I recently passed the ICF’s exam for Professional Certified Coach. Among requirements are; completion of coach-specific training, a minimum of 750 professional coaching hours, a written exam a recorded and live coaching session assessed by two examiners against 11 competencies.

The process was involved but rewarding because I have now had my coaching skills bench-marked and validated and have a clear path to ongoing mastery.

The majority of my Singapore and International coaching clients are corporate at the executive leve;l and until recently have cared more about referral or established brand than credentials. Things are changing and many of my larger client’s, especially the banks, have been setting up internal business processes that require coaches to be credentialed. To this end I am happy to comply with and uphold the highest level of professional behaviour.

The 7%, 38%, 55% Myth

You may be familiar with the above statistics which are regularly rolled out by communication trainers to make the point that tonality (38%) and body language/facial expressions (55%) are important in getting your message across. The irony is that people, who I believe should know better, are promoting a myth by quoting statistics without knowing what they mean.

Think about it. If verbal communication only accounts for 7% of a message then we could all communicate by mime, charades would be easy and we could watch foreign language films with the sub-titles turned off.

Try this: Turn to a friend or colleague and try to communicate without words, “I feel deeply about global warming because I feel as humans we have a responsibility to our environment and the generations that follow us.” It’s not possible but according to some so-called specialists we should be able to get 93% of this message across.

Words are very important, they create meaning. We can use words to inspire, motivate and to reframe toxic or unresourceful mindsets. As a professional speaker and executive coach I would be lost without words.

The Truth about Tonality and Facial Expression

I am grateful for ad article published in Anchor Point by Dr. C. E. “Buzz” Johnson who investigated the origin of the the 7-38-55% myth.

The originator of the 7-38-55 theory was Albert Mehrabian, Ph.D of UCLA. He speaks of it in two books, Silent Messages published in 1971, and Nonverbal Communications published in 1972. In these two books, he refers to research projects which were published in various professional journals.  .

Mehrabrian was interested in how we decode inconsistent messages such as whether we like or dislike something and found that the facial component of communication carried a 2/3 waiting to the verbal 1/3.  Consider having to say you like your hosts cooking when it tastes like burnt rubber.

The Journal of Consulting Psychology, 1967, Vol. 31. No. 3 contains a description of an experiment using the neutral word “Maybe”.

Three female speakers were tape recorded saying that word while varying their tone of voice so as to communicate three different attitudes (i.e., like, neutral, and dislike) towards an imagined addressee. Then the tapes were listened to by 17 female subjects with instructions to imagine that the speaker is saying this word to another person and judged by the tones what the speaker’s attitude is towards that imaginary addressee. So there was no direct feedback by anyone who was being addressed. It was a number of third-party listeners who were asked to mind-read, guess, interpret, imagine, etc., how the speaker felt towards someone who wasn’t even there and, in fact, didn’t even exist. There was no way to see or hear the reactions of this phantom individual, about whom someone was going to make several long-lasting and powerful speculations.

Next, black and white photographs were taken of three female models as they attempted to use facial expressions to communicate like, neutrality, and dislike towards another person. Then photos were shown to the same 17 subjects with the instructions that they would be shown the pictures and at the same time hear a recording of the word “maybe” spoken in different tones of voice. “You are to imagine that the person you see and hear (A) is looking at and talking to another person (B).” For each presentation they were to indicate on a rating scale what they thought A’s attitude was toward B. Again, third-party mind-reading with no direct contact with the person addressed, B, because that person was non-existent. The conclusions from this experiment were that the facial components were stronger than the vocal by the ratio of 3/2. This research combined with another from the Journal of personality and Social Psychology, 1967, Vol. 6, No. 1 on Decoding of Inconsistent Communications created the .07, .38, and .55 coefficients.

Improving your Verbal and Non-Verbal Communication

Remember the research projects were limited to a single word not words but when communicating we must remember that our facial expressions and tone give listeners clues as to how to decode our message.

The old addage – “It’s not what you say it’s how you say it.” Should be updated to, “It’s what you say AND how you say it.”

To get you message across; get your facts right, make a connection between your facts and what they mean to you and your audience, and let your face and hands show you believe it.

If you are interested in developing your communication or presentation skills you can visit www.selfleadership.com.sg

As a leadership consultant and executive coach living in Singapore and working across Asia, I am often asked; “is there is a difference between Western and Asian Leaders?”

