I can’t understand why people are frightened of new ideas. I’m frightened of the old ones. — John Cage —
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I can’t understand why people are frightened of new ideas. I’m frightened of the old ones. — John Cage —
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Imagining the future of executive coaching David B. Peterson, PhD
[email protected] october two zero, two zero one seven SioP LeaDiNG eDGe CoNSoRTiuM iNNoVaTioNS iN eXeCuTiVe CoaCHiNG MiNNeaPoLiS, MN
Copyright © 2020 David B. Peterson, PhD. All Rights Reserved.
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Imagining the future of executive coaching
Premortem: A structured process of “prospective hindsight” to surface risks and opportunities Imagine 5 years from now… • Coaches: Elite professionals in high demand -- the most valuable, highest-paid employees in the coolest, most successful organizations • EC: The most critical tool in organization’s tool-kit, driving adaptability, innovation, resilience, engagement, and growth
What did we do to make this happen? 4
Imagining the future of executive coaching
Premortem: A structured process of “prospective hindsight” to surface risks and opportunities Imagine 5 years from now… • EC: A failed fad – over-priced and under-delivered • Coaches: • Second-rate, self-serving consultants who promise to “achieve your dreams and highest potential” • A super-abundance of flakey coaches invulnerable to reality
What did we do – or not do – to make this happen?
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Good news or bad news?
The world is becoming more turbulent faster than most organizations are becoming more resilient. ― Gary Hamel ―
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Where I’m coming from: Executive Coaching 3.0
Imagining the future of executive coaching
What’s on the horizon for coaching? n Near-term:
Increased demand What’s driving that? Why is demand for coaching increasing significantly?
n Long-term?
Radical disruption 7
Where I’m coming from: Executive Coaching 3.0
Imagining the future of executive coaching
What’s on the horizon for coaching? n n
Near-term increased demand Long-term radical disruption
To thrive, coaches need to evolve – nOt bE cOmplAcEnt Stay ahead of accelerating change n Requires a new paradigm and perspective; not working harder or running faster n
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Where I’m coming from: Executive Coaching 3.0
Imagining the future of executive coaching:
What’s on the horizon for coaching? n n
Near-term increased demand Long-term radical disruption
To thrive, coaches need to evolve – nOt bE cOmplAcEnt n n
Stay ahead of accelerating change Requires a new paradigm and perspective; not working harder or running faster
My intention is positive: n
How do we make coaching exponentially better to increase value to coaches, leaders, organizations, world? 9
Pessimists can tell you what’s wrong with the world, but it’s the optimists who set out to change it. — Maria Popova — brainpickings.org
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Where I’m coming from: Executive Coaching 3.0
Imagining the future of executive coaching
If we don’t continually question ourselves and advance our practice, how can we remain effective at what we do and be compelling role models of transformational development?
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The future of coaching: 10 current trends | C. Goldsmith (2016)
Imagining the future of executive coaching
1. Coaching cascades through the organization
6. Organizations build internal coaching bench
2. More strategic goals – link to business strategy
7. Coaching centers of excellence emerge
3. Leaders are expected to coach
8. Coach mentoring and coaching supervision grows
4. Coaching skills training expands 5. “Coaching culture” becomes the new buzzword
9. Leaders experiment with ways of measuring the value of coaching 10. New technologies are changing the coaching experience 12
The future of coaching: Trends for 2020 and beyond | C. Goldsmith (2016)
Imagining the future of executive coaching
1. Everyone wants a coach
6. Coaching buyers know their stuff
2. Leaders have a coaching mindset
7. Team coaching
3. Coaches embrace consulting as advisors and thought partners
8. Big data drives coaching (group data at least)
4. Coaching credentials matter
9. Coaching becomes an employee benefit
5. External supervision becomes the norm
10. Low-cost approaches continue to expand
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The future of coaching: Trends for 2020 and beyond | C. Goldsmith (2016) 1. Everyone wants a coach
10. Low-cost approaches continue to expand
2. Leaders have a coaching mindset
Trends not mentioned
3. Coaches embrace consulting as advisors and thought partners
• Supplier networks
4. Coaching credentials matter 5. External supervision becomes the norm 6. Coaching buyers know their stuff 7. Team coaching 8. Big data drives coaching 9. Coaching becomes an employee benefit
Imagining the future of executive coaching
• Coach management systems • Emphasis on reducing costs, increasing value • Shifting needs of leaders, e.g., complexity, D&I, managing attention • Augmented coaching • Coach as talent concierge 14
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What new trends and emerging technologies will impact us in the next 5-10 years?
