Integrating Technology and Human Insight for Transformational Leadership Coaching

Unlock the potential of technology in transforming leadership qualities, as our latest episode offers an intriguing case study on coaching with a tech-savvy twist. This week, we're joined by a special guest, a trailblazer in the coaching realm, whose insights into melding human intuition with the latest advancements will leave you contemplating the future of personal development. Discover how a high 'D' personality, known for dominance, learned to embrace the collaborative spirit essential for leadership through a unique blend of coaching automation, personal reflection, and strategic interactions.

Venture with us into the narrative of an individual who reshaped their behavioral tendencies, not by force, but through a carefully orchestrated process that appealed to their inner motivator: the aspiration to lead. The episode details how weekly videos, journaling exercises, and targeted leadership dialogues can systematically condition one's perspective and catalyze change from within. Our guest expertly demonstrates that coaching should not aim to 'fix,' but rather to empower individuals to seek improvement on their terms, using a blend of AI and human insight to fast-track talent development and foster authentic behavioral shifts.

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Transcript

Speaker 1: 0:37

You know, a lot of times I get the question when people say you know how do you use technology with coaching. What's the core objective? I think you have to go back to the core objective of putting things in people's minds, delivering information, content, video, thoughts, quotes, whatever it is to facilitate the choice to change in the direction that they want or you want or what have you. And let's take somebody who wants to become a future leader. Okay, let's take somebody who wants to become a future leader and let's just say they're a high D in disk, they're dominant, they talk over people, they're aggressive, they're assertive. You know good attributes and certainly some countering attributes and you know that if this person gets promoted, they really need to develop better relationships as good teammates with their present team so they can be viewed as a viable candidate for future leadership position. That can be very daunting because you're asking a D, a behavioral tendency to be dominant, to pull back a little bit. So one of the things that we did with somebody who had these traits is to, you know, send them weekly videos, and we would send weekly videos and great teamwork, and you could tell the first three, four weeks this person. She just hated it. But we also had her journal every single week, observations of people on the team who are really good teammates, things that they specifically did. And so we were training her eye. We were training her eye to be conditioned to acknowledge the good things on the team. And then what we had is we had a leader that would only praise her. So the first month she was angry. She goes this is dumb, this isn't anything to do with work. Think about that statement. This has nothing to do with work. Getting along with your teammates has nothing to do with work. And so what she saw tactically she wasn't wrong, what she wanted, yet her behavior was really countering what she wanted. And so the leader would say things like well, you know, when you saw Bob do XYZ, did you praise him publicly? And she'd say no. He said well, what if you become Bob's boss someday and you did praise him Would he reject or accept your leadership more? And you could see, at about weeks five through eight, she started answering questions with tones of well, yeah, yeah, he'd probably be more receptive, maybe not entirely. And she put these conditions on it. And so what we did is we would send her a positive video every single week she had to write down her interpretation of the video. In the first four weeks it was very jaded.

Speaker 1: 3:26

Weeks five through eight started to come around All of a sudden at about week 10, you could see the acceleration. You could see her laughing with her teammates. We never told her to go laugh with her teammates. We could see her getting along better with her teammates. And so what we did is we used coaching automation and every week we would send a video and she would journal. Then she would have to journal observations of other people and then, once every two weeks, the leader would call her and say look, I want you to meet with one person on the team and, in the spirit of you becoming a great leader, I want you to find out what their goals are, where they want to take their careers. Because when you know that information, you're going to be in a better position, as a first time leader, to build collaboration and cooperation which I promise you, as a leader, you're going to dramatically need. So we tied the teamwork action to this person becoming a leader.

Speaker 1: 4:23

But week 10 and on, things started to accelerate. Here's the lesson we fueled her mind positively. We prompted her, through reflection and journaling and observation to see the good things. And then we had her engage with people and tied it to her motivator, her goal of becoming a future leader, which is the whiffed what's in it for them. And over time the person started to accelerate their change. Now, does she still exhibit detentencies? Of course she does. So the fact of the matter is, when you're combining all of these things, be strategic, be in alignment. The objective of coaching is to gain perspective, to give people a choice to change and improve. It doesn't mean fix things. It's not always about bad things, and that will help you. If you combine it with AI, you combine it with reflection, good leadership, coaching, coaching automation, you can accelerate talent development.