The Leading with Insight Model
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186
187 188 189 190 191 192
Although the Leading with Insight model has been presented in a
linear fashion, clients tend to move through the quadrants in a more
circuitous manner. They may be working in more than one quadrant
at a time, just as Clare had to expand her abilities to engage in
meaningful one-on-one conversations with her peers as she worked
on her Quadrant 3 goal of getting her team to approve her earlier
proposal. Sometimes clients set more challenging goals for themselves
and need to shore up their work in earlier quadrants to
support this new level of achievement. This often happens when a
client is promoted. The new position will most likely create more
pressures and may involve having more difficult conversations or
working with a much larger network of people. Clients may choose
to deepen their facility with the earlier touchstones in order to step
successfully into these new challenges.
The Leading with Insight model describes the web of development
that underlies the vast array of outcomes that coaching can
deliver. The development that is described is sometimes handled
overtly in coaching conversations, but it is more often integrated
into the context of the coaching work.
It is important to bring this model into our awareness now to
ensure that the essence of what makes coaching so powerful is not
lost as more structure, focus, and discipline are applied to this
complex process. The opportunity before us now is to harness the
power of coaching to transform people and organizations in strategically
significant ways. The challenge is not to lose the power of
coaching in the process.