The Essential Outcome of Quadrant 3: Intuitive Centeredness

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When a client is intuitively centered, he is comfortable integrating

intuitive information with his rational evaluations of situations and

trusts his own assessments of what he sees and senses. It is a deeper

form of centering that rests on the foundations of physical and

emotional centering from Quadrants 1 and 2. The key to finding

your intuitive center is trust. As clients learn to trust their own intuition,

they naturally integrate intuitive information more actively

into their perceptions. This ability is developed over time, through

experience. Clients begin by following their hunches, such as trusting

someone or suggesting an idea. As clients notice that their

insights have validity, they gain confidence about their abilities to

tap into this rich resource of insight. Clients gain the insight and

self-confidence needed to work intuitively from a place of strength

through the personal development work done in the earlier quadrants.

Being able to consistently tap into and trust one’s intuition is

essential for moving into Quadrant 4.

Quadrant 3 is the space in which coaching clients achieve their

goals through work that is done in teams, groups, or networks. In

these situations, clear, authentic, and flexible leadership can make

the greatest difference. This kind of leadership evolves as clients align

their values with their work.

Returning to our basketball analogy, the development in this

quadrant is like the translation of team strategy into real-time play

on the court. Teams can invest all kinds of time and energy in

working out a game plan, but they will only win the game if they

can translate that plan into action, responding with fluidity and

agility to whatever transpires on the court. Basketball players intuitively

see the patterns that are developing in play and instinctively

sense the presence of their team members. Quadrant 3 development

deepens the ability of businesspeople to tap into more of their own

inner resources and connect their talents with others to take their

own teams to the next level.

When working in Quadrant 3, coaches are role-modeling integrating

structure and intuitive insight in the ways they work with their

clients. Coaches listen for values and patterns and guide clients to

see these for themselves. Although coaches may offer advice or ideas,

it is important for clients to gain confidence in their own abilities to

find a path forward that is right for them. In Quadrant 3, coaches

act as mirrors for clients, using insights gained through client experiences

to enable clients to see their own potential and values more

clearly. The following are strategies for coaches to consider integrating

into their Quadrant 3 coaching engagements:

_ Listen for values. Coaches can hear what a client values by listening

for the things that the client finds exciting and that make

a client angry or upset. One of Mark’s roles was to coach his

team to a new level of success.When Mark conducted his oneon-

one interviews with his team members, he could hear that

his team members had values that were aligned with delivering

solid results to their clients. Mark asked each of his team

members to describe a time when he was most satisfied with

his work. As Mark listened to the various stories that were

recounted, he could hear that the team desired to be successful,

although what success looked like to different team

members varied.Much of the team’s frustration seemed to stem

from their inability to find a way to work that enabled them to

find alignment with this desire to do well.

Values are revealed through our experiences. Values are not

about what you want to be; they are the constellation of lights

that reveal who you are. They shine clearly in stories we tell

about times when we felt whole and successful, and they burn

bright when they are thwarted in some way. A coach can hear

signs of hidden values that are not finding full expression when

he listens for what frustrates the client or what the client longs

for. Mark could also hear in the interviews he conducted the

refrain of irritation that his team members felt. Some were

frustrated that they could not work on more creative projects,

some chafed at being pulled off assignments before they were

complete, and others wanted new technical challenges. Each

complaint revealed something about what the team member


_ Listen for misalignments.We all have our own notions of a successful

version of ourselves. For every role we play, we have

some sense of what fulfilling that role well entails. Our perception

of success is often inherited—a synthesis of what we feel

is expected of us by the organizations we work for, our families,

our bosses, our peer groups, and ourselves. As a result,

many people are shooting for goals they feel they should be

working for, even if those goals do not resonate as being meaningful

for them.

