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TRANSCRIPT
APAC WavesNo One Really Likes Change
– So How Can We Do It?
APAC FocusAPAC Founder Foo See Luan
Awarded ICF’s Lifetime Achievement Award
Vol. 4.2 || APRIL 2019
THE OFFICIAL NEWSLETTER OF THE ASIA PACIFIC ALLIANCE OF COACHES
Vol. 4.2 || APRIL 2019
THE OFFICIAL NEWSLETTER OF THE ASIA PACIFIC ALLIANCE OF COACHES
APAC WavesNo One Really Likes Change
– So How Can We Do It?
APAC FocusAPAC Founder Foo See Luan
Awarded ICF’s Lifetime Achievement Award
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ContentsPresident Speaks
APAC Waves
Coaching People Through the Change Curve
Coaching Employees Through Strategic Changes
Coaching Through Change: Where Am I And How Did I Get Here?
No One Really Likes Change – So How Can We Do It?
Coaching Through Transitions
APAC Focus
APAC Founder Foo See Luan Awarded ICF’s Lifetime Achievement Award
The Work of Your APAC Community Relations Committee and How to be Included
APAC Xpressions
Food 4 Thought
Transient
Delight Stop
Riddles
APAC Cover View
The Future is Asian
APAC Family
Welcome
The Final Say
APAC Voice is a digital publication of APAC, published quarterly and distributed through email. It is also available on the APAC Website.
CHIEF EDITOR: Michelle Woo
DESIGN AND LAYOUT: Lyanna Cruz [email protected]
For advertising with us, please contact: Michelle Woo
Dear APAC Colleagues,
Change is inevitable. Geopolitical changes and technological innovations are a given. The social landscape is constantly reinventing itself. Public policies and the regulatory landscape are changing. Leadership and employee expectations are constantly increasing. All of this requires us to be agile, adaptable, and astute to navigate successfully through this constantly evolving world.
The fact that we exist, that we have survived, means that we have undergone myriad changes and are testimony to the fact that we have changed and transformed over time. Having said that, not all change is welcome or easy. Coaching through change helps us capitalize on today’s changes and plot the course ahead. The powerful insights we glean from coaching conversations allow us to create a strategy and vision and transform ourselves for the future. Disruption and innovation are essential to capitalize and ride the change. The answer to the challenges of tomorrow is the ability to disrupt and innovate continuously. Only individuals and organizations that evolve continuously will sustain, succeed, and transform.
Recognizing today’s need for disruption and innovation, the theme for the APAC2019 Coaching Conference, which will be held in Mumbai, India from 22 – 24 August 2019, is “Coaching in the Age of Disruption & Innovation”. It seeks to be a platform where some of the world’s best minds – Coaches, HR Professionals, Industrial leaders, Behavioral Researchers - participate, ideate, question, share, and disrupt only to innovate, rediscover, and transform meaningfully, preparing us for tomorrow. Furthermore, the conference registration has some fantastic individual and group discounts. We have negotiated a fantastic offer with the Renaissance Hotel, so that you don’t have to go far to find the perfect place to stay during the conference. For more details, please visit www.apac2019india.com
The conference will provide you with deep insight, practical tools, enriching knowledge & age-old wisdom, so disrupt your itinerary and register for the conference asap so that you are part of this awesome innovative transformational experience.
Cheers,
DR. ANNE DOLLY KUZHIMADATHIL
APAC President
“The answer to the challenges of
tomor row is the ability to disrupt
and innovate continuously. Only
individuals and or ganizations that evolve continuously
will sustain, succeed, and transform.”
President Speaks
president speaks3
APAC WAVES
“The world as we have created it is a process of our thinking.
It cannot be changed without changing our thinking.”
- Albert Einstein
Coaching People
Through the Change Curve
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The Change Curve is a popular and powerful model used to understand the stages of personal transition and organizational change. It helps you predict how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.
Personality underpins how people will respond to change. So, understanding the differences in personalities allows leaders, managers and coaches to predict how different personality types are likely to respond to a situation or change, and then to deploy the correct leadership or coaching style in order to smooth the transition from resistance to acceptance. This approach works equally well for individuals, teams, and organizations.
Here's the scenario: You have invested vast amounts of time and money in the latest systems and processes; you have trained everyone and you have made their lives so much easier (or so you think). Yet months later, people still persist in their old ways. Where are the business improvements you expected? And when will the disruption you're experiencing subside?
The fact is that organizations don't just change because of new systems, processes or new
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organization structures. They change because the people within the organization adapt and change too. Only when the people within it have made their own personal transitions can an organization truly reap the benefits of change.
Personality and response to change
The Change Curve model describes the six stages most people go through as they adjust to change. Stage 1 begins when a change is first introduced, where people's initial reaction may be shock or denial. This manifests by blaming others as they react to the challenge of the status quo. People then move to Stage 2 of the Change Curve: they become critical of themselves.
For as long as people resist the change and remain at Stages 1 and 2 of the Change Curve, the change will be unsuccessful, at least for the people who react in this way. This is a stressful and unpleasant stage. It should also be noted that people can waver between these two stages for quite some time.
Stage 3 is where confusion and doubt set it, but it’s a good sign as people are beginning to move on. This manifests in various ways but people will shows signs of doubt and confusion. Signs of acceptance will, however shine through, as they may ask questions such as:
• Do I carry on with my work? • What will my job be now?
• How do I use this new machine?
At Stage 4 of the Change Curve - Acceptance Rationalization - people stop focusing on what they have lost. They start to let go, and accept the changes. They begin testing and exploring what the changes mean, and so learn the reality of what's good and not so good, and how they must adapt. It is useful to be cautious at this stage of people sliding backwards into doubt. This can be common.
By Stage 5, Solutions and Problem Solving, people not only accept the changes but also start to embrace them. They begin to rebuild their ways of
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working. Only when people get to this stage can the organization really start to reap the benefits of change. It is here that new job descriptions, ideas and innovation now blossom.
We then reach Stage 6. The change is now starting to become ‘normal’ or the beginnings of routine and status quo. Learnings can now be captured through a review process and feed into the next cycle of change. Individuals have a greater awareness of how to respond to change and begin to build the personal development aspects of this. This stage is the one you have been waiting for! This is where the changes start to become second nature, and people embrace the improvements to the way they work.