The answer is “yes” and “no”. Leaders worldwide need to ask the same questions:

• Where are we going?
• What is our strategy? (how do we get there?)
• How do we execute?
• Is our team ready? (learning and development)
• Do we have enough bench strength for growth and sustainability (succession planning)

In addition leaders must be able to engender trust and effectively communicate their messages.

The difference between East and West is a matter of focus and style. In the Asian managers and companies tend to focus on execution, whereas in the West, creativity and innovation are more valued. In the East there is emphasis internally on command/control, the ‘how’ the do things, whereas Western companies tend to look externally at their customers and clients.

Asian employees are more likely to do what is asked whereas western employees are more likely to be free agents and independent thinkers .

Of course these observations are all generalisations but I think the key take-away is that both styles have merit and if we can appreciate and take the best of both we can be better leaders.

A lot of my work in the last couple of years has been equipping leaders with an understanding of different cultures. Western managers in Asia have needed to learn how to get the best from their employees and up and coming Asian leaders have needed to learn how to communicate in a style that is valued in Western companies.

There is currently an imbalance, more Westerners are heading up operations in Asia than there are Asian heading up operations in the West; it will be interesting to see if this tips in the next few years. What do you think?

Leadership Development in Singapore
Executive Coaching in Singapore

“Our doubts are traitors, and make us lose the good we oft might win by fearing to attempt. ”
- William Shakespeare, “Measure for Measure”, Act 1 scene 4

Self Confidence is a critical skill for success and as an executive coach I often encounter people who sabotage their success by lack of confidence.

I think it is helpful to realise that confidence is not the belief that everything will turn out well; confidence is an acceptance of the consequences of any situation no matter whether they are good or bad and the belief that you can deal with them.

The self confident individual does not dwell on negative consequences because they don’t fear failure but see it as feedback for further improvement.

With self confidence as part of your self leadership you will not worry what others think of you but focus on the adjustment you need to make to your communication or behaviour to achieve your outcomes.

Using feedback to improve performance is likely to create positive results which in turn reinforce self confidence creating the belief that you will succeed again.

Self confidence should not be mistaken for over confidence or arrogance; such people do not have the self awareness to learn from feedback and have no concern for the input of others or how their actions affect others.

So the frames of mind that create self confidence are:

• Belief in your ability to learn
• There is no failure only feedback and feedback is just information for improvement
• Flexibility to do or say it in a different way
• Resilience to set-backs
• Persistence to see it through

Do you need to increase your self confidence today?

Together with Executive Coach, Dennis Heath,  he will facilitate a debrief a video of masterful coaching by Meta Coach Michelle Duval.

If you are in Singapore and want to see how masterful coaches, build rapport, ask questions, probe for meaning, and co-create new behaviours and reinforce resourceful thoughts and actions, then come along. Details here.

Please come and visit us at our exhibition booth to find out more about our Leadership Development, Executive Coaching and Business Communication programs.

Mark Liew an Executive Coach and Leadership Trainer from our team will be speaking about ‘Creating Behavioural Lasting Change’ in the Corporate Learning Stream.

See you there?

I was recently asked to contribute to a book on executive coaching by Dr Susie Linder-Pelz who wanted me to share my perspectives on Executive Coaching in Singapore and Asia. To get the full scoop you will have to buy the book but here are a few things that might interest HR professionals or those looking to engage an executive coach.

Executive Coaching for expats who work for multi-national clients is no different from coaching in the USA, Australia or Europe. They face all the usual challenges of leadership such as how to get the best our of their team/s and how to manage their own time and get some balance particularly if they are travelling a lot. They may have some issues around navigating different cultures particularly  if they are new to Asia.

In my experience executive coaching for the Singapore and Asian manager falls into two categories, those who have been educated and worked overseas and those that haven’t. The former category are usually much more comfortable separating themselves from their actions and can receive feedback as a tool to improve. The latter category often struggle with this, as the concept of ‘Face’ is all important to them. Feedback is often perceived as criticism and they can become defensive. Obviously this is a generalisation but if you look at the resistance of Asian companies to tools such as 360 degree online feedback you will see where I am coming from.

How we overcome this at Self Leadership is to pace the client’s current reality and establish a deep level of trust and rapport. Our executive coaches are trained to help their client’s to step back from the day to day tactical demands and take a strategic look ate themselves and how they lead.

In this time of ‘readjustment’, taking time out to really think about how we think and act is not only smart but essential.

It is a bit like if you were in a boat and have set your course, but the boat springs a leak and you spend your whole time bailing water and have no time to steer.

