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Two ways of change, See the light or  Feel the heat Logic makes us think, emotion makes us act Approaches to encourage change Tell them Sell them - Bribe them Sell them - (Peer) Pressure them  Sell them - Show them  Attract them - lasting change, in their self-interest Questions opens the mind and answer closes the mind Tip to hear what ppl mean Be curious Be patient Be aware Lead team through change Why-let team understand why we need the change How - Involve the team on how to resolve the change What - Communicated needed information often Review/support - Adjust Reinforce - How we can emphasize the impact, rewards, etc

 Component of coaching leaders Short term and long term A relationship, not a event Formal or informal Doesn't mean to provide the answers - ask questions Not ideal for every situation - sometimes we need to give orders GROW model Goal Reality Options Will - establish the will to act Feedback Specific Timely Purposeful Tactful On-going

Coaching traits Empathy  Accountability - be there at the specified time Understanding - you understand the other party Coaching someone who is older than you Valid the other person - off the defensive mode Compliment him - make them feel safe Build your own credibility  Deal with the original issue  Coaching when someone is passed over for promotion Address the problem proactively - Talk about future Put yourself on their team  - Let them know you still want good result from him, on their team. Validate the other person - Boost the morale Give opportunity to step up - Grow his experience Coaching someone who just got promoted Validate the other person Raise awareness of the difference Provide strategy  Coaching someone who didn't get enough training Training is about skill, coaching is about personal development Let them know you want to help them be successful Offer additional training Position yourself as a coach Coaching someone who makes excuses It's about the habit, not t

 ### Managing Expert Common challenges Miss seeing the big picture May get defensive when challenged  Low tolerance for inadequacies Expert expectations Diving in without distractions Freedom to work independently Opportunities to learn Consulted for their advice Strategies to manage expert Education - get educated by expert or even better get educated by-directionally Performance expectations Removing roadblocks Access to varying perspectives - get expert involved with other member in discussion Communication technics Position yourself as a coach Build genuine relationships Seek their opinions Avoid ego traps Express your appreciation ### Managing high performers Common challenges Impatience Perfectionism Independence Results outweighing protocols - will generate resentment from other team members Top Performer expectation Challenging work Setting up for success Autonomy Recognition Strategies to manage top performers Keep them challenged  Provide development tools Provide clear goals

摘书中一段经典的话： 十局战时，胜负对我来说无关紧要。不是想胜就能胜，这就是围棋。因此十局战从一开始我想的就是让自己委身于围棋的流势，任其漂流，不管止于何处。这就是我当时的心情。