As someone managing the change, you'll finally start to see the benefits you worked so hard for. Your team or organization starts to become productive and efficient, and the positive effects of change become apparent. Whilst you are busy counting the benefits, don't forget to celebrate the success! The journey may have been rocky, and it will have certainly been at least a little uncomfortable for some people involved. Everyone deserves to share the success. What's more, by celebrating the achievement, you establish a track record of success, which will make things easier the next time change is needed.
How to move your people through the Change Curve
The Change Curve shows a positive move towards change where acceptance is the ultimate outcome. However, unless your organization and leaders actively help move your people through the various stages of the curve, then individuals may become stuck at any stage, thereby making change more difficult (if not impossible). So how do you help guide them through change in a positive and effective way?
Everyone has different preferences when it comes to
how they like to be communicated with, and how they process information, therefore having an understanding of the different personality types within your team can have a massive impact on how you can support them through the change process. If you find that an individual is stuck in one of the first three stages of the curve, consider if they:
• Have been given all the information they would need in order to accept the change and see it as necessary and positive for themselves, their team or the organization. They may also want to know that the inherent risks of change have been considered and that it is worth changing the status quo which they may feel more comfortable with.
• Have had adequate time to accept the change. They may need more time but will move through to acceptance at a steady pace.
If you find that an individual gets through all the stages quickly, but then reverts back to confusion, consider if they:
• Like change and are future-oriented, but are so excited by the idea that they’ve skipped the attention to detail and understanding that change involves. This might mean you support them in getting through the stages quickly at first, but know that once the confusion sets back in, you may need to follow up again with information and coaching that has already been offered in order for the change to take hold long-term.
If you find that an individual is stuck specifically at Stage 2 (Blaming Others) and is doing so very vocally, consider if they:
• Were the ones to instigate the change. If they weren’t, then they may feel that change is being imposed upon them as a done deal without consultation. If they weren’t involved in the change planning, then ask them to provide
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feedback in order to gain their buy-in and support. You may find yourself with some great new ideas!
Coaching individuals through the Change Curve
Stages 1 and 2 - Blaming Self and Others. This is easy to spot. The style to use here is to simply listen… don’t be tempted to jump in and fix it, don’t offer solutions, and don’t agree with them, just listen. Watch as they move to Stage 2, where again, you just listen. This can take some time, but you need to let them vent. Patience is often the key here!
Stage 3 - Confusion. Again this is easy to spot. You'll probably hear sentiments like: ‘What am I supposed to do with my work?’, ‘Perhaps I should look elsewhere’, or ‘I am not sure of any of this’. The style here is to start giving pointers, start directing them and give some context around the way things will look. It is now your role to ‘sell’ the benefits of the change processes, people, future, and business value. This is appropriate for all of the different color energies, although be aware that dominant Earth Green and Cool Blue energies can ‘roll’ back a step.
Stage 4 - Acceptance Rationalization. Here things begin to get easier. This is a good time to get your team to start brainstorming ideas, solutions, and let them know you are supporting them. Watch for individuals who may slip into confusion as they realize they aren’t fully sure of what's just happened.
Stage 5 - Problem Solving. As above, here they take ownership for the change. They stop focusing on what they have lost, and start to let go and accept the changes. They begin testing and exploring what the changes mean, and so learn how they must adapt. This is where you stabilize the change.
Stage 6 - Moving On. Here the golden question to ask is ‘what have you learnt about yourself and the
process you have gone through?’ At this stage, they not only accept the changes but also start to embrace them and begin to rebuild their ways of working. You should now see some benefits coming through from the change.
Leading or managing change with teams and organizations
The same techniques apply to teams and organizations:
Stage 1, 2 and 3: Listen to your people one on one, let them vent, don't react, keep calm. Don’t give them a platform to get into a ‘group think’ (i.e. consider whether or not to launch the change at a meeting). Instead, write to everyone explaining what's going to happen and the business rationale behind the change and the benefits of the change. Invite people to come and see you or their line manager. Show them the details.
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Stage 4 and 5: Arrange change workshops to work out or show the processes involved and the exact detail of roles. Brainstorm ideas to get engagement.
Stage 6: Stabilize and capture learning. Start to look for the benefits of the change which feed back into the team or organization.
Softening the journey
This image shows an actual team going though change. You'll notice that although the team leaders have already reached the end stages of the change curve, their team members are scattered throughout various previous stages. This is an important reminder for leaders that although they may be already moving on, they must circle back with their team members to help them in their individual transitions through change.
As someone needing to make changes within your organization, the challenge is not only to get the systems, process and structures right, but also to
help and support people through these individual transitions, which can sometimes be intensely traumatic, and involve loss of power and prestige. The easier you can make this journey for people, the sooner your organization will benefit, and the more likely you are to be successful.
By Brad Gentry. He is a business owner, Insights Licensed Practitioner, LP Mentor, and accredited Executive Coach.
https://www.insights.com/resources/coaching-people-through-the-change-curve/
Insights’ change program, Thriving Through Change, uses Insights Discovery as a foundation to understand how different people process change in different ways. It helps learners to understand their reaction to stress, their preferred communication style when it comes to change, how they process information, and what motivates and engages them when change is underway.
Coaching Employees
Through Strategic Changes
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When a company needs to change, managers should remember that employees respond best to emotional engagement. They want to see managers empathizing with them, understanding their concerns and taking the first step to show them it’s OK to embrace change.
Strategic change is inevitable for most businesses, but how that change is executed determines its success or failure. The key ingredient to properly executing a new company strategy is management. Unfortunately, right now most managers are approaching strategic change all wrong.
Often, when a company decides to make a strategic shift, the leaders gather in a
boardroom, record their thoughts in a slide presentation and pat each other on the back. But then what? How does what’s in those slides get communicated across the business? How do the people who will be responsible for bringing the strategy to life find out what that strategy is and get behind it with commitment?
As leaders, we can get so caught up in the analysis behind a business strategy that we forget the most basic, crucial fact: The people who work for us must behave differently to bring a new strategy to life.
Though most employees want to succeed, too often we perpetuate things that suck the spirit out of their willingness and ability to give their best. Before you realize that the three F’s (facts, fear and force) don’t work, you’ve already strewn about clichés about boats leaving docks, trains leaving stations and buses being filled with the right people in the right seats. Instead of motivating your people with these images, you’ve driven them away from boats, trains and buses.