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Gigaom Change (2016) | The 7 most disruptive technologies
Disruption
1. Nanotechnology 2. Artificial intelligence 3. Robotics 4. Virtual reality 5. Cybersecurity 6. 3D printing 7. Human-machine interfaces
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Where I’m coming from | Key assumptions 1
2
Things are changing faster ➔ We need to learn faster and better ➔ We need to help leaders learn and adapt faster
Disruption More Disruption Playful disruption
Different kinds of things are changing, in different ways ➔ We need to learn different kinds of things faster, in different ways ➔ We need to help leaders adapt and innovate in new ways, faster 3
How do we navigate and thrive in face of: ➔ cmplxt ➔ dsrptn ➔ xpnntl chng ➔ mbgt ➔ chs ➔ trtfgrthsnt 18
No amount of sophistication is going to allay the fact that all your knowledge is about the past….
… and all your decisions are about the future. — Ian E. Wilson —
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Disruption
What do we know about disruption? Where have you seen people, companies, and industries disrupted? How did it happen? 20
Disruption
What will disrupt coaching? When? Why don’t we really believe it will happen to us? Why is it sO EAsY tO IgnOrE thE sIgnAls?
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Disruption
What will disrupt coaching? When? Why don’t we really believe it will happen to us? Why is it sO EAsY tO IgnOrE thE sIgnAls?
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The pattern of industry disruption is familiar: New competitors with new business models arrive; incumbents choose to ignore the new players or to flee to higher-margin activities; a disrupter whose product was once barely good enough achieves a level of quality acceptable to the broad middle of the market, undermining the position of longtime leaders and often causing the ”flip" to a new basis of competition.
Disruption
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— Clayton Christensen —
Internal drivers of disruption: Cheaper, better alternatives set the stage
Disruption
More coaches and alternative approaches u
Commoditization of coaching
u u
Organizations bring coaching in-house for scalability, confidentiality, organizational knowledge, etc. Coaching embedded in other roles: HR, manager, colleagues
u
Low-cost packaged coaching/training programs
More competitive marketplace u
Excess of proprietary models with little real differentiation
u
Efforts to band together and protect the field; certification
So many comfortable, happy, “pretty good”, complacent coaches u
“I love what I do. I love coaching smart, motivated people. They’re the best clients. They’re so easy to work with.” 24
What will disrupt us? External drivers of disruption
Disruption
Changing nature of leaders and leadership n Complexity, uncertainty, ambiguity, managing attention n Changing organizations n Changing nature of work
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What will disrupt us? External drivers of disruption
Disruption
Changing nature of leaders and leadership n n n
Complexity, uncertainty, ambiguity, managing attention Changing organizations Changing nature of work
Self-directed learning n Leaders learning how to learn n Instant access to resources, tools, apps
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What will disrupt us? External drivers of disruption
Disruption
Changing nature of leaders and leadership n Complexity, uncertainty, ambiguity, managing attention n Changing organizations n Changing nature of work Self-directed learning n Leaders learning how to learn n Instant access to resources, tools, apps
Technology n n n n n
Artificial intelligence (robots, avatars) VR/AR Tools and apps for learning and development Smart drugs Physiological monitoring and real-time feedback
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Exponential change
Diisruptiion
(Berman, Dorrier, & Hill, 2016)
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Looking back, 2002 | How many of these existed 15 years ago?
Uber iPhone YouTube Myspace Facebook Friendster Wikipedia Android phone Google search iPod mp3 player
Is this a trick question?
Twitter LinkedIn Apple iPad 3D printing Google Maps Nanotechnology World Wide Web Human genome mapped Mass-produced electric cars Roomba vacuum cleaning robot
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Looking back | 15 years ago? 1981 1985 1991 1996 1998 2001 2002 2003 2004 2005 2006 2007 2008 2010 2011
3D printing Nanotechnology World Wide Web EV1 – mass produced electric car Google search iPod mp3 player, Wikipedia
More than 15 years ago
Less than 15 years Friendster, Roomba vacuum cleaning robot, LinkedIn Myspace, Human genome map Facebook YouTube, Google Maps Twitter iPhone Less than 10 years Android phone, Tesla car (founded 2003) Apple iPad Uber
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No, wait, let me guess…
Fast Forward 2032 | 15 years from now
In the 2030s we are going to send nano-robots into the brain (via capillaries) that will provide full immersion virtual reality from within the nervous system and will connect our neocortex to the cloud. Just like we can wirelessly expand the power of our smartphones 10,000-fold in the cloud today, we'll be able to expand our neocortex in the cloud. -- Ray Kurzweil
Kurzweil has made more correct and documented technology predictions about the future than anyone: Of the 147 predictions he has made since the 1990s, 115 of them have been correct, and another 12 "essentially correct" (off by a year or two), giving his predictions a stunning 86% accuracy rate. Ray Kurzweil: "the ultimate thinking machine” -- Forbes. One of 16 "revolutionaries who made America,” – PBS. #8 among the "most fascinating" entrepreneurs in the US and "Edison's rightful heir” -- Inc. Magazine.
