Section One: Leading with Insight

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Chapter 2 defines the space for coaching. The four-quadrant

Leading with InsightTM model is introduced through a case study

that illuminates how insight is deepened and translated into action.

Donna, an intense, overachieving director of an IT services

department, works with her coach to develop a more collaborative

leadership style and lead her internal client services team to become

valued partners with their clients. Donna progresses through the

four levels of insight—reflective, emotional, intuitive, and inspirational—

as she learns how to bring more of her considerable talent

online. The essential interconnection between insight and action,

which is the foundation for the Leading with Insight model, is

explored.

The first quadrant of the Leading with Insight model is presented

in Chapter 3 through a case study of Jane, a human resources (HR)

manager who is feeling overwhelmed by the demands of a recent

merger at her company. Jane’s work to create a greater sense of

balance and stronger professional focus demonstrates the underlying

touchstones or essential areas of personal development for

Quadrant 1. The first quadrant is the space where clients increase

their personal effectiveness as the foundation for achieving their

coaching goals. Coaching tools and approaches to support clients in

developing reflective insight and finding focus are offered at the end

of this chapter.

Chapter 4 introduces the second quadrant of the Leading with

Insight model, where the development of emotional insight supports

the realization of coaching goals that involve effectively interacting

with others. The essential elements of this quadrant are

revealed through a case study of Jack, a client services VP who finds

himself in a new role in which he must become a consummate influencer

of clients and internally support people to do his job well. The

significant shift that Jack makes in his leadership style is founded in

his newly developed ability to read and respond to the emotional

context of situations. The emotional insight that Jack cultivates

through his experiences serves as an anchor for his development

of powerful partnerships with key influencers. Coaching tools and

approaches to foster emotional insight are offered at the end of

the chapter.

Quadrant 3 is mapped out in Chapter 5 through the case study

of Mark, a director of information technology (IT) project management

who is responsible for turning around a poorly performing

team of IT project managers.As a participant in a new leadership

development program, Mark uses his professional challenges to

further his own development. A naturally logical thinker, he finds

that he must learn to tap into his intuitive insight to craft a leadership

style that reflects his values and inspires his team to a higher

level of performance. The touchstones—or essential areas of development

that form the foundation for intuitive insight—are

discussed in this chapter, as are coaching tools and approaches for

this quadrant.

Chapter 6 introduces Quadrant 4 of the Leading with Insight

model through the case study of Clare, a VP of business development

with great ideas, who had difficulty getting the buy-in of her

peers. As Clare worked with her coach through each quadrant of

development, she learned how to focus her enthusiasm, engage in

meaningful dialogues with her peers, and garner support for her

ideas. Clare’s vision of what was possible for the team to achieve was

drawn from inspirational insight. Clare’s faith in herself and her

ability to build a network of support were tested as she worked to

translate her ideas into action. The developmental touchstones,

coaching tools, and approaches guide the reader to transfer learning

from this case study into practice.

The preceding four chapters clearly demonstrate that coaching is

a powerful approach for developing the talents of individuals, but

what about delivering results for the organization?