As leaders, we should not just declare where the workforce is going and demand greater accountability to achieve it. We need to make a fundamental shift: We need to become the inspirational coaches our teams look up to and take action for.
A change in business strategy means that people, processes and culture have to change. Thinking and behaviors must change. Most people don’t take change lightly … and no one ever wants to go first.
We, as leaders, need to go first. It’s our role to lead by example and show others it’s okay to take a chance, even if it means possible failure—which is also an opportunity to learn. Here’s how.
1. Be the pacesetter. Leaders must change their own behavior first so that employees will want to follow suit.
2. Build trust. Create a sense that we are all in this together and can move forward together, one step at a time. This builds trust between employees and management, which enables us to begin holding people and teams accountable.
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3. Show vulnerability and be empathetic. We must show that we are vulnerable and become empathetic to our employees’ needs before we can expect them to change. Change is emotional, and by appealing to what makes people tick, we can achieve better results.
For example, Petco decided to refocus its energies to become the leader in the pet specialty space. This meant the company had to improve customer focus and engage customers. Petco knew that frontline employees were pivotal to achieving this goal, and managers were the key to engaging those employees.
The company worked with Root to launch a development program that started with the leadership team working with managers. Managers then trained employees to get everyone engaged in the new strategy. The key to success was for Petco leaders to go first, demonstrate that it was okay to change and then bring their people with them.
Building Coalitions for Change
Once leaders have demonstrated that they are empathetic and willing to take the plunge into new strategic change, trust is established. Then the challenge is to build coalitions of followers who believe in the change and will help make it happen. Managers must be sure to build these coalitions based on the new standards and goals to ensure that everyone is working toward the same outcome.
Using behavioral ground rules and contracts between leaders and followers, companies can hold themselves accountable for the change that needs to take place. We call this “Shared-Vulnerability-Based Trust,” and it’s a key ingredient to making change occur. There are many ways to build such trust, including:
1. Start with a Reality Wall. Everyone has angst about something, but people rarely feel
comfortable talking about it to their managers. Building a “reality wall” helps create a safe place of trust and comfort where it’s OK to talk about the realities without fear of repercussions.
For example, teams can discuss the main inhibitors to the company’s success. When posting notes on a wall, teams can start to see how the various inhibitors interact to become a system that blocks the way forward. A story begins to form, and people can pick the three or four inhibitors to the business that need to be addressed. By visualizing the realities as a connected system, teams can identify the challenges and form a plan to work through them.
2. Create a Shared Picture of the Future. To be able to move forward together, people need to know what they are moving toward. When creating a shared vision of the future, managers must remember that the job is not what feeds the soul—the purpose or cause feeds the soul.
To motivate people and drive action, there has to be a great purpose to work toward. Ask people to share what that cause looks like to them and to describe why it’s compelling. This gives teams great visuals to help everyone see the goal, even if it is down the road.
3. Capture Reality With a “Water Cooler Visual.” Strategic engagement of people and the delivery of better results requires authenticity, truth-telling and relevance. Truth-telling is typically possible only in discussions around the water cooler, in the hallways or in the restroom.
What we call the water cooler leverages a visual approach that documents the challenges and obstacles organizations face to create a candid and sometimes humorous mirror of reality and “the way we work around here.” It uses cartoons to elicit opinions, attitudes and beliefs that need to be put out on the table and challenged.
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The Water Cooler Visual works because it captures reality, challenges denial, helps the team not take itself too seriously and allows dialogue to focus on the sketch—not on each other. It gives people permission to openly “discuss the undiscussables,” thereby enabling organizations and leaders to step into a conflict that is critical for authentic engagement and performance. It allows individuals and teams to make strong truth statements they have been slow to address previously—or have denied.
When a company needs to change, managers should remember that employees respond best to emotional engagement. They want to see managers empathizing with them, understanding their concerns and taking the first step to show them it’s OK to move forward and embrace change.
When we do it right, we will see people go from cynicism to having a willingness to explore... to sharing in the vulnerability... to taking co-responsibility... and, ultimately, to co-creating right before our eyes.
By Jim Haudan. He is chairman of Root Inc. (rootinc.com), the leader in organizational change. Jim is co-author of What are your Blind Spots? Conquering the 5 Misconceptions That Hold Leaders Back (McGraw-Hill, 2018) and author of The Art of Engagement: Bridging the Gap Between People and Possibilities (McGraw-Hill, 2008). You can reach him at [email protected].
Coaching Through Change: Where Am I And How Did I
Get Here?
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This year, I have done a lot of coaching with my son. He is almost 18, just graduated from high school, and has had a difficult year. Just as his senior year began, our family moved approximately 1,000 miles from California to the Salt Lake City area.
While most high school seniors enjoy their last year in school having developed a history with teachers, achievements in their selected extracurricular activities, and having friendships developed, my son was in a new school with no friends and no history.
To make matters worse, we moved from a small community where less than 200 students attended the high school to a school with 2,500 students. There were more students in his new school than there were in the entire town we used to live in!
Needless to say, he felt lost in the sea of new faces and felt alone. He went from being active in many extracurricular activities to not being involved in any, and his grades suffered as he struggled to care about school.
My son found himself in a changed environment — one that he hadn’t chosen, but one that he was required to adapt to. Throughout the year, he and I have had several coaching moments. I have had to talk him through the stages of change to help him adapt to his new school, his new life in Salt Lake City, and to find within himself a desire to refocus on his school work and look toward his future.
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In the workplace, it is the responsibility of leaders to coach others through changes. Although these changes may ultimately be beneficial, it is difficult for the average person to accept change when it is thrust upon them. Change can come as a result of many factors, both internal and external.
Change may be driven by a need or requirement to achieve a specific purpose, or it may be spurred by the natural evolution of a changing work or business environment. Whatever the cause, change is usually unwelcomed.
It is important to remember that change threatens one’s competency. Going back to my son’s experience, he knew everyone at his old school — students, faculty, and administration alike — and they knew him. He knew what was expected of him in that environment, and he knew how to get things accomplished when he ran into obstacles. At that school, he was competent.
