A Coaching Power Tool By Shripad Taralkar, Leadership Coach, AUSTRALIA
Buy-in vs. Ownership, Scale 0 to 10
In this coaching conversation with my peer coach Nadine (client henceforth), the Scale 0 to 10 tool was used to assess my client’s current job satisfaction, explore the contributing factors, and identify areas for improvement. The conversation then shifted to discussing specific actions and setting a goal for the client to work towards. Regular check-ins and support were also established to ensure ongoing progress.
Coach: Hello, Client. Greetings, How are you? What would you like to focus on in our session today?
Client: I’d like to discuss my job satisfaction during our time today.
Coach: OK, On a scale of 0 to 10, where 0 represents the lowest level of satisfaction and 10 represents the highest, how would you rate your current job satisfaction?
Client: I would say around a 6.
Coach: Thank you for sharing that, Client. What factors contribute to your rating of 6?
Client: Well, I enjoy the work itself and the relationships with my colleagues. However, I feel like I’m not being challenged enough, and there are limited growth opportunities in my current role.
Coach: I appreciate your insights. It’s great to hear that you have positive aspects of your job. Let’s focus on the areas where you feel there’s room for improvement.
On a scale of 0 to 10, how important is it for you to have challenging work and growth opportunities?
Client: I would rate that as a 9. I’m motivated to learn and develop my skills further
Coach: Excellent, Client. Now, let’s explore what actions or changes could help you move closer to a 9 in terms of challenging work and growth opportunities.
What specific steps or strategies do you think could make a difference?
Client: Discussing my aspirations with my manager and exploring potential projects or assignments that align with my goals would be a good start. Additionally, I could look for relevant training programs or seek opportunities to take on additional responsibilities within my current role.
Coach: Those sound like proactive steps. I encourage you to have that conversation with your manager and explore the possibilities. Let’s set a goal for our next session: on a scale of 0 to 10,
what would be an ideal rating for your job satisfaction after implementing these actions?
Client: I would say 7 or 8. I understand that it may not change overnight, but I hope to see some progress.
Coach: That’s a realistic and measurable goal, Client. I’m confident that with your motivation and the steps you’re planning to take, you’ll make significant progress toward a higher job satisfaction rating.
Let’s check in on your progress in our next session and discuss any adjustments.
Perspective:
2018, I was recently promoted to a leadership position, I had the challenge of leading a diverse team of individuals with varying skill sets and perspectives.
I understand to be an effective leader, I must gain the trust and commitment of my team members. This requires creating an environment where team members feel a sense of ownership and buy into the vision and goals of the organization.
To achieve this, I started practicing active listening to the team members and understanding their concerns, ideas, and aspirations. They foster an open and inclusive culture where everyone’s voice is valued and considered. I encouraged team members to share their thoughts and suggestions, making them feel like active contributors to the decision-making process.
Recognizing the importance of transparency and communication, I regularly shared updates about the company’s strategy, objectives, and progress. They explain how each team member’s work contributes to the overall goals, helping everyone understand the purpose and impact of their roles.
As a leader, I wanted to lead by example and take ownership of my own actions and decisions. Helped me demonstrate integrity and accountability, admitting when I make mistakes and taking responsibility for my actions. By being transparent and accountable, I was able to create a culture where team members feel comfortable taking risks, making decisions, and taking ownership of their work.
I provided opportunities for their professional growth and development to further foster a sense of ownership. Investing in their skill enhancement, providing training, mentorship, and resources to help them excel in their roles. I ensured autonomy and empowerment to the team members to make decisions and take ownership of their projects.
Over time, my leadership approach paid off. The team members felt a sense of pride and ownership in their work, resulting in increased productivity, innovation, and collaboration. The yearly survey demonstrated the team members were more engaged, motivated, and committed to achieving their goals and professional development.
My Perspective
By balancing the concepts of buy-in and ownership, I was able to create a positive and inclusive leadership environment. This builds a cohesive team that shares a common vision and takes ownership of their work, ultimately driving the organization toward success.
In my past experiences, I witnessed traditional management practices, having more emphasis on buy-in which fostered an environment of command-and-control and less inclusivity for talent and creativity. This also implies a style that is bureaucratic, conforming, non-inspiring, and not motivating (Emery and Barker 2007). This eventually leads to employee dissatisfaction and less productivity impacting the return on investments.
I was a part of such a team, which did not actively seek input from the team, missing out on our valuable insights and perspectives which could have led to better decision-making and problem-solving. My team members including me felt undervalued and demoralized, as our ideas and expertise were not acknowledged or considered.
I always had this vision of a leader, I would foster a positive work environment, promoting collaboration, trust, and open communication. These relationships are of interest as work engagement is considered to be a focal point of talent management in retaining employees (Christensen Hughes and Rog 2008). I wanted to focus on ownership than buy-in, leading to positive outcomes such as employee empowerment, and collaborative work culture. By involving team members, valuing their contributions, and promoting ownership, leaders can unlock the full potential of their teams and drive organizational success.
Both “buy-in” and “ownership reframing” approaches can be effective coaching techniques, and their suitability may vary depending on the individual and the specific coaching context. While they have different approaches, both methods aim to inspire and empower individuals to actively engage and invest in their success. Recognize and celebrate individual and team achievements along the way. This compelling case about why creating a coaching habit is worth a leader’s timeout not only reinforces a sense of ownership but also boosts motivation and engagement (Bungay Stanier, Michael. 2016).
Buy-in vs. Ownership
Let’s explore each process in more detail:
Buy-in:“Buy-in” refers to the process of getting someone to fully support and commit to an idea, plan, or goal. In coaching, the focus is on helping individuals understand the value and benefits of the desired outcome and encouraging them to embrace it willingly. Here’s how you can approach the “buy-in” coaching technique: Explain the Vision: Clearly articulate the vision or desired outcome to the individual, highlighting its positive impact on their personal or professional life. Help them see the benefits and relevance of the goal in their context. Address Concerns: Encourage the individual to express any doubts, concerns, or reservations they may have. Listen actively and address their concerns by clarifying, offering alternative perspectives, or sharing success stories of others who have achieved similar goals. Connect with Values: Explore how the goal aligns with the individual’s personal values, passions, or long-term aspirations. When individuals see a connection between their values and the goal, they are more likely to invest their energy and commitment to achieve it. Collaborative Decision-Making: Involve the individual in the decision-making process, allowing them to contribute their ideas, suggestions, or modifications to the plan. This collaborative approach helps foster a sense of ownership and engagement. |
Ownership:“Ownership” focuses on empowering individuals to take ownership and responsibility for their goals or projects. It involves shifting their mindset from passive participants to active drivers of their success. Here are some strategies to facilitate ownership reframing: Clarify Roles and Responsibilities: Clearly define the individual’s role and responsibilities regarding the goal or project. Help them understand how their contributions and actions directly impact the outcome. Foster Autonomy and Empowerment: Encourage individuals to take ownership of their work and decisions. Provide them with the autonomy and freedom to make choices, solve problems, and take initiative. This helps build their confidence and sense of ownership. Emphasize Accountability: Hold individuals accountable for their commitments and actions. Regularly check in on progress, provide feedback, and celebrate achievements. By creating a culture of accountability, individuals are more likely to take ownership and follow