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Fast Forward 2032 | Diamandis’ view if Kurzweil is correct 1
Brain-to-Brain Communication
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Instant Knowledge
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Scalable Intelligence
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Living in Virtual World
Crazy Disruption…
Instantly shared thoughts and emotions
Maps, languages, science, math
1000x computational power
Bypass current sensory organs; directly to/from cortex
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Fast Forward, 2032 | Diamandis’ view if Kurzweil is correct 5
Extended Immune System Nanobots destroy pathogens, attack cancer, maintain healthy nutrient levels, repair damaged organs
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Downloadable Expertise
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Expanded, Searchable Memories Stored in the cloud, cross-referenced, contextual links: Where were my friends and what was the weather that day?
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Crazy Disruption…
Instantly streamable “Matrix modules”
A Higher-Order Existence Expanded palates for emotion, humor, creativity, individual expression, and uniqueness 33
Whoa!
Jeremy Howard TED talk “The wonderful and terrifying implications of computers that can learn.”
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Reflection | noiƚɔɘlʇɘЯ | Wait just a moment here!
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What does this mean for us??
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How do we even begin to make sense of this?
Reflection
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Coaching on the cusp of disruption | Drivers of disruption
Yes, more disruption…
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Self-directed learning: Learning agility, seeking feedback, reflection
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Coaching embedded in other roles: Friends, peers, managers, HR
3
Tools, apps, bots, VR/AR, gaming for learning and development
4
Performance-enhancing drugs
5
Physiological monitoring and real-time feedback: Bio-metrics, nanotechnology, wearables, insertables (wareable.com)
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Artificial intelligence
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Changing nature of leadership
36 Copyright © 2017 David B. Peterson, PhD. All Rights Reserved.
Coaching on the cusp of disruption | Drivers of disruption 1 2 3 4 5
Yes, more disruption…
Self-directed learning: Learning agility, seeking feedback, reflection
In what ways are these alternatives Tools, apps, bots, VR/AR, gaming for learning and development better than Performance-enhancing drugs professional Physiological monitoring and real-time feedback: Bio-metrics, coaching?
nanotechnology, wearables, insertables (wareable.com)
Coaching embedded in other roles: Friends, peers, managers, HR
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Artificial intelligence
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Changing nature of leadership
37 Copyright © 2017 David B. Peterson, PhD. All Rights Reserved.
What can be done faster, better, cheaper than coaching through:
Dsrptn
Automating routine tasks • Reminders and prompts, questions for reflection, tracking and measuring progress, inspiring quotes Technology and artificial intelligence • Biometrics, bio-monitoring and real-time feedback • Gaming – turn goals into social quests (SuperBetter, McGonigal, 2015) Self-directed learning – teaching people to develop themselves • Reflection and self-awareness, learning mindset, experiments, stretch assignments, seeking feedback, peer guidance and advice, development planning, journaling How can coaches adopt and incorporate new tools and methods faster than the pace of change?
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Exponential change
D!srupt!on
(Berman, Dorrier, & Hill, 2016)
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Exponential
(Berman, Dorrier, & Hill, 2016; Sysiak, 2016) 40
Disrrrrrupt
Aggressively seek disruptive experiences
Do one thing every day that scares you. ― Eleanor Roosevelt ―
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Chill
Success in VUCA environments requires a radically different approach
The new reality
u In
stable environments, success comes from optimizing performance around current needs
u In
VUCA environments, sustainable success requires sub-optimizing current performance and investing in robust strategies that enhance flexibility and adaptability to enhance future performance.
u Seek u Key n n n
experience with DNA of VUCA: Diversity, Novelty, Adversity
dilemma: Making the tough choices
Sub-optimizing the parts to optimize the whole Managing short-term/long-term tradeoffs Disrupppppting – Proactively question and let go of what worked in the past Copyright © 2017 David B. Peterson, PhD. All Rights Reserved.
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Practice disruption!