His grades were good and we was an active member of his class. At his new school, his competency was challenged, his fears were drawn to the surface, and he felt threatened. He withdrew from being actively involved and put up barriers that hampered his success.
As change happens in the workplace, similar fears may be brought to the surface. Pushed outside of our regular routines and comfort levels, we feel exposed and open to failure. By keeping employee’s fears in mind as change is introduced and implemented, leaders can provide support by stating expectations clearly and providing adequate time for adjustments to take place.
Staying open to questions and remaining aware of how your employees are handling the changes will help employees move successfully through the change period.
Accepting and adjusting to change is complicated. There are many stages to the acceptance process. To help your team members move through these stages, it is important to know what they are, how to identify them, and what to do with them when they appear. They are similar to the stages of grief. These stages include:
1. Shock — one may feel threatened or fearful of the future. There is a perceived loss and the person may act distracted and be less productive.
2. Anger and Denial — one may act defiantly or withdraw from others.
3. Resistance — one may become highly emotional and combative with others. They may ignore the “new” way and hold on to the “old” way.
4. Acceptance — one begins to explore their options and alternatives. They demonstrate some willingness to adapt to the situation and explore new possibilities and opportunities.
5. Advocate — one becomes more oriented to the future as their fears and emotions are dispelled and they adopt new routines. The new way becomes standard and comfortable.
Throughout the year, my son experienced all of the stages of change. Had I not coached him through this process, the outcome may not have ended with acceptance. As leaders, it is important to coach and guide employees through these stages as they experience them to increase the likelihood that they will reach acceptance. Some people become stuck in a stage for a while, and their progress may falter.
Their effectiveness will become limited, which will impact the organization’s ability to succeed. Stalls in progress may extend for great lengths of time. It is vitally important for leaders to exercise empathy
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towards their employees. It is important to understand the feelings and emotions associated with each of these stages and help employees move towards the next stage so they eventually accept the change for what it is.
Change is an inevitable part of life. Some changes are welcome, but most are not. As we understand the effects that change can have on us and our employees, it is important for leaders to recognize the change process and help their team progress through that process. Knowing how to coach people through change will increase the organization’s ability to convert change into success and reduce the negative aspects that change can bring.
By Polly Scott. She is an Assistant Vice President for CMOE and specializes in organizational management and executive coaching. She also has years of experience in sales and marketing, strategic leadership, leadership principles and execution. She is dedicated to listening and understanding the goals of clients.
https://cmoe.com/blog/coaching-through-change/
No One Really Likes Change – So How Can We Do It?
Aspects of the Psychology of Organizational Change
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During the course of a change process, executives often find that they take two steps back for every step they take toward their change goal. The reality is that most organizational change efforts fail. This article highlights some aspects of the psychology of change which are often overlooked and provides suggestions on how to deal with them effectively.
How does management typically plan a change process? After determining the desired outcomes, they create a task force to work out a strategy for implementing the necessary changes. The task force then works out a plan with milestones and descriptions of responsibilities in a given time frame. New organizational and process charts are outlined, and a number of people are repositioned. Further, everybody involved is expected to follow the new procedures and regulations. Overall, the change process is projected to be linear.
In reality, however, the implementation of change is a nonlinear process, a big part of which is unpredictable. This is equally true for evolutionary and revolutionary change. Not only may the environment change in unexpected ways, but the dynamics in a given system might also yield unexpected dynamics which are hard, if not impossible, to predict.
That is why good leadership in times of considerable change is vital. Good leadership does not only help develop the strategic planning aspects of organizational change; it also organizes coaching in dealing with unanticipated consequences and the personal concerns of everyone involved.
Change success can be achieved with a professional coach-the-coach program for all leaders involved in the change process. During such a program, the following issues can be addressed:
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• Appropriate and honest communication of the intended changes, highlighting the need for change including its desirability and practicality (the material and immaterial cost of change must also be considered)
• Immediate and honest handling of the concerns of people involved, such as change of status, worries about capability to perform successfully in the new position, and the long-term effects of the anticipated change
• Adjustment of the change process whenever necessary, while keeping the change goal in focus
About the psychology of [organizational] change
Psychologist Albert Bandura calls the judgment an individual makes about his or her ability to execute a particular behavior 'self-efficacy'. He enumerates four ways through which individuals acquire self-efficacy from a particular task: (1) performance accomplishments, (2) vicarious experiences (experiences made through another person), (3) social persuasion, and (4) positive emotional states.
Change leaders can take advantage of this knowledge to create the necessary experiences and thus reduce employee anxiety and boost confidence. This can be achieved by:
• Explaining to employees how their previous experience will help them deal with upcoming changes
• Assessing employees' competencies and comparing them with the required competencies in the new position to discover potential gaps
• Providing training and coaching to bridge these gaps
• Giving continuous feedback during the transition period to keep everybody on the same page.
Savvy change leaders realize that the reaction to change will be significantly affected by employee
emotions, which are, in turn, greatly affected by past and current practices and policies within the organization, i.e., the culture of the organization. It is possible to reduce excessive tension arising from change initiatives by providing sufficient, consistent, and accurate information endorsed by a trusted and credible member of senior management.
Ideally, an organization first ‘prepares’ its corporate culture to make it ready to embrace necessary changes. To achieve this, the leaders must be competent in enhancing adequate values through communication and the display of role model behavior. Furthermore, leaders should assess the current formal and informal rules, regulations, and systems to see whether these still support the desired culture. They can then make adjustments where necessary.
Achieving Buy-in
Another important aspect in any change process and one critical to its success is the ability of the change leaders to achieve buy-in from those affected by the changes to be implemented. With buy-in, I mean a true acceptance of the need to change.
While good leadership communication is a prerequisite to get buy-in, it’s usually not sufficient. In larger organizations particularly, it is almost impossible to deal with each person individually in order to get buy-in from a sufficiently large majority. The good news is that it is not necessary to do so. In fact, it is enough to get the key opinion leaders on board as they will largely affect the opinions, beliefs, and attitudes of their peers.
Who are the key opinion leaders? Very often they are not the managers. Rather, they are the staff members who are highly respected by their colleagues. It is therefore crucial to the success of a change project to involve these informal leaders. Ideally, they are made members of the change project team and thus become co-owners of the
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change process, which will motivate them to create buy-in among their peers as well. If that is not possible, the change management team should ensure that these opinion leaders are going to have a positive view on the anticipated changes.
