Thank You, Stanford GSB Class of 2012 (A Year In Review)

Change @ Stanford GSB

I've been back at Stanford since January 2007, so the current graduates are the fifth class of MBAs I've had the privilege of working with as a Leadership Coach. I'm incredibly grateful for the opportunity to get to know 35 people in particular–11 Leadership Fellows and 24 members of two T-groups in the school's Interpersonal Dynamics course, aka Touchy Feely. To all of you, I can't thank you enough for the experiences we had together this year.

Any fifth anniversary is a milestone, of course, and yet on a personal level the past year has been particularly meaningful for me. The passage of another year has eased the pain of losing Richard Wright, my father-in-law, and Roanak Desai, a former student, both of whom died in 2010. I'll always miss them, but I've made peace with their passing.

I'm also truly proud of the work that's been done over the past year by the Leadership Fellows I worked with and by my colleagues on Stanford's coaching staff and faculty to revamp the school's Leadership Labs and the Fellows program itself. The effort wasn't as daunting as the process of launching these courses back in 2007, but it was close. I was pushed to be a better coach and a better colleague, and although I stumbled constantly, someone was always there to help me up. And while I'm very grateful for everything I got out of the process personally, what's just as meaningful to me is the sense that we all made a long-term contribution to the school's ability to help students become better leaders.

Finally, facilitating T-groups in Touchy Feely is always uniquely rewarding, and I learn something new every time. This year I was gratified to see how effective I can be at simultaneously supporting and challenging others, and I was challenged myself to be more vulnerable and to worry less about "making mistakes." I came a long way in my understanding of diversity and my ability to work with people across many dimensions of difference, and I realized how much work I have yet to do in this area.  And I was very lucky to be paired with two amazing partners, Erica Peng and Michael Terrell, who pushed me and allowed me to push back.

Despite–or because of–all of this ferment, the past school year was a tremendously productive time for me on this site, where I strive to share what I know (and continue to learn) about coaching not only with my students and clients, but also with anyone who might not have access to a personal coach or a graduate program in management. Below are links to 33 posts written from September 2011 through June 2012, all of which grew at least in part out of my work with those 35 members of the GSB's Class of 2012: Again, thank you all.

T-Groups, Feelings and Management TheoryT-Groups, Feelings and Management Theory (September 2011)
It's important to better understand, express and manage our emotions. This doesn't mean just expressing "warm fuzzies"; it means taking some risks.

 

Phil Stutz on Taking RisksPhil Stutz on Taking Risks (September 2011)
What holds us back at the edge of the cliff?  What might happen if we took that leap?

 

Experiential Learning RevisitedExperiential Learning Revisited (September 2011)
Experiential learning remains central to my work as a coach and implicit in everything I do with students and clients.

 

Taming My PerfectionismTaming My Perfectionism (October 2011)
I had metaphorically envisioned my perfectionism as a snarling dog, threatening me, keeping me cowering in the corner, practically paralyzed.  And that's not sustainable–it's stressful and boring.

 

Five Leadership LessonsFive Leadership Lessons (October 2011)
Some reflections on what I've learned over the last five years about leading groups, with an emphasis on leader as coach and guide rather than as directive authority figure.

 

Don't Build a Castle; Put Up 1,000 TentsDon't Build a Castle; Put Up 1,000 Tents (October 2011)
Don't over-invest your resources (time, money, attention) in a single, grandiose enterprise. Instead, experiment across a portfolio of possibilities, and double down quickly on the ones that show promise.

 

The Air Mask PrincipleThe Air Mask Principle (October 2011)
Knowing that I can't help others effectively unless I'm taking care of myself helps me put my needs first when necessary without feeling that I'm letting others down.

 

Learning from MistakesLearning from Mistakes (October 2011)
What is a mistake? When we make a mistake, what do we think that says about us? And how does that framing affect what we learn from the experience?

 

Significance JunkiesSignificance Junkies (October 2011)
It hurts like hell to admit our insignificance, and we find consolation in endlessly inventive delusions of relevance.

 

Corn Mazes and Mental ModelsCorn Mazes and Mental Models (December 2011)
They didn't think they were in a cornfield; they thought they were in a maze, and while their failure to recognize the difference says something about their crisis management skills, it also says something about the power of mental models.

 

Hammering Screws (Bad Coaching)Hammering Screws (Bad Coaching (December 2011)
If good coaching feels like a trip in a tandem kayak…then bad coaching feels like hammering screws–a solo effort on the part of the coach that can make a lot of noise but accomplishes very little.

