, and when the sales ‘closed’, he would be at the front taking the accolades and standing in the limelight. What he did not realise was that his behaviour and his approach completely de-positioned his sales people, to the point where the customers would come to him as their first point of contact, and not their Account Executive. So what happened to the environment within the team? Over a very short period of time, the team went from being one of the most highly engaged and successful teams, to a team lacking in morale, and the sales results began to suffer. Within 8 months, the Sales Leader was forced out of the role, with the management team having to replace him with a new Leader to re-build the sales team.

By contrast, the other sales leader took a completely different approach, and within the same period of time, oversaw his team win significant new business customers from the competition, customer satisfaction ratings within his customer base increased by 25%, sales revenue increased, team morale significantly increased, and 2 members of his team were promoted. So what did this leader do that was so different to his peer, that lead to such remarkably different results? He tapped into the power of Servant Leadership.

So how did he do that, and what specifically did he do? Here are some of the attributes and qualities he demonstrated :

• He recognised that servant leadership is all about others - Where the other sales leader was focussed on remaining in the spotlight, and taking the accolades for the

wins, this leader recognised that leadership was not actually about him. He understood that, as Zig Ziglar said “If you help enough other people get what they want, you will get taken care of”, and so he made it a priority to take his eyes off himself and place them squarely on his people, and he searched for opportunities to help them, and to serve them. This is a critical attribute of servant leadership, particularly today, in the ‘instant gratification, celebrity look at me’ focus that is often portrayed through the media. And the result? His people were empowered to achieve, and they responded to his leadership.

• He focused on the possibilities - As the other leader was focused on ‘controlling’ the environment, and therefore prevented his team from growing, this leader actively encouraged his team to explore new opportunities, to openly collaborate, be innovative, take calculated risks and he fostered an environment of creativity. He understood that through focusing on the possibilities and encouraging his team, although they may make mistakes and sometimes ‘fail’, they would definitely grow, develop and expand their comfort zone, which ultimately would lead to better results.

• He understood that l e a d e r s h i p i s a bo u t influence and persuasion - As John C Maxwell says, ‘everything rises and falls on leadership, and leadership is influence’. Instead of dictating and instructing his team what to do, he actively influenced them through his behaviour, through the empowering environment he created, and through the constructive and uplifting language he used. Through modelling excellence, he set the tone for the team and showed them the way, and as a result, built trust amongst his team.

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• He was not position focused - Whereas the other leader was focused on his leadership position and often wielded his positional power to get things done, this leader was not concerned with hierarchical leadership. He believed his effectiveness came through his ability to influence his team, encouraging them, assisting them, and putting others ahead of his own agenda, building a strong and empowering culture and earning the right to lead.

listen, his team had a deep level of respect and trust for him.

• He developed other leaders - Not only did the team exceed

all expectations in terms of their results, but he also developed leaders within the team, and encouraged the emerging leaders to take on leadership opportunities within the team.

This resulted in 2 of his team members being promoted to formal leadership roles within 8 months.

• He was humble, and he left his ego at the doorZZ

- He had the confidence to serve others, and would actively seek opportunities to do so, without any expectations of a return for that service. And when the team experienced success, he did not seek the limelight or the accolades - in fact, he much preferred to sit in the background and allow his team to take the credit.

Through this experience, it enabled me to understand the true power of Servant Leadership, and how, as leaders, we have a tremendous opportunity and responsibility to create an empowering and uplifting environment for our people to develop and succeed, and to influence others through serving. Be a Servant Leader - tap into its power, and watch what happens. Your future self will be so grateful you did!

• He was a great listener -

To your leadership success.

He mastered the art of listening, and created an environment where his team trusted him to the point where they would feel comfortable sharing any issues or concerns with him, knowing that they would not be judged or criticised. And through his ability to

Darren

About : Darren is an Executive Coach, Leadership Consultant, Trainer, Facilitator, Speaker. A passionate and driven individual specialising in personal development, strategic planning, coaching for advocacy & enhanced performance, situational and servant based leadership, executive coaching of people leaders, emerging leaders and ‘high potential’ individual contributors within the Enterprise & Government market, personal change management, and strategic workshop facilitation & training.

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