From my experience working with executives involved in change processes, I have noticed that in cases where the change leaders were well prepared to communicate effectively and able to coach the affected employees, change processes were considerably more successful. If they additionally achieved clear buy-in from the key opinion makers, the process could be even called smooth.
Conclusion
The Mexican poet Octavio Paz said, 'Wisdom lies neither in fixity nor in change, but in the dialectic between the two.'
Wise leadership is important at any given moment in any organization. In times of change, it is particularly crucial.
By Charlie Lang. He is the Founder and Managing Partner of Progress-U and author of “The Groupness Factor” and “The Coach Factor”.
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Coaching Through
Transitions
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In the new norm of surviving in a VUCA (Volati le, Uncer tain, Complex and Ambiguous) world, many of us face challenges of proving ourselves capable of fast paced learning, coping with massive information overload, managing the frenetic pace of change, proving to ourselves and others that we can be responsive, adaptive, agile, resilient, creative, and innovative.
So what do the terms mean?
What is the difference between being responsive vs adaptive and agile? We have varied conceptions of what these behaviors look, sound, and feel like.
As goldfish in a bowl, we are under pressure to keep swishing our tails; otherwise stakeholders may conclude that we are dead and throw us out with the water. Many of us receive seemingly conflicting advice - to slow down, be mindful, take time to review and reflect on what is really going on yet, respond and transform speedily.
It is an inescapable paradox that we have to tread water and glide like swans.
To me, being responsive is part of emotional intelligence and empathy.
• To what extent are we skilled in focusing BOTH externally AND internally – scanning our external environment, being aware of what is happening around us and to stakeholders; reading body language and listening deeply to issues (both explicit and implicit)? Listening for what is NOT being said, is a critical skill in attempting to be a change agent. All leaders who initiate change need to be proactive in anticipating issues and responding to the requirements of the day, in both timely and accurate ways.
• To what extent while holding the space for external sensing are we self-aware, admitting to ourselves how we are really feeling (for example, threatened; insecure in the face of change); stilling conflicting thoughts and emotions; diminishing ‘noise’, practicing mindfulness?
Adaptation demands one to let go of mental models, deep beliefs and assumptions; shifting mind-set; looking at how ‘tweaks’ can prove cost effective.
• To what extent can we cite examples of where and how we have adapted to remain relevant?
• What is the range and diversity of ‘tweaks’ that we have introduced? When, where, how and why?
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Helping clients reflect on how naturally and well they have adapted, affirms self-esteem and enhances confidence.
Transit ions ar e the touch-points of change and, like butterflies, enable us to emerge from chrysalis stronger than ever.
Reflecting on
• What fears and blockers hold us back? • What vision / incentives move us forward?
• What it will take for us to break neural pathways and habits that have served us well and forge new ones.
Coachable moments are aplenty in transition management.
Agility is the speed at which we are able to change. Cheetahs have to quickly and accurately estimate if they can outrun their prey. In the animal kingdom, agility is tested daily. For many species, it is a matter of life or death.
We can learn many lessons from sports coaches who successfully raise agility in winning athletes and teams. Building stamina and resilience are part of enhancing agility and coaches need to pace themselves and clients
• To what extent have we monitored how quickly we are able to turn around situations (unexpected, last minute changes and crises)?
I was asked to design a three day workshop for 27 participants in Astana, Kazakhstan. When I arrived, I was told that 18 participants were expected. A total of 7 showed up over the three days, with two consistently on time and the rest drifting in hours later. The agility I demonstrated in situ won me accolades. It was highly affirming.
Resilience is the ability to bounce back from life’s traumas. “Pollyannas” do better because they are intrinsically optimistic, and Bruce Cockburn’s lyrics ‘Always look on the bright side of life’ support them. Resilience is a sustainable competitive advantage to be nurtured.
What is the difference between creativity and innovation and does it matter? There are numerous definitions of both terms and observations will conclude that you need creativity for innovation.
• How long does it take us to ‘recover’ from disappointments?
• What helps recovery? • What messages do we send ourselves? (Martin
Seligman’s learned optimism)
Creativity is innate and survival of our species depends on it. Babies are born creative – they learn very quickly to take over our lives. The early years are a joy for every parent to observe the transition process. Babies absorb experiences like sponges and through mimicry develop mastery. Parents are natural coaches to babies, encouraging their instinct to explore and try new behaviors.
Bad teachers and bosses suck the creativity out of individuals. Dogma destroys innate creativity when one is told what and how to think. Oscar Wilde’s sardonic observation that “Ignorance is like a delicate exotic fruit; touch it and the bloom is gone” makes the case for not tampering with natural free flowing unbridled thoughts. In other words, don’t get in the way of innate creativity.
Arthur Koestler in his book ‘The Act of Creation’ reinforces the view that creativity is the ability to connect dots and see patterns:
• To what extent, if we are Sensors, do we ‘stretch’ ourselves to function more intuitively?
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• To what extent do we encourage play and fun; a sense of humor and perspective?
• To what extent do we stimulate thinking and deploy wide ranging creative thinking tools, enable connection of dots and trust in ‘gut feel’?
• To what extent do we provide space for clients to explore their blockers (e.g. fear of loss of face and failure) and how to overcome them?
Innovation on the other hand results from collaborative process resulting in emergent, continuous improvement through to radical and game changing disruptions. Team coaching brings huge benefits to start ups, entrepreneurial enterprises, and intrapreneurially ventures.
• To what extent do we unleash innovation in teams?
• To what extent are we skilled in facilitating design thinking to ensure customer centric innovations?
• To what extent does coaching result in enabling SMEs (Subject Matter Experts) to achieve synergistic innovation and Small, Medium Enterprises to successfully transition stages of organization development?
One of the most rewarding aspects of coaching comes from experiencing the metamorphosis of change, in ourselves and among clients.
By Eliza Quek, APAC First Vice Pesident and Director or Terrific Mentors International Pte Ltd. She is an international, cross culturally sensitive Organisation and Leadership Development consultant and Executive Coach and Mentor based in Singapore who thrives on learning, adding value in transforming the way individuals, teams and organizations think and view challenges in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world. She brings with her a wealth of Transformational Leadership experience in both private and the public sectors.
