The Bailey Group

“Our leader training isn’t working!” I’ve heard this complaint from a number of HR leaders recently. When asked what they are training their leaders on, it’s almost always new behaviors. Training is necessary, but it is also usually insufficient in developing new leader behaviors. What we at The Bailey Group have found that is needed is the following: -  Awareness: The place to start to understand specific gaps and strengths -  Knowledge: The appropriate place for training – learning what, how, and why -  Practice: With rapid feedback, to unwind old habits/mindsets and develop competence -  Behavior: Applying conscious practice in the real world -  Habit: With enough repetition, it becomes routine, even automatic -  Culture: With enough leaders behaving consistently, you can shift your culture It’s not always this linear, of course, but this model resonates with why many who struggle with training don’t see long-term behavior changes in their leaders. And this is what I love about coaching: how it takes what the leader knows they need to be doing and supports a practical, in-the-work, rapid learning cycle with supportive accountability that leads to sustainable behavior change. And when organizations recognize they need to do some major leveling up of many leaders, we’ve been scaling this into award-winning cohort leader development programs that can transform organizations. Check out the link in the comments that explains more about these innovative cohort programs. #leadershipdevelopment #executivecoaching #behaviorchange

The DoDO Verdict Have you ever heard of the DoDo Verdict? It suggests that “no single therapeutic modality consistently outperforms the others in achieving general therapeutic outcomes such as reducing anxiety, depression, or overall distress…This highlights the importance of shared, general factors over specific techniques or theoretical orientations in determining psychotherapy outcomes.”¹ The shared, general factors or techniques are shown in the image at the end of this posting. Specifically, the key factors include: ·      Quality of the therapeutic relationship ·      The development of a shared understanding between therapist and client of the client’s problems ·      The implementation of interventions that promote adaptive living. All the above seems to me highly relevant to coaching. Great coaching requires: ·      A relationship between coach and client characterized by deep trust, mutual high regard, the coach’s ability to demonstrate authentic caring for the client, and a sort of friendship with appropriate therapeutic boundaries. ·      Using professional assessment and experience to define specific, measurable, and relevant development goals for the client that she buys into and believes will help to improve her leadership effectiveness. ·      Implementing (with the client) a set of tools to support the client in achieving her development goals. I believe the DoDo verdict can provide a roadmap for coaches to understand what is required to be truly helpful to clients. Would you agree? ¹ The Common Core of Psychotherapy, Gregg Henriques, Published in Unified Theory of Knowledge, September 2024

Oh what a night at our 2024 Awards & Recognition event! Together we celebrated the power and impact of coaching and recognized those who serve our community and bring coaching to life in their organizations. We were honored to recognize Ann Houser, ACC, MSIR, SPHR, GPHR as this year’s Gaston Award recipient. Ann is not only an incredible coach herself, but also has championed coaching throughout her career at Medtronic and The Bailey Group, and given back to the community by serving on the board of ICF Minnesota for 5 years, including as President. Thank you, Ann, for your service and contribution. We also celebrated U.S. Compliance (Environmental, Health & Safety Consulting) and Braun Intertec Corporation as the recipients of the PRISM Award which recognizes organizations who have created excellence and enhanced effectiveness through their commitment to and utilization of coaching as a part of their leadership strategy. Both companies exemplify what it means to invest in and care for your people, specifically through coaching and leadership development, and the impact on their people and business results prove it’s all worth it. Thank you to everyone involved in this wonderful event and congratulations to all of our recipients! Photo credit: Angela Divine Knox Representing U.S. Compliance at the event were: Amanda Caspers, SHRM-CP, Sr. Director of People & Culture Michelle Tessmer, CESCO, Director of EHS Strategy Kevin Weaver, DBA, CHMM, CEA, REM, VP of EHS Strategy Casey Adams, CFO External coaches and leadership supporters, Wayne Serie and Jodi Weinzetl Representing Braun Intertec were: Amy Weaver Scott Poellinger Tim Lenway Rob Chvatal Mark Keefer Mary Canino Karen Failes-Coad, PCC, Holly O'Hanlon, PCC, NBC-HWC, Steve Ryan, PCC, Victor Thompson, Jim Willenbring, CPCC, PCC, Alexa Crawford-Packett, Kim Cavalcante, Ivette Herrera, Bethany Kurbis, Betsy Van Hecke, Stephanie Elliston, CPC, Tim Rethlake, Todd A Fonseca MS, ACC