Self Directed Learning Modules
Three self-directed learning modules are available to assist Leaders in building the skills needed to drive organizational change. The focus of these modules is on Transformational Leadership, the kind of leadership that creates the conditions for learning and self-organization to occur. The triad of modules is designed to provide the participant with the insight and skill to build meaningful and productive relationships, bring clarity and focus to your own actions and the actions of others, and create information-rich learning environments and cultures that embrace and value creativity and change.

All three of these modules are best used in conjunction with a peer coach. This peer coaching relationship helps increase the commitment, the challenge and the relevancy of the material and activities. Each module also contains a number of job aids to assist in bringing new skills and practices into the day-to-day behavior of the participant. The Personal Best Coaching module also contains a self-assessment and feedback instrument that will provide some real-world feedback on key coaching behaviors. Completing each module will require approximately 16 hours of the participants time over the course of a 3-4 week period.
Creating Identity:
The Key to High Performance in the Age of Chaos
This first module focuses on the leader's role in articulating a compelling vision of the future and connecting this to a driving purpose that everyone in the organization can find meaning in. In addition, the module focuses on the actions needed to identify and implement creative strategies that move the members of the organization towards that vision.

This module includes the following:

A. Introduction
a. Purpose, Process, Expectations
b. Peer Coaching Relationships

B. Foundation
a. Desired Outcomes
b. What is Identity?
c. High Performance Model
d. Changing Who We Are
e. Leadership Lessons
f. Movement With Purpose
g. Peer Coaching Meeting

C. Self Assessment
a. Values Clarification and Feedback
b. Skills Inventory
c. Personal Style
d. Future Vision
e. Peer Coaching Meeting

D. Vision
a. Picture of the Future
b. Leaving a Legacy
c. Creating a Vision
d. Memories of the Future
e. Peer Coaching Meeting

E. Mission and Major Goals
a. Seeds of a Mission
b. Creating a Mission Statement
c. Major Goals
d. A Profound Life
e. Strategy and Action Worksheet
f. Peer Coach Meeting

F. Leading Through Identity
a. High Performance Teams Model
b. Question the Answer
c. Alignment
d. Reflection
e. 90-Day Action Plan
f. Peer Coach Discussion

Movement with Purpose
Phil Jackson coached the six-time champion Chicago Bulls, a team many experts have identified as the greatest of all time. In his book "Sacred Hoops", Phil shed some light on his methods, philosophies and principles for success.

Having great players was not enough - the great players needed to be proficient at implementing a system for success. One key to the system that Phil Jackson taught was the concept of "Movement with Purpose." Simply stated, this key principal dictated that all player movement was done within the context of a larger team Identity and with full knowledge of how even the smallest movement might impact the team as a whole. Understanding how to move on the court and why this was critical to team success was a prerequisite to play on the team.

For many players this was a brand new concept. Most were familiar with the idea of running "plays", which called for some coordination of movement from some players at certain times. The idea of moving with purpose every second on the court helped create a system that maximized every individual talent on the team. When the team played particularly well, Phil would say they played with "purposeful abandon." Phil took this system and approach to the Los Angeles franchise and it produced three world championships in a row using the same cast of players that had failed for several years prior to his arrival.
Leading for Innovation: The Speed of Darkness
This module focuses on the tools, techniques and methodologies that create high-commitment and high-innovation teams and environments. The module includes a wide variety of tactical approaches to release creative energy on the team, as well as the leadership methods that can help drive this creativity towards operational excellence and improvement.

The module includes the following:

A. Process Overview
a. Purpose, Expectations and Process
b. Peer Coaching Relationships
c. Vision of the Future
d. Self Assessment

B. Foundation
a. Creative Thinking Model
b. Metaphors and Analogies
c. Pinecones and Purpose Activity

C. Seeing in a Creative Way
a. Shifting Perspective
b. Change and Innovation
c. Exercising Your Beginner's Mind

D. Thinking in a Creative Way
a. Reversing Assumptions
b. New Strategies and Possibilities
c. Opportunities on the Edge

E. Acting in a Creative Way
a. Assessing Strategic Advantage
b. Building Support
c. Taking Bold Action

F. Leading for Innovation
a. Building an Innovation Culture
b. Three Leadership Challenges
c. Leading Innovation Teams
d. Reflection and Feedback

A Lesson at Light Speed
We know that light travels at about 186,000 miles per second. But one evening while looking at the stars with my 5-year old daughter, she asked me what travels faster, the speed of light or the speed of darkness?

Often times, creativity comes from our ability to reframe questions and shift perspective, just like my daughter did. For instance, what new insights about creativity emerge by considering the speed of darkness instead of the speed of light? Physicists tell us that light moves, darkness does not. Darkness happens after light leaves, so darkness, without even moving, happens at just under the speed of light. Perhaps the real question is not how fast something can travel, but how fast something can happen.

Now, the link back to creative thought - reframing the question. If light leaving causes darkness to happen at light speed, what might cause creativity to happen at light speed? Maybe creativity happens at "the speed of light" when you move (hold meetings, gather data, take action, ask questions), and creativity also happens at "the speed of darkness" when you don't move (meditate, listen, reflect, use a journal). Understanding and using both speeds is ultimately the key to creativity, and learning to reframe questions will increase your speed, in darkness and in light.
Personal Best Coaching: The Silent Whistle
This learning module focuses on the behavior and skills needed to build productive relationships that are based on mutual trust and respect, which leads to meaningful interaction and high performance. The module includes case studies that help highlight coaching behaviors that lead to growth and transformation, as well as coaching behaviors that tend to limit and stifle individual commitment and creativity.

This module includes the following:

A. Foundation for Coaching
a. Purpose, Expectations and Process
b. Peer Coach Relationships
c. Vision of the Future
d. Feedback Survey

B. Analysis
a. Case Study Review and Feedback
b. Role Play Coaching Scenarios
c. Peer Coach Discussion
d. Job Aid

C. Feedback and Assessment
a. Feedback Review
b. Peer Coach Discussion
c. Goal Setting

D. Conceptual Review
a. Coaching Model
b. Case Study Review and Feedback
c. Discovery Learning Practice

E. Practice and Application
a. Application Plan Development
b. Peer Coach Practice with Feedback
c. Real World Implementation and Reflection

F. Application and Assessment
a. Planning for Application
b. Application and Peer Coach Feedback
c. Reflective Learning

Herb the Handyman
Herb was a fantastic coach, because to be effective all he had to do was be himself. Helping others see themselves came naturally to him. It was this relaxed and genuine caring that other people responded to.

Herb was a small town handyman and could fix just about anything, or attempt to. His main skills were in carpentry and in bricklaying. The main thing customers liked about Herb was his ability to make them feel comfortable and at ease, and he did this by somehow making any topic fair game for discussion. While his helpers did the work, Herb would sit in the kitchen and drink coffee with the customer, talking through issues around work, relationships, parenting, health, or whatever was on their mind. When the work was done, Herb would collect the fee and move on to the next call.

Once while working with Herb I noticed he had a system of writing customer work requests on little pieces of paper. He would invariably lose the papers and we wouldn't know who had called. He always said they would call back. I once asked him why he didn't just solve this problem once and for all and get organized. Herb said, "My customers like me because I really pay attention to what they are saying and feeling. I don't let the details get in the way. It is my greatest strength and my greatest weakness."

Reflection Question:
Describe your greatest strength as a coach? How does this strength sometimes becomes its own weakness? Provide an example.