APAC FOCUS
“It's only after you've stepped outside your comfort zone
that you begin to change, grow, and transform.”
- Roy T. Bennett
APAC Founder
Foo See Luan Awarded
ICF’s Lifetime Achievement
Award
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Our Founder Foo See Luan was just awarded with ICF’s Lifetime Achievement Award in recognition of decades of dedication, passion, hard work, and advocacy in the coaching profession. Here is what some colleagues say.
See Luan, you have been the giant whose shoulders that we all stand on, being the ICF Singapore Chapter Founding President in 2002. Your belief that coaching can change the world has stimulated the awareness and growth of the coaching profession here in Singapore. Your tireless efforts did not stop there - starting APAC allowed your ideas and contributions to continue its positive impact into Asia Pacific. Many of the coaches in Asia attribute their success to your encouragement and support. You bring honor and distinction to the work of the coaching community. We thank you for your dedication and achievement and for providing an example of the excellence to which we as a community aspire. - Suman Balani
President International Coach Federation Singapore Chapter
I have the pleasure and privilege of knowing and working with See Luan for many years. From the very beginning, See Luan was tirelessly building bridges between the East and the West, bringing attention to cultures, traditions, beliefs, and values. A great proponent of diversity, cultural awareness, and unity, I can’t think of a better person to be recognized by ICF Singapore. This is a very well deserved award that can’t possibly fully acknowledge and reflect all the many contributions of See Luan to the coaching profession and ICF. - Magdalena Nowicka Mook
Executive Director and CEO International Coach Federation
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On behalf of APAC, I would like to congratulate See Luan on a much deserved honor. We are grateful for his vision and passion which has not only played a key role in increasing the awareness of the value and promise of coaching but also gave birth to the coaching voice of the APAC region. His ability to weave magic and make meaning with his quotes, stories, and curious mix of common sense and age-old values, even where there is chaos, fosters growth and excellence. As APAC President, it is my privilege to share a precious relationship with See Luan. I value his counsel, his wisdom, and his presence. His insight is deep and wisdom rare. His eyes see much more than the obvious and read far more than the written word. His sensing is extraordinary, picking up what most miss. He personifies the statement “when the going gets tough, the tough get going”.
- Dr. Anne Dolly Kuzhimadathil President, APAC
See Luan founded the ICF Singapore Chapter and the Asia Pacific Alliance of Coaches (APAC), as he had the vision and foresight that coaching is a key activity essential for business and personal success and will blossom and flourish in the Asia Pacific region. See Luan is passionate, ardent, and fervent about having a vibrant coaching community in the Asia Pacific region and with his unwavering efforts he continues to contribute the to the greater development of coaching in the region. I applaud and give a standing ovation to See Luan for his selfless, noble, generous, and magnificent contribution to APAC and to the coaching community. He deserves the ICF Lifetime Achievement Award! - Lydia Goh Past President, COP, APAC
See Luan models live long learning, openness to challenge, and risk taking, seizing every opportunity that presents itself. As a world citizen, he reads widely, advocates views, shares pearls of wisdom, remains humble and flexible. He embraces life cycle without fear, and his resilience in undergoing painful
tests and operations is to be admired. As long as he has breath left, he dedicates himself to the service of others. - Eliza Quek
First Vice President, APAC
Congratulations, See Luan, on your well-deserved achievement. I was first introduced to you at a local APAC gathering and was later told you were one of the pioneers - the “father” of coaching in South East Asia - having founded not just APAC but also ICF Singapore Chapter as well, and been a true bridge between East and West in the coaching world. I may say I was initially a bit overawed at meeting such a well-known and accomplished personality, and you immediately made me feel at ease with your friendliness and light-hearted banter. Your passion and commitment are infectious - thank you for all your encouragement and your kind words, it's an honor to know you. - Deepa Shahi Honorary Secretary, APAC
I am delighted about See Luan receiving the ICF Lifetime Achievement Award – it’s real recognition of his exemplary service to humanity in general and coaching in particular, and of his leadership contribution towards raising coaching to the position it now occupies. I first met Foo See Luan, Founder of the Asia Pacific Alliance of Coaches (APAC), in 2008, through a fellow practitioner in consultancy and coaching. His obvious passion, personal commitment, and sincerity convinced me to join APAC, a professional community of coaches promoting the principles and value of coaching in the world, as well as making the benefits of coaching available to those who could not normally afford it. Long may he continue to raise the bar! - Gerald Colin Abeyawardena
Community Relations Committee Chair, APAC
The Work of Your APAC Community Relations
Committee and How to be Included
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The Community Relations Committee fulfills APAC’s objectives through a network of volunteer Country Representatives and volunteer pro bono coaches in various countries where there are APAC members.
Country Representatives connect with non-profit organizations within their country of residence, to partner in projects that would vastly improve that organization’s effectiveness and impact on the community, by coaching their leadership and members at no cost to them. This service is made possible by the generosity of APAC members volunteering 6 hours of coaching time across a 3 month period, for a designated coachee.
Coaches accumulate professional experience and coaching hours, whilst gaining satisfaction from elevating the coachee’s performance and consequential uplifting of society. Coachees benefit from development through (free) access to professional coaching.
Country Representatives organize and manage the pro bono coaching projects delivered by APAC pro bono coaches. Our latest pro bono successes have been coaching departmental and subject heads of two Singapore schools.
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To continue and expand this essential work, we need volunteers for the following roles:
1. COACHESCoaches with a minimum of 60 coaching hoursto join our pro bono coach bank. You will beoffered opportunities when they arise, and canaccept or decline in line with your circumstancesat that time.
2. COUNTRY REPRESENTATIVESCountry Representatives based in Hong Kong,Thailand, Philippines, India (additionalpositions), Sri Lanka, Bangladesh, Pakistan,Japan, and South Korea. Contacts within NGOs,non-profit sector, appropriate official bodieswould be essential, and an appreciation of basicproject management would be an advantage.
Please apply on APAC website: http://www.apacoaches.org/forms/application-form-for-pro-bono-coaches/
For enquiries please contact: Jyoti S Sapra, ACC Community Relations Committee Deputy Chair, APAC Email: [email protected]
Mobile: +65 8292 1920 Also on WhatsApp
APAC XPRESSIONS
“Enjoy the journey and try to get better every day.
