Teresa Hauck, MEd HROD, Prosciᵀᴹ, CCMPᵀᴹ, CTBME®, ITIL4®

Coaching has always been woven into my work—meeting professionals and teams where they are through training, development, facilitation, and leveraging workplace assessment tools to bridge business operations and people. Several years ago, Craig Wiley graciously took a call from me (a random person intrigued by his work) as I explored “what’s next” and how to position myself for new career opportunities, given the interconnected threads of my work in people, education, and business. I first learned about the International Coaching Federation (ICF) during that conversation with Craig. The seed was planted, but the timing wasn’t quite right for me. As the coaching field grew, so did my curiosity—not because I wanted to be a full-time coach (it was never part of my formal job title, which we often tie our identities to), but because I wanted to understand what made coaching distinct. What are the standards? How is coaching different from advising, training, consulting, and the other roles I’ve experienced? As I began to wear the “coach” hat more frequently in my work, I realized the importance of aligning with a global coaching standard. Sure, coaches have different styles and areas of focus, but once again, I asked: What is the standard for coaching? That’s when I decided to nurture the seed Craig planted (thank you!) and became a member of ICF, which is recognized globally for setting the bar in coaching ethics, competencies, and development. Given the many uses and perceptions of “coach,” I decided to move beyond professional certifications and formally pursue my ICF credential. After months of training, mentorship, tracking client coaching hours, completing the application process, and sitting for the mental challenge of a three-hour exam, I’m proud to share—objective complete! I sincerely appreciate those I’ve crossed paths with as peers or mentors—Amy Berenson Mallow, JD, ACC, CPC, CELC—thank you for being my phone-a-friend along the way! To those who’ve engaged with me as a training facilitator, consultant, or coach—whether in the past, today, or in the future—I’m grateful for the opportunity. Here’s to what’s yet to come and which hat I’ll be wearing when we meet! #CareerJourney #LeadershipDevelopment #ICF #CoachingExcellence

20

13 Comments

Effectively Communicate Your DEI Strategic Plan in 6 Simple Steps  (Series: Strategic Planning Tools for Effective Culture Change) by Anita Jack-Davies, PhD May 13, 2024 As you embark on your DEI strategic planning journey, you must literally go tell it to the mountain! This week, we turn to the role that you and your Comms team play in getting the message out about your project. 1.Create a high level Comms plan Meet with your Comms team to create a high level plan. If your organization/firm does not have a Comms department, take the lead by collaborating with leaders and project managers to develop the plan. As you develop your plan, answer the following questions: a.What is the purpose of this project? b.What are 1-3 main goals this project hopes to achieve? It’s important for all Comms messaging to be aligned with project goals and for messaging to repeat these objectives throughout the project for clarity of vision. 2.Identify your audience At the outset, identify your target audiences. Messaging ought to be modified to appeal to different audiences as well. For example, are you asking HR leads to communicate project details to their teams? Depending on your audience, the tone of your message changes. 3.Craft key messaging for different phases of the project  Develop a series of massages for different phases of the project. For example, your messaging for project launch will be slightly different from updates or reminder messaging. Be sure to clearly state what you need your audience to do or know with each message and to provide a clear CTA (call to action). 4.Determine How and How Often Your Comms schedule will identify the various ways in which your messaging will be communicated, including in-person meetings, via Zoom, email, etc. Creating a scheduled timeline for sending messages at different phases of the project is critical. After launch, you may also need to modify your timeline, which ensures that all stakeholders are on the same page. 5. Define Roles: Who Will Send What?  While you may be responsible for some messaging for the project, there may be times when it’s more important for your CEO or Chief Talent Officer to relay certain messages. For example, you could work with your CEO’s office by sending along a draft message, providing time to ask questions or to discuss concerns that may arise. 6.Launch & Measure After project launch, especially for larger projects, measure which channels were most effective in communicating your message. For example, you may be able to gauge uptick from a particular email or attendance at an open Q&A meeting about the project. Communications is a major driver for any project, and is even more pronounced for DEI projects where leaders and employees are asked to take on specific roles and responsibilities that may be new to them. Let me know if you found these steps helpful. I would love to hear from you. #strategy #inclusion #belonging #diversity #communications #change

1

We are putting the finishing touches on some great new Prosci research on “Elevating Executive Engagement.” The full report has four sections: characteristics for effective #executive engagement; strategies for maximizing executive support; navigating engagement throughout the change lifecycle; and cultivating robust practitioner-sponsor relationships. This short video clip presents a sneak peek at the top six recommendations from the research for more effectively positioning the #value of #ChangeManagement with leaders. 1): Align with strategic goals: Map your deliverables and outcomes to strategic objectives. 2): Quantify financial impact: Translate change management benefits into financial metrics like cost savings, productivity gains, or revenue growth. 3) Leverage storytelling: Use case studies and real-world examples to illustrate the tangible impact. 4) Visualize data: Present data in an engaging, visual format that clearly communicates the #ROI on the initiatives. 5) Emphasize risk mitigation: Position change management as a crucial risk mitigation strategy for reducing the potential costs and consequences of poorly managed change. 6) Speak their language: Use business-oriented language focusing on outcomes and their priorities. 

60

16 Comments