Using Supplemental Coaching to Drive Self-Awareness

Imagine transforming your professional life and relationships just by becoming more self-aware. In our latest episode, we're equipping you with the tools to do just that, as we explore the transformative power of self-awareness and the technique of supplemental coaching. We take you through the journey of a banker who, through our coaching, learns to observe, reflect and understand his interactions at a local Starbucks. His journey to self-awareness, which also involved reading the book "Emotional Intelligence 2.0" by Travis Bradbury, led to a significant shift in his demeanor and his relationships at work.

We also delve into our unique coaching framework, which includes the role of the 'motivator'. This individual works to connect coaching to personal goals and aspirations, making the process more effective. We'll share a variety of strategies that can supplement direct coaching, including reading, observing, journaling, peer-to-peer coaching, and mentoring. Listen in as we discuss how these strategies can drastically accelerate talent development. Whether you're a leader aiming to better understand your team, an individual seeking growth, or a coach committed to your clients' success, this episode is packed with insights to help you leverage self-awareness for transformation.

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Transcript

Speaker 1: 0:37

Now, when it comes to self-awareness, one of the greatest things we can do is use something that we teach at Progress Coaching, called supplemental coaching.

Speaker 1: 0:44

So if I have a relationship with somebody and they're struggling with self-awareness, you know I'll meet with them every single week or every two weeks, and that is called direct coaching. Now, the second thing that we also teach is something called the motivator. The motivator is an element or an aspect within our coaching framework where we're actually teaching people, or you know how to coach people specific to their motivator. So if I'm coaching someone who's lacking self-awareness and he talks over people in staff meetings yet he wants to get a promotion, I might say well, john, you know, I noticed a couple of times when Jill and Suzy were talking, you inserted yourself pretty aggressively. How do you think that will help or potentially hurt you when it comes to your goal of becoming a you know, a first-time manager? And what you do is you tie the motivator into your direct coaching and to cause self-awareness to pause people to think. Now, supplemental coaching is one of the coolest strategies. It supplements what I just said. It supplements your direct coaching. So it could be reading a book, observing somebody, journaling those observations. It could be peer-to-peer coaching, where they're teaching or practicing with one another. It could be a mentoring, it could be self-coaching. There's about seven or eight different strategies that we teach.

Speaker 1: 2:03

I want to tell you a story about a person that we worked with and he was a banker. And the president of the bank said would you sit down with us? And I want to get your honest opinion of this guy. And I said, sure, we sit down. Wonderfully nice guy, and I'll never forget it. He pointed at me and said oh, I can't wait to work with you. This is going to be so much fun. We were talking about networking. We're in the same community and he pointed at me and he actually touched my nose. I'm not making this up. He touched my nose and I looked at him and he kept going and the president of the bank kind of looked mortified, to be honest with you, and I, of course, with my humor, looked at him and I go do you pick it too? He said, excuse me. I said do you pick it the nose? So what are you talking about? He had no idea.

Speaker 1: 2:54

Now, here was the funny thing was not well liked, hr manager did not like him. It was one of the most amazing things I had ever really seen, because when you sat down with this guy he was loud. You come into the bank, you would yell across the lobby. It just got to a point where he was uncomfortable for other people to be around. He would blurt things out in the middle of staff meetings and remember the HR manager said, oh, I can't stand working with this guy, can't wait till he leaves the bank.

Speaker 1: 3:27

Yet, void of his behaviors, it was always cloaked in helpfulness. It's actually one of the nicest, most helpful guys. He's the kind of a guy you could call three o'clock in the morning and say look, I don't know you really well, I found your business card. I'm stuck. Could you come get me? He'd come get you. So we did something very interesting.

Speaker 1: 3:45

After the lunch the banker said to me the president to the bank said you know I really got to sit down and spend more time with him. And I said you know it's interesting. I don't know if I'm right, but I want to try something unique. I want to use supplemental coaching. And he said okay. I said I think he gets stimulated by the interaction of other people. He said what do you mean? I said I think when he gets around other people it creates this behavioral set of attributes that are so irritating because he just wants to help and the president of the bank goes boy. That's really interesting. I, I hadn't looked at it like that. I said I'm guessing here. It's a strong impression I have. So here's the two supplemental coaching things we did.

Speaker 1: 4:28

This bank happens to be across from a Starbucks. Now, I'm not a coffee drinker, yet I drink hot chocolate and I occasionally go over there, and the one thing I love about Starbucks is I think the people behind the counter are well-trained. I think they do a very good job and it was really interesting. We would send him over there twice a week with a notebook. We said just journal, just just write down the observations of the people behind the counter and how they interact with each other and how they serve their customers, and just write it down, but go alone.

Speaker 1: 4:57

The second thing we do it did is we had him read the book Emotional Intelligence 2.0 by Travis Bradbury about, say, about 60 to 90 days later no one-on-one coaching, by the way he comes to us and he says do you guys think I lack emotional intelligence? And we're like well, yeah, we do. He said what's interesting? I said why. He said well, when I journal my observations of the people at Starbucks, I notice something. I'm a lot calmer. I said you seem calmer.

Speaker 1: 5:27

I said I don't think the lack of calmness has been a problem. It just manifests itself in an impression that I think kind of undermines you because it's really cloaked in helpfulness. He said you know, I've never thought about this. It was the most calm conversation. Now, let me not mislead you. I wasn't cured, for lack of better description. Yet he was starting to become aware. So when he was reading he was starting to ask himself is this me? When he saw the people behind the counter at Starbucks and he's journaling, how friendly they were, how considerate, how they talk to each other, how they listen to each other, he started to realize I wonder if I interact with my teammates that well. Within about six to nine months I don't like the phrase he was a completely different person. He was a really improved self-aware person. So remember supplemental coaching supplements your direct coaching and it accelerates talent development.