As clients gain greater insight into their own values, they may

have a vague awareness that something is off in terms of what

they are working to achieve. Before Mark entered into the leadership

program, one of his own internal barometers of success

was to “deliver the goods.”He took pride in accomplishing even

the most difficult assignments. Challenging his boss’s request

to fire his two employees forced him to rethink that perception

of success. It is the coach’s role to help the client illuminate how

the client’s perception of success may be out of alignment with

the client’s value system.As a result, a client may shift his coaching

goals or his way of working to be in alignment with these

new insights.

_ Tell stories. Quadrant 3 is the space in which clients work with

and through larger audiences to get things done. Whether the

client is assuming a leadership role, building a network of influence,

or pitching a project idea, the ability to capture both the

hearts and minds of others is an essential skill.When Mark met

with his team to share his observations from the interviews and

gain their agreement to set stretch goals, he needed to tell

a compelling story. Rather than just parade out the obvious

numbers and ask for compliance to the new standards, he conveyed

a story that identified some of the challenges the team

faced and his belief that the team was capable of making the

necessary changes. Too often, clients rely on logic to move

people into action. The numbers may get their attention, but

the emotion of a story will resonate, as long as the emotion is

true. This is one of the real benefits of alignment: your words

and actions carry credibility. Encouraging clients to develop the

ability to tell credible, authentic stories that capture the imagination

of others is an important Quadrant 3 skill.

One of the most effective ways to achieve this goal is for the

coach to incorporate storytelling into the coaching process. The

coach can encourage the client to tell the story of what she

wants to achieve as a coaching technique to help the client get

clear on what her intentions are. The coach can also incorporate

his own stories to illustrate points that he wants to make

for the client. This is particularly effective for helping a client

to see a situation from a different perspective or assuring him

that he is not the first person to face a particular challenge.

Stories are powerful ways of shaping our beliefs about what is


_ Make friends with fear. The work in Quadrant 3 is much more

public and requires change at deeper levels than the previous

quadrants. This is where clients put their ideas into action in

larger venues and begin to let go of aspects of their lives that

are not working. Although these changes typically take place

gradually over time, there is still an element of coming face-toface

with one’s fears and misgivings. The coach can help the

client to deal with these uneasy feelings without being taken

over by them or running away from them. Just having the

opportunity to discuss feeling nervous or being afraid can be

enormously helpful to a client. Using the touchstones from

Quadrant 2, the client can get in touch with what he is most

concerned about. As Mark prepared for his half-day meeting

with his team to set a new course, he harbored some trepidation

about his ability to convey his conviction and faith in the

team in a way that would inspire them. Tim worked with Mark

to get clear on the story that he wanted to tell his team about

what he believed was possible, and Tim encouraged Mark to

remember what inspired him about the team. These small steps

calmed Mark’s nerves and raised his comfort level that he could

inspire others with his words and actions, which was one of his

coaching goals.

_ Integrate intuition and linear thinking. Intuition is developed

with experience. Like other skills, it is built up through practice

and reflection. Coaches working with clients on Quadrant

3 developments will be encouraging clients to trust their own

intuitive insights. This change often happens subtly, as a backdrop

to accomplishing other goals. Mark’s decision to conduct

individual interviews with his team members was an intuitive

insight that arose during a coaching call with Tim. Mark was

expressing his frustration with the team for not using the new

project management tools more consistently, and he asked Tim

what to do. Rather than list some ideas, Tim turned the question

back to Mark and asked him what he felt needed to be

done. At first Mark said that he did not know, so Tim suggested

that Mark take a guess. Mark reflected for a moment and then

noted that something was getting in their way, but he did not

know what it was. Tim asked Mark how he might find out what

the problem was. The idea to interview each of his team

members just popped into Mark’s head. He and Tim went on

to discuss the best way to conduct the interviews to get the

desired results.

Through these kinds of conversations, clients learn to trust

their own intuitive insights. By encouraging clients to “take a

guess” or “make something up,” the coach can help them get

past their fears of not knowing or not being right and into the

space of intuiting. Like muscles that are built through repeated

activities, intuitive insight strengthens with experience. It is

part of the coach’s role to guide clients to continue to deepen

their intuitive abilities.