[MUSIC] Welcome to the first module of our course which is all related to the first major milestone, pulling together all of those elements that we've talked about in our previous courses in the specialization related to your coaching philosophy. So things like the key beliefs that are driving your performance as a leader, how do we set and help people with performance goals? Really getting that mission and purpose statement defined. Defining expectations, key performance indicators, and really establishing some of those agreements that we have with our employees regarding coaching. So a few things to keep in mind as we get through this milestone. First of all, this is about your perspective, right? We talked about the thought model, we talked about the leadership lens. Those two are tools that help us recognize the beliefs and perspectives we have, and how those are influencing who we are as leaders. I recently finished reading a book called The Practicing Mind, by Thomas Sterner. And one of the things he said in this book that I think is so valuable is that interpretation creates experience. So what he's saying there is how you see your world as a manager determines how you experience it, and your understanding of your own philosophy, and how that's showing up at work, is the foundational key for driving team performance. So the first piece that we really want to make sure you're clear about is your perspective as a manager, and, really, your philosophy. What is your philosophy for coaching and managing your team? Why do you do what you do, and what are you're hoping people will achieve because they work with you, okay? The next piece is that mission and purpose statement. Many companies have mission and purpose statements, which, that's awesome, but a lot of teams don't, right? So, you manage a team, you manage people. What is the purpose of your team, and can you get that down to a bumper sticker? Remember, we wanted to narrow that down to a statement that can fit concisely on a bumper sticker. So, what is that statement? What is it that you're team does? What is it, why does your team exist? What or who would go unserved if your team didn't exist, right? These are such powerful questions to ask ourselves. Then, we really want to evaluate expectations. What are those leadership expectations that you have? Remember, there were three to five of them, we don't want to have too many. They are those behaviors that we expect of people on our team, that we expect every single person on the team to be following and working with. And they are always value based, right? They're driven out of values. And then, we also talked about standards, which are more of those policies and rules that we want people to follow. And what most organizations do is they overproduce and overfocus on rules, while at the same time, they underfocus, or have limited focus, on helping people and leaders establish expectations, and really leading people to expectations, versus managing people to rules. And then, we want to talk about key performance indicators, or KPIs. So, remember, we're going down that funnel, right? The funnel that we had in that one slide. Mission and purpose are at the top, then we have expectations, and then we have key performance indicators by role. Key performance indicators are those measures that are in place to help us know how a role is contributing to the success of the organization. And if we have positions in the organization that don't have KPI, we really have to wonder, why do I have this position on my team? What is it that they do, and how do I know that they're doing it well? This isn't about individuals, this is about those key measures for particular position. So, we're going to ask you to really think about that. And we're going to give you some assignments as we go forward. Lastly, how do we get people engaged in this process? I worked with a lot of managers who don't have coaching structures in their organization. So it's up to them to roll this out. And what I've always want to help people remember is that the strategy that you put into place has to be about their success, the employee's success. Not just because you want it in place, right? And I know that sounds pretty elementary, but unfortunately a lot of times what happens is we get so excited, we say we're going to roll out this whole new system, we're going to have all these processes. And people are like, why are we doing this? So your why, which is really that philosophy, again, is so important that you have it perfectly formed in your mind and are able to communicate it to the people that you work with, so they really know why we are doing this. Why are we meeting once a week ,why do we have expectations, why are we using KPI? Because, of course, there is a reason, right? And each one of you is participating in this course, this specialization, for a different reason, right? My reason, for example, is because I believe that when information is transparent, when people know what they're doing and why they're doing it, we can set up accountability cultures, and we can drive performance from there, right? I mean, this seems very elementary to me. But there might be another reason. And there's a little bit of marketing involved with this. I was listening to a podcast the other day, and they were talking about all sorts of services and all products need to solve a problem. So, if you're thinking about integrating a coaching culture into your existing team, what is the problem you intend to solve by implementing this new process? How will you communicate that to your team? Because that's how you're going to get buy in. If I'm selling a service or product, the only reason I'm selling a service or product is because I want to make money. If that's my only reason, then I'm not really solving anyone's problem, right? I have to figure out what is the problem I'm trying to solve? And figure out for everybody else, and then I need to talk about that. I need to market that. And the same thing is true for you. How does you integrating all this work around coaching help you solve a problem within your organization? And what does that mean to your team? What does that mean to your colleagues? What does that mean for your boss? So, really thinking through that will be very valuable for you in your production of your pieces to this course, and ultimately to your success in managing this process within your organization. So your tasks for this week are to identify your coaching philosophy as a manager. If I were to bump into you on the street and you said, Chris, I took your course. I would say how awesome. What's your coaching philosophy? [LAUGH] What would you say, right? You guys have spent enough time with me to know that I typically like to see that pretty succinct in bumper sticker format, right? So, we're not talking about a paragraph, this is a sentence. Why do you want people to go through this process with you? What are the goals? What's the goal? What are you trying to achieve? I also want you to record that philosophy, and we're going to have you post it so that you can really communicate it in a way that people can hear this as your philosophy. This is who I am as a coach. This is what I'm trying to do and achieve by bringing this to my organization. We're also going to have you record your mission or purpose for your organization. You all have used different language here, so just calling it a mission or purpose is what we use here. And then, we also wanted to talk about what is the mission and purpose for your team. Remember, we did the what's your sentence exercise from Dan Pink? It's not what are you here to do, like, why are you here? And what is it that your team is here to do in the world? Very powerful question to ask. And then, lastly, we're going to ask you to define, and then share the KPIs that you come up with, for a minimum of four roles within your organization. Now, keep in mind that a lot of you may not have that many roles. And so, if you don't, I just want you to think about other roles in the organization, maybe that you don't manage, but that you could have access to, and gain some insight on, by thinking I wonder how we would evaluate that position, okay? The goal here is, if you manage a team, to produce your KPI. If you don't manage a team, it's to go through the process, so that when you do manage people, this is already a practiced skill. Okay, so those are your tasks for this first milestone. I think it should be both fun and very informative to reflect on all those elements of your coaching philosophy. When you have all this material prepared, you'll be ready for milestone two where you'll develop your coaching practice and agenda. So, I'll see you there.