And don't lose the passion and the love for what you do.”
- Nadia Comaneci
Yeo Chuen Chuen
United Nations offices. There was a long gap between our first and second sessions as the client was going through a major transition and relocation. I had thought the client had disengaged due to poor chemistry or my lack of skills. I only found out later when we reconnected that the first session was pivotal in her life and my fear was unfounded. She had managed to draw so much insights and energy from that 60 minutes that not only did she make the transition successfully, but she was also much happier and empowered. This experience gave me so much more confidence and assurance in my abilities and skills as a coach and enabled me to push myself to where I am today.
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WHAT ATTRACTED YOU TO COACHING?
My journey with coaching started when I attended a talk by Dr. John Maxwell at Temasek Polytechnic in 2012. From that talk, I realized that I have a greater passion in talent and people development which I must contribute in a greater way. I discovered a natural affinity to coaching and went on to enroll myself in a professional coaching course. From there, my love for coaching has grown, and I can see myself making greater contributions in developing people, especially leaders.
HOW HAS IT AFFECTED YOU PERSONALLY?
Personally, I went through a journey of self-discovery and alignment. I now live a life of integrity where my values, thoughts, and actions are aligned. I learned to let some things go and found out that what I value are indeed priceless. It has changed my perspective about life, about material wants, and relationships. These are valuable nourishment which increases my intrinsic value on the whole, impacting my ability to coach and support others.
DESCRIBE A PIVOTAL MOMENT IN YOUR COACHING JOURNEY.
One of the pivotal moments was when I was working with a high-ranking officer in one of the
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John Raymond (仲睿盟), PCCHead of Asia, People and Leadership,
GrowthOps | IECL
city, there is a group of coaches that are welcoming. To feel connected to some pretty cool people is a great way coaching has affected me personally.
DESCRIBE A PIVOTAL MOMENT IN YOUR COACHING JOURNEY.
I remember I was being coached, I was the coaching counterpart and out of that coaching conversation came my decision to study coaching deeply. This is about probably 19 years ago, and the business that I had, I was doing training and coaching. I was doing a bit of this and a bit of that, and it was in that moment when I said, “You know what, coaching is what I enjoy, this is what I want to learn deeply,” and from that moment on, I really applied myself. I started to think about doing my Masters in Coaching Psychology and really made the commitment to know coaching really well. There’s of course lots of pivotal moments, but that one really sticks with me. I think another one, again if I can double dip on this, was when I was President of the ICF Australasia and was on the Working Committee that wrote the guideline for coaching organizations in Australia that was published by Standards Australia. That journey with those people was just phenomenal. Working with that group of people to write the guideline was transformational for me.
WHAT ATTRACTED YOU TO COACHING?
Well that’s an interesting question. In 1996, I did my first coach training, and coaching wasn’t really a thing in Australia yet. But what I found with the coach training that I had, was that I saw a real difference that it made when I applied it to the people that I was working with. These people were small business owners, and the challenges that they faced weren’t about their product, weren’t about the marketing nor the business side of things. Their biggest challenge was people, and in small business, it’s a huge expense, and it takes up a lot of their time as well dealing with concerns about their people. I found that coaching not only helped me to help them, but they took the coaching that I did and applied it with their people and found it made a difference. The fact that coaching worked when I applied it to people, is what was attractive about it.
HOW HAS IT AFFECTED YOU PERSONALLY?
Yeah, look there’s probably two ways, if I can double dip on this question. The first one is in order to coach, well, you need to do your own work. So, it’s been a huge personal development journey for me as well, a really rich personal journey. The other thing that’s affected me personally is the network that I’ve been part of globally with ICF. The fact that in every
FOOD 4 THOUGHT
“The more that you read, the more things you will know.
The more that you learn, the more places you'll go.”
- Dr. Seuss
A famous spiritual teacher came to the front door of the King's palace. None of the guards tried to stop him as he entered and made his way to where the King himself was sitting on his throne.
"What do you want?" asked the King, immediately recognizing the visitor.
"I would like a place to sleep in this inn," replied the teacher.
"But this is not an inn," said the King, "It is my palace."
"May I ask who owned this palace before you?"
"My father. He is dead."
"And who owned it before him?"
"My grandfather. He too is dead."
"And this place where people live for a short time and then move on - did I hear you say that it is NOT an inn?"
Transient
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Source: http://www.arvindguptatoys.com/arvindgupta/zen-for-neighbours.pdf
DELIGHT STOP
“Just keep taking chances
and having fun.” - Garth Brooks
Riddles
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ANSWERS:
1. Footsteps 2. The word is starting! starting, staring, string, sting,
sing, sin, in, I. 3. An apple a day keeps the doctor away! 4. The living room 5. A Piano 6. The letter M
1. The more you take, the more you leave behind. What am I?
2. What 8 letter word can have a letter taken away and it still makes a word. Take another letter away and it still makes a word. Keep on doing that until you have one letter left. What is the word?
3. A doctor and a bus driver are both in love with the same woman, an attractive girl named Sarah. The bus driver had to go on a long bus trip that would last a week. Before he left, he gave Sarah seven apples. Why?
4. What room do ghosts avoid?
5. What has many keys, but can't even open a single door?
6. What comes once in a minute, twice in a moment, but never in a thousand years?
Source: https://www.riddles.com/best-riddles
APAC COVER VIEW
“Change is the law of life, and those who look only to the past and present
are certain to miss the future.” - John F. Kennedy
The Future is Asian: Commerce, Conflict and
Culture in the 21st Centuryby Dr. Parag Khanna
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Coaching Through Change. If ever there was change in our world it is now. In the 19th century the world was Europeanized; in the 20th century it was Americanized; and now in the 21st century the world is being Asianized. This book uses data, maps and analysis to educate us to understand what Asia is. Dr. Khanna says, “Asia’s vastness and range of self-contained civilizations, combined with a recent history dominated by Western or internal concerns, had meant that most Asians have contrasting views of the parameters of Asia and the extent to which their nations belong to it.”