Aggressively seek opportunities to experiment in VUCA environments, or to make yourself uncomfortable in your regular environment. Suboptimize current performance to invest in adaptability for future performance. — David B. Peterson — October 20, 2017 “Imagining the future of executive coaching” SIOP LEC, Minneapolis 44
Developing coaching maturity
The new reality
(Clutterbuck, 2010)
u
Seek wide exposure to different philosophies and perspectives of coaching and related disciplines
u
Frequently try out new ideas in coaching, with clients as partners in learning
u
Individual and collective reflection on those experiments, engaging clients and colleagues in thinking about how tools work in practice
u
Cultivate deep honesty about our own motivation in learning and about how and why we select new areas of knowledge to explore 45
D_________
If we are to better the future we must disturb the present. ― Catherine Booth ―
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Reflection
Reflection Calendar | Daily (1 min)
What new thing did I do today? What did I learn? What will I do differently tomorrow?
Weekly (5 min)
What real progress did I make last week? What do I need to focus on next week?
Monthly (10min)
How am I doing on my learning objectives? What do I need to keep growing? How will I get meaningful feedback?
Quarterly (15min)
What can I do to manage my development more effectively? What is most important for me to develop going forward?
Annually (1 hr)
Am I living my life the way I want to? Am I on a path to become the person I truly want to be? Where do I want to be a year from now and how do I get there? How do I make sure I’m not missing something important?
Triennially (Deep thinking): Is it time to disrupt and reinvent yourself? Decadely (One day): Who do I want to be? What values do I want to live by? How do I connect to my deepest mission and purpose? What do I need in the next 5 years to accomplish what matters most? Periodically
What have I done lately to become a better person? When is my next opportunity to act with compassion and love? 7PathsForward.com (Peterson, 2010) Copyright © 2012 David B. Peterson, PhD. All Rights Reserved.
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“Eight principles of exponential leadership” #5. Establish feedback loops • Systems so anyone can give feedback to anyone • Simple: “Continue doing X” and “Consider changing X to make it better” • Ask: “What is the one thing that is true that you think I don’t want to hear?”
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The future of coaching | 7 Paths Forward 1
Stay ahead of the market: Solve for clients most complex, difficult, changing needs
2
Get serious about true professionalism (Maister, 1997): Clients first
3
Cultivate deep insight and expertise in the art, science, and mechanisms of accelerating development
4
Transform transformational development
5
Embrace and leverage emerging technologies
6
Be role models of innovation and adaptability: Commit to reinvention or fast followership
7
______ ____ ___ ____.
Copyright © 2017 David B. Peterson, PhD. All Rights Reserved.
7PathsForward.com.
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Premortem postmortem
The future of coaching | 7 Paths Forward 1
Stay ahead of the market: Solve for clients most complex, difficult, changing needs
2
Get serious about true professionalism (Maister, 1997): Clients first
3
Cultivate deep insight and expertise in the art, science, and mechanisms of accelerating development
4
Transform transformational development
5
Embrace and leverage emerging technologies
6
Be role models of innovation and adaptability: Commit to reinvention or fast followership
7
Create your own path.
Copyright © 2017 David B. Peterson, PhD. All Rights Reserved.
www.7pathsforward.com.
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Vertical development
The future of coaching | 7 Paths Forward 1
Stay ahead of the market: Solve for clients most complex, difficult, changing needs
2
Get serious about true professionalism (Maister, 1997): Clients first
3
Cultivate deep insight and expertise in the art, science, and mechanisms of accelerating development
4
Transform transformational development
5
Embrace and leverage emerging technologies
6
Be role models of innovation and adaptability: Commit to reinvention or fast followership
7
Create your own path.
Copyright © 2017 David B. Peterson, PhD. All Rights Reserved.
www.7pathsforward.com.
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Vertical development: Three major transformations What gradually happens is not just a linear accretion of more and more that one can look at or think about, but a qualitative shift in the very shape of the window or lens through which one looks at the world. -- Robert Kegan, Harvard developmental psychologist
Seriously? Time??? This is what I’m talking about….
And the trouble is, if you don’t risk anything, you risk even more. — Erica Jong —
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Are you brave enough?
First, you have to have fun. Second, you have to put love where your labour is. Third, you have to go in the opposite direction to everyone else. — Anita Roddick— 55
Reflection
What can we do to get ready now? Where will we disrupt ourselves? 56
Act!on
Your assignment
7. _____ ____ ___ ____. ____ ___. 57
Act!on
Your assignment
7. Create your own path. Start now. 58
Appendix
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Reflection calendar | ɿɒbnɘlɒɔ noiƚɔɘlʇɘЯ 1. Daily (1 min.) What new thing did I do today? What worked well? What didn’t? What did I learn? What one thing will I do differently tomorrow? 2. Weekly (2 min.) What progress did I make last week? Am I satisfied? What do I need to focus on next week? 3. Monthly (5 min.) How am I doing on my development? What do I need to do to keep growing? How will I get meaningful feedback? 12 7pathsforward.com
Google Confidential & Proprietary
Reflection calendar | ɿɒbnɘlɒɔ noiƚɔɘlʇɘЯ 1. 2. 3.