 

Coaching Is A JourneyCoaching Is A Journey (December 2011)
I find myself returning to the metaphor of coaching as a journey at sea…

 

Setbacks, Mindset and the Fundamental Attribution ErrorSetbacks, Mindset and the Fundamental Attribution Error (January 2012)
Thinking about some recent setbacks has led me to reflect on two topics that often come up in my coaching practice: mindset and the fundamental attribution error.

 

The Meaning of MindsetThe Meaning of Mindset (January 2012)
Just what do we mean by 'mindset'? Here are 4 inter-related definitions to help us make effective use of the central concept.

 

Comfort StruggleComfort Struggle (January 2012)
Observe Exellence! Honor Attempt! Comfort Struggle!

 

Why I (Keep Trying To) MeditateWhy I (Keep Trying To) Meditate (January 2012)
I find meditation difficult, I regularly avoid doing it, and yet I persist in the practice. Why?

 

Resistance and Self-SabotageResistance and Self-Sabotage (January 2012)
"The enemy is identified as those forms of self-sabotage that I call 'Resistance' with a capital R (in The War of Art). The technique for combating these foes can be described as 'turning pro.'"

 

Human Velcro (Hooks and Loops)Human Velcro (Hooks and Loops) (January 2012)
What hooks am I putting out there?  How effectively am I bidding to connect with this particular person?  Just as important, what loops am I putting out there?  How effectively am I perceiving and responding to their bids?

 

Blocking and Tackling (Fundamentals of Change)Blocking and Tackling (Fundamentals of Change) (January 2012)
No matter how lofty or ambitious the goal, the path to its achievement will be paved with countless small, humble steps.

 

Make the Right Decision...Or Make the Decision Right?Make the Right Decision…Or Make the Decision Right? (January 2012)
"It's important to make good decisions. But I spend much less time and energy worrying about "making the right decision" and much more time and energy ensuring that any decision I make turns out right."

 

Investment vs. AttachmentInvestment vs. Attachment (January 2012)
We invest in people, and being invested in someone means we care about them and want them to succeed. But if we invest in people, we're attached to outcomes. 

 

One Stone At A Time (Building Boundaries)One Stone At A Time (Building Boundaries) (February 2012)
The key is recognizing that boundaries aren't static features of a landscape, but dynamic aspects of our relationships, our personal lives and our organizations.

 

Measuring the InfiniteMeasuring the Infinite (February 2012)
An infinite distance lies between nothing–the unsaid comment, the unwritten letter, the undone act–and something, no matter how much room for improvement remains.

 

Measuring the InfiniteSuspension of Belief (February 2012)
Without reaching any final conclusions regarding the validity of a given belief, we can temporarily suspend it, and "act as if" it we didn't hold it, or as if it had no hold on us.

 

Skin in the GameSkin in the Game (February 2012)
While having skin in the game allows us to do our best work, it also exposes us to risk. When we succeed it's all the more gratifying, and when we struggle, it's all the more disheartening

 

Skin in the GameTaking the Plunge (Safety, Risk, Learning and Growth (February 2012)
The safer and more trusting we feel, the more risks we can take, the more we learn and grow. And safety and trust are even more useful when we push (and extend) their limits.

 

Tiny Gestures (and Emotional Bids)Tiny Gestures (and Emotional Bids) (February 2012)
Safety and trust are established over a series of interactions through countless tiny gestures that take the form of an emotional bid.

 

In Defense of Normal (A Coaching Manifesto)In Defense of Normal (A Coaching Manifesto) (February 2012)
For coaching and other interventions to achieve their goals they must be perceived as normal, but too often coaching and related services are perceived as special.

 

Dan Oestreich Interviews MeDan Oestreich Interviews Me (March 2012)
My role as a coach is both necessary and modest. Necessary in the sense of helping clients know how to get started. And modest in the sense that the goal is for clients to be able to coach themselves after I leave.

 

The Work and The JobThe Work and The Job (May 2012)
We can change jobs readily; we change our work only with great effort. In the end our jobs are lines on a resume, while our work is our legacy, our epitaph.

 

I Am The 1% (Why Self-Coaching Matters)I Am The 1% (Why Self-Coaching Matters) (May 2012)
Effective self-coaching is the key to meaningful growth and development, whether you're working with an executive coach like me or simply reading websites like this in your spare time.

 

Brass Rings and Railroad Tracks (On Self-ValidationBrass Rings and Railroad Tracks (On Self-Validation) (June 2012)
The challenge before us is to rely less upon extrinsic rewards for validation and instead put greater faith in our own intrinsic worth and validate ourselves.

 

Risk Management (The Importance of Speaking Up)Risk Management (The Importance of Speaking Up) (June 2012)
This defense of speaking up shouldn't be read as a simplistic manifesto to just "speak our minds." If we want to influence others and affect the outcome of the discussion, we must speak up skillfully.

 

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