The Futur e is Asian reminds us that there is no more important region in the world for us to better understand than Asia. Unlike many books written by academics, this book is written in an accessible and easily digestible style (phew!) especially given the staggering statistics. The graphics are simple to absorb yet deep at the same time. Dr. Khanna is a global citizen, born in India, educated in the USA and Europe, and has visited/walked in most of the countries that make up Asia. He now resides in Singapore where Global-is-Asian. His website is: www.paragkhanna.com
He reports that “the Asian economic zone – from the Arabian Peninsula and Turkey in the west to
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Japan and New Zealand in the east, and from Russia in the north to Australia in the south – now represents 50 percent of global GDP and two-thirds of global economic growth. Of the estimated $30 trillion in the middle-class consumption growth estimated between 2015 and 2030, only $1 trillion is expected to come from today’s Western economies. Most of the rest will come from Asia. Asia produces and exports, as well as imports and consumes, more goods than any other region, and Asians trade and invest more with one another than they do with Europe or North America.” I was intrigued to read that he calls Australians and Russians ‘white Asians’.
“Do not conflate Asia with China,” says Dr. Khanna. We may have reached ‘peak China’, but we are nowhere near reaching ‘peak Asia’. Greater Asia includes 53 countries, with nearly 5 billion people, only 1.5 billion of whom are Chinese. Another statistic that surprised me was PPP (purchasing power parity), which is the currency in which we spend and consume goods and services in our own countries. Using this metric, China’s GDP becomes larger than the USA’s. ($21.42T vs $18.57T).
“In the twenty-first century, Asianization is emerging as the newest sedimentary layer in the geology of global civilization,” says Dr. Khanna. We are becoming a multipolar world with each region contributing their strengths: North American military protection; European financial investment; Asian infrastructure development.
Geo-politics draws me, and if it draws you, I do encourage you to read this book. It supports The New Silk Roads by Peter Frankopan and gives a deeper dive into the BRI (Belt and Road Initiative) and trade agreements that dominate current media. I also learned new words such as autarkic (self- sufficient) and technocracy (government led by a committee of public-spirited ‘guardians’) as an alternative to democracy. What will you learn from reading this current and relevant book?
By Belinda MacInnes. She was one of the first MCC’s in the Asia Pacific region (2005) and has coached many nationalities and levels of seniority in clients in the region. She has served as President of the ICFA and First Vice President of APAC. She is also a Professional Mentor Coach. She is the author of the globally-selling Professional Coach’s Business System (pcbs) Revisited – a step-by-step manual supporting coaches in private practice in how to set up and run their business using systems. www.belindam.com
Dr. Khanna is currently promoting The Futur e i s Asian by giving interviews and panel talks. Simply search online for ‘The Future is Asian Talks’. I encourage you to watch as he talks us through the fabulous graphics. I read this book in February and am now looking forward to the World Economic Forum Book Club discussion as The Futur e i s Asian is the book for March. You can follow the WEF Book Club on Facebook.
Our Asia Pacific Alliance of Coaches is in the right place at the right time. We are well placed to grow. Asia accounts for 60 per cent of the world’s population with ten times as many people as Europe and twelve times as many people as North America. Educated middle classes are growing and wanting more for themselves, their families and their businesses. We APAC coaches are in the right place at the right time.
APAC FAMILY
“Coming together is a beginning, staying together is progress,
and working together is success.” - Henry Ford
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A WARM WELCOME to the (16) new members who joined us since the last APAC Voice in January to April 2019! We wish you a long and fruitful association with APAC!
Our SINCERE THANKS to the introducers as well! Thank you for supporting us in continuously growing this professional, diverse, learning, serving, and engaging community. Your help is highly appreciated!
Individual Membership (16):
LOCATION NAME INTRODUCED BY
INDIA Sunita Chhibar Self
Amitava Pal Suman Nair
Gayatri Pal Suman Nair
Indresh Malik Suman Nair
Rajesh Dossa Suman Nair
Clement Michael Fernandes Suman Nair
Tushima Mukherjee A fellow consultant
Natesh Selvaraj Dr. Anne Dolly K
Rolli Kesarwani Narayanan Shankaran
Priya Sharma Shaikh Suman Nair
MALAYSIA Nigel Cumberland Self
PHILIPPINES Maria Angela Ureta Julius Ordonez
Ma. Carmen Testa Julius Ordonez
SINGAPORE Agi Heale NA
Alexander Trost Andrew Jones
UNITED KINGDOM Jo Birch Felicia Lauw
As of April 15, 2019, APAC has 144 current members.
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13
1
7
1 2
15
21
107
16
1 1
11
35
1 2 4 41
05
10152025303540
APAC MEMBERS BY COUNTRY
JOIN US AND HELP APAC GROW! Share your benefits and recommend your colleagues to join us today! Share your skills and experience and become a sub-committee member! Contact us on [email protected]
! Coaching voice of Asia Pacific
! Unique regional community ! Professional development & support
! Pro bono coaching and R&D projects ! Newsletter – APAC Voice ! “Find a Coach” listing
! APAC Coaching Conference
FIND US ON: Website: http://www.apacoaches.org LinkedIn: https://www.linkedin.com/groups/1957098
Facebook Page: https://www.facebook.com/APACoaches Facebook (Members Only Group): invitation will be sent upon joining APAC
MEMBERSHIP RENEWAL By renewing your APAC membership, you are supporting APAC in giving impact to society through Coaching.
NO. OF CURRENT APAC MEMBERS
TOTAL: 144 members
Corporate6%
Individual92%
Hello Everyone! As we bid goodbye to April and welcome May, the marching of time is relentless to all. Change is inevitable, and we can either rant and rail against the ever-changing landscape of life or
embrace it and roll with the punches life deals.
As a wise man once said, the only constant in life is change. The same applies to work, all industries and careers. Coaching can be used as a helpful tool in the midst of big changes at work, be it a new leadership team or simply coping with ever evolving customer needs and wants.
I have just delved into a world of childcare after years of working in the hospitality industry. I cannot stress enough what that means to my identity as a person, and sometimes it is easy for people to associate a change of identity with self worth. I can see how that can affect people in the midst of a career change or even something as simple as a different position in the company. The coaching that I have gotten from my peers have been invaluable in boosting my self esteem and helping redirect my focus towards opportunities.
I hope you have enjoyed the articles I have carefully curated for your reading pleasure and look forward to your participation in our conference in Mumbai in August. The learning from there will be invaluable to your career as a coach, or even just to you as a person. See you there!
Michelle Woo
PR Committee Chair
The Final Say
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