Daily (1 min.) Weekly (2 min.) Monthly (5 min.)
4. Quarterly (15 min.) Given my key priorities for the quarter, what capabilities should I be developing? Where am I making excuses for something I need to take personal responsibility for? What do I need to change to manage my personal/professional development more effectively? 5. Annually (One hour) Who do I want to be? What values do I want to live by? What inspires me and fuels my passions? Am I living my life the way I want to? Where do I stand relative to what truly matters? Am I on the best path to become the person I truly want to be? Where do I want to be a year from now and how do I get there? 12 7pathsforward.com
Google Confidential & Proprietary
Reflection calendar | ɿɒbnɘlɒɔ noiƚɔɘlʇɘЯ 1. 2. 3. 4. 5.
Daily (1 min.) Weekly (2 min.) Monthly (5 min.) Quarterly (15 min.) Annually (One hour)
6. Triennially (Deep thinking): Disrupt or be disrupted Given what I care about most deeply, what are the critical opportunities to capitalize on that will require me to pivot? Am I serious or just kidding myself? Where am I at greatest risk? What am I holding on to that I need to let go of? Where am I most afraid of taking decisive action? What’s the bold move I know in my heart I need to make? 7. Decadely or quinquennially (One day every 5-10 years) How do I connect to my deepest mission and purpose? What do I need to invest over the next 3-5 years to accomplish what matters most? What am I doing to renew/reinvigorate/reinvent myself and my life? 12 7pathsforward.com
Google Confidential & Proprietary
Reflection calendar | ɿɒbnɘlɒɔ noiƚɔɘlʇɘЯ 1. 2. 3. 4. 5. 6. 7.
Daily (1 min.) Weekly (2 min.) Monthly (5 min.) Quarterly (15 min.) Annually (One hour) Triennially (Deep thinking) Decadely or quinquennially (One day)
8. Periodically (Anytime you’re in a reflective mood) What have I done lately to become a better person? What have I done to bring joy to someone’s life today? When is my next opportunity to act with compassion and love? What else should I be asking myself and reflecting on? go/reflection-calendar
12 7pathsforward.com
Google Confidential & Proprietary
Reflection | Four directions Look inward Who do I want to be? What am I trying to accomplish? What principles and values matter most to me? Look outward What does it take to be successful? What matters to others? How do others see me? Look back What new things have I tried? What worked? What didn’t? What have I learned so far? Look forward What will I do differently? What do I need to do to keep learning? How will I periodically disrupt myself so I don’t become stale?
12 7pathsforward.com
Google Confidential & Proprietary
Three exponential technologies | That Kurzweil predicts will define our future (McShane & Dorrier, 2016)
1
Genetics – reprogram our own biology
2
Nanotechnology – manipulate matter at molecular/atomic scale
3
Robotics and artificial intelligence – greater-than-human intelligence 65
Reinventing Executive Coaching You have to train yourself to look in the places that you don’t understand. Because that’s where the problem is likely to be. — Phil Schultz, HP GM, August, 2001 —
We must dare to think unthinkable thoughts. We must learn to explore all the options and possibilities that confront us in a complex and rapidly changing world. We must learn to welcome and not to fear the voices of dissent. We must dare to think about unthinkable things because when things become unthinkable, thinking stops and action becomes mindless. — J. William Fulbright — 66
Third generation coaching: Narrative-collaborative coaching (Stelter, 2014)
Three generations 1. Problem – Goal perspective 2. Solution – Future perspective 3. Reflective – Collaborative perspective n n n
Intentionality - Collaborative process of meaning making based on experience and reflection Discuss values and identity Deconstruction - Give space to the unfolding of narratives
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Core approach to vertical development 1. Create Heat Experiences: Complex situations that disrupt and challenge leader’s habitual ways of thinking. 2. Catalyze Colliding Perspectives: Expose leaders to different worldviews, perspectives and opinions that challenge his/her mental model and increases the number of perspectives s/he takes. 3. Cultivate Elevated Sensemaking: Leverage a process or coaching to help the leader make sense out of these new perspectives and experiences. Outcome: Stabilization of a more
Key tools and approaches to vertical development
Is there a right order?
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