William Bridges created a model of change and transition that is highly relevant in today’s financial readjustment. When the collapse of Lehman Brothers started the domino effect of the global crisis, many of us would have experienced first shock, then denial, anger and fear. If you lost money or a job you might then experience grief, frustration, confusion, stress and loss of control.

As an executive coach and leadership consultant I have often witnessed this spiraling down into paralysis that Bridges calls the ‘neutral zone’. Symptoms of the neutral zone include ambiguity, anxiety and the absence of motivation. The cure for this paralysis is a new vision of what is possible.

Einstein said that, “A problem cannot be solved with the same level of thinking that created the problem.” When in the neutral zone, we are in a dark place and our ability to think optimistically and see possibilities is severely limited. What is required is a little magic, the magic of imagination. All of human achievement started with imagination, from running a mile in under 4 minutes, to imagining what it would be like on the top of Mount Everest to imagining walking on the surface of the moon.

A vision will inspire, motivate and engender creativity and it starts with using imagination to travel to the future when things will be better. The Executive who asks him/herself, “What is possible?” “What will we be doing when things are better?” To do achieve this we must take time to stop bailing the water in the boat and look to the shore. Most executives find this extremely difficult as they leave themselves little or no time to stop, step back and think strategically.

With a new vision of where you are going, you and your people will become more optimistic, think creatively and start planning actions that will move you towards success.

It was no surprise that Barack Obama beat John McCain; Dr Martin Seligman in his book ‘Learned Optimism’ talks about his analysis of US elections based on the number of positive or optimistic comments made by the candidates. Obama clearly offered a more optimistic view of the future and thus captured the popular vote.

Obama is being called a transformational leader because he:

1. Created a vision that inspired the American voters (and the world) to believe that there were new possibilities.

2. Stimulates people to think, to re-examine their ideas and find creative alternatives. Such an environment breeds imagination and innovation.

3. Treats people as individuals making people feel valued and encouraging them to contribute. He recognizes that people have unique talents, strengths and weakness and allowing for these differences without judgment.

The transformational leader must have what I like to call ‘realistic optimism’ which is a practical and pragmatic approach that is ideally suited to the current climate. Realistic optimism is the mindset that we can make the best of any circumstance; it is the acceptance that bad things do happen but with a healthy self-esteem and the confidence in our abilities we can overcome adversity, learn from the situation and be even better for the experience.

Optimism without right actions and following sound principles will not be enough. Lehman Brothers failed because of over-optimism and the senior management not being in alignment with their own company’s vision and values.

In the current climate it is tempting to focus on immediate need and make tactical rather than strategic decisions; I urge you to step back for a moment, get in touch with your personal or company vision and ask yourself, “Is this decision the right one for the long term?”

Andrew Bryant is the Director of Self Leadership International and is based in Singapore but travels extensively as an executive coach and leadership consultant.

Harvard Business Review (HBR Jan 09) has just published a review of the field of executive coaching and makes some significant points on how to effectively use executive coaching as a self-leadership or business tool.

Coaching used to be used to address toxic behaviours, some of which clearly needed therapy such as narcissism but most of which fall in the category of poor people management. Now coaching is seen as ideal to facilitate the development of high potential employees.

Quoting HBR:

• 48% of coaches surveyed were engaged to coach high potentials or
facilitate a transition.
• 26% to act as a sounding board, and
• 12% to address a derailing behaviour

I was speaking today to a coach in the finance sector who reports that, as organisations have let a large number of older (read more expensive) executives go; the remaining younger managers need help to rapidly upgrade their leadership skills.

Because of the fluid nature of the coaching profession the prevailing question remains, “How to choose the right coach for the right coachee.”

Starting with the coachee – they must really want to be developed and be prepared to take some constructive feedback. Many coachees will pay lip service to the process but are not yet ready to change – a good coach will not take on such a coaching assignment, I know I won’t.

As for the coach, there must be some ‘chemistry’ between the coach and the coachee; after all they are going to spend quite some time together. But this chemistry should be a catalyst for change not a validation of the status quo. As for a buyer guide, according to HBR here are the top reasons for choosing the right coach:

1. Experience coaching in a similar setting 65%
2. Clear methodology 61%
3. Quality of client list 50%
4. Ability to measure ROI 32%

Personally I have experienced numerous ‘interview the coach’ sessions and I agree with HBR’s findings. If you are looking for an experienced executive coach feel free to drop us a line.