How do you coach or mentor others to develop their collaborative leadership potential?

Curiosity is the key! Ask for examples and seek understanding. What were they trying to accomplish, ask questions, get behind the deeper meaning, show interest by actively listening and asking never layer of questions to get to know their motivations, ask about their thoughts, what they found, what they did with information, etc...you’ll be surprised at what potential people may reveal or what red flags you may want to avoid.

Assessing the readiness of individuals to learn and grow as collaborative leaders is crucial before initiating coaching or mentoring. Utilizing tools such as the Collaborative Leadership Self-Assessment (CLSA) can provide valuable insights. By evaluating dimensions like vision, relationships, innovation, and execution, one can pinpoint strengths and areas needing improvement. Additionally, encouraging self-reflection on current challenges and goals related to collaboration skills enhances awareness. This comprehensive approach ensures tailored coaching, fostering a more effective and fruitful collaborative leadership journey.

Some ways to get started are to create a genuine safe environment that promotes trust. From there, you can offer collaborative points by telling about your own experiences and refrain from judgmental remarks. Ask for input, listen to listen to what is being spoken and always offer support if or when asked.

As any leader, we must assess what our mission and vision are for ourselves and to set our own set of core values to live by. Becoming a collaborative leader means setting aside yourself to look at the bigger picture, it is to realize that not everyone is exactly like you or they think as you do. Take those perspectives and putting them together to accomplish a common goal. For any leader, we have varying styles when it comes to leadership, however, every team has dynamics where we have members that we might not know as well or have a different understanding of achievement. As leaders, we must face adversity and challenge ourselves and others in order to keep accountability in order to succeed as a team. Set aside pride, start learning.

Lorsque je suis contactée par un prospect pour une demande d'accompagnement en coaching, je lui accorde un entretien exploratoire, essentiel pour les deux parties. Pour le prospect, il s'agit notamment : - d'exprimer ses besoins et attentes, - s'assurer qu'il se sent en confiance, ... De son côté, le coach met à profit cet entretien pour vérifier si : - la personne est volontaire pour s'engager dans la démarche, notamment s'il s'agit d'un coaching prescrit par son supérieur, - la demande d'accompagnement est bien en lien avec son champ de compétences et est réaliste au regard des moyens que le prospect est prêt à mobiliser, - de quelles ressources internes et externes la personne dispose pour la soutenir dans sa démarche.

You can be a model for others. Show your results and back them up with receipts. When others see the successes associated with a collaborative approach, they will understand the importance of adopting it.

Clear expectations and setting respectful and ethical boundaries are key when it comes to an effective coach/coachee relationship. As a coach, you are there to provide a safe, yet challenging environment and this starts with agreeing boundaries and behaviours.

Leadership is a journey of constant learning and adaptation. In mentoring, setting clear, actionable expectations is foundational. It's about guiding others to harness their unique strengths, fostering a culture where collaboration thrives. Personal experience has taught me the power of empathy and strategic thinking in leadership. Encouraging reflective practice and resilience transforms challenges into opportunities for growth. This approach not only cultivates leaders who are adept at navigating change but also inspires a collective vision, driving innovation and success in our interconnected world.

Active listening is not just hearing what they say. It’s understanding what they mean. It’s showing them that you care. It’s making them feel heard, valued, and respected. You also need to use powerful questions. These are questions that make them think. Questions that challenge their assumptions, beliefs, and actions. Questions that spark curiosity, creativity, and learning. Questions that open up new possibilities and perspectives. They start with words like what, how, why, when, where, who, and which. They are curious, meaning they show genuine interest and empathy. They are not leading, judging, or suggesting. They are challenging, meaning they push them out of their comfort zone and invite them to explore new territory.

Listening with 100% attention is must. or else mentee may get impression of insincerity. So, it is important to ensure that you are able to give exclusive dedicated undivided attention to the person during interaction. Note that It is as per experience

L'écoute active constitue un outil essentiel du coach. Cette posture d'écoute est souvent assimilée à l'art de : - créer un espace inconditionnel, - poser des questions ciblées, - repérer les biais cognitifs qui sont à l'oeuvre, - ou encore, comprendre finement la problématique exposée par le client pour l'aider à cheminer autrement. Bien étendu, faire preuve de ses qualités est fondamental. Pour ma part, je dirais qu'offrir une écoute active de qualité, c'est bien plus que cela. C'est être en capacité de : - ressentir ce qui se joue au niveau émotionnel pour le client et dans le champ de la relation, - repérer et décrypter les signaux faibles, - prendre en compte le champ du non-verbal, - être attentif à la résonance somatique.

As a 3D Artist and Interior Design Consultant, my coaching approach centers on guiding individuals to discover their solutions and learn through experiences. Encouraging collaboration with diverse perspectives both within and outside their team fosters holistic growth. Introducing tools like stakeholder mapping, brainstorming, prototyping, and decision-making techniques equips them with valuable skills. Celebrating both successes and failures is crucial, providing opportunities for reflection. By emphasizing learning outcomes and identifying next steps, I empower mentees to navigate their collaborative leadership journeys effectively and autonomously.

L'une des principales vertus du coaching réside dans le fait qu'il revêt une dimension expérientielle. Le coach soutient la démarche de changement en encourageant son client à tester de nouvelles postures et façons d'interagir. Les sessions sont notamment mises à profit pour explorer les freins au changement, susciter des prises de conscience, propices à la mise en mouvement du client. Afin d'ancrer les apprentissages réalisés en séance, il est essentiel que le client dispose d'un espace d'expérimentation et s'y emploie de façon assidue durant les intersessions pour maintenir une dynamique de transformation. Le coach veillera à encourager son client à définir, à la fin de chaque séance, un plan d'actions.

The most powerful learning occurs when a coachee identifies their own solutions to the challenges they are facing, and a great coach facilitates this with their questions and support. This ensures that the solutions they put into action are sustainable and authentic, with a much greater chance of success than if they had been told what to do.

As a collaboration coach and facilitator I operate on the simple approach that I am a guide, not a hero. I do not have all the answers. Every leader, company, team, and employee is different with huge numbers of variables to consider in how best to improve collaboration. Whilst I offer ideas and methods that leaders can potentially use, I focus on asking them questions and guiding them through thinking about how they might improve collaboration in their specific set of circumstances.

As a 3D Artist and Interior Design Consultant, leading by example is fundamental in mentoring aspiring collaborative leaders. Demonstrating the principles firsthand is key. By showcasing the creation of shared visions, building trust, enhancing communication, fostering innovation, and executing projects effectively, I provide tangible examples of collaborative leadership in action. Sharing my own challenges and lessons learned humanizes the process, illustrating that setbacks are opportunities for growth. Through this approach, I inspire others, instilling confidence and competence in them as they embark on their collaborative leadership journeys.

An executive must be skilled at navigating the seven C’s of collaboration. 1. Culturally supported by the enterprise. 2. Cooperative mindsets. 3. Competent Collaborators. 4. Clear and Candid Communication. 5. Coordinated work systems and structures. 6. Common purposes agreed upon. 7. Completely resourced. Other considerations are a rejection of a leader-centric command and control expectation for participants and a commitment to avoid internal group competition. Joseph C. Rost, Ph.D., who is perhaps the father of collaborative leadership, defined it as “an influence relationship among collaborators who intend real changes that reflect their mutual purposes.”

When coaching or mentoring others to develop their collaborative leadership skills, my favorite tip is something that I've carried with me for most of my career. I learned early on that you have to be devoted to your desired outcome. So devoted that you are willing to except responsibility for the strength of the personal connection with each and every team or project member. If something within the dynamic of a collaborative effort is not working, assume it is you. If the goal of the collaboration is clear, then any remaining roadblocks are very likely due to interpersonal dynamics. Collaborative leaders must put in the time to connect with each team or project member on a personal level. They are people first, collaborators second.

Elevate collaborative leadership through "Radical Empathy." Encourage leaders to delve beyond understanding team members' roles and challenges, to truly grasp their aspirations, fears, and unique perspectives. By fostering a culture of deep empathy, leaders can establish profound connections, unlocking the full potential of diverse talents. Additionally, promote "Generative Dialogues." Encourage leaders to facilitate open discussions where team members actively contribute ideas and build upon each other's thoughts. This not only harnesses collective intelligence but also instills a sense of ownership, creating a collaborative leadership ecosystem that thrives on shared innovation and unified goals.

Sharing power in a collaborative leadership space helps not only the mentee but the mentor too. When mentoring it’s important to share experiences authentically so that mentees can be empowered to walk their talk. It helps to boost confidence & enable mentees to commit to their goal setting with a conviction & passion which enables them to reap the benefits of success & credibility when they achieve their desired outcomes. It brings a sense of fulfilment to the mentee, instils confidence in development & also self-reflective learning. As a mentor there is something truly special & satisfying about the undeniable joy & fulfilment this will bring to you when giving back to the next generation as part of your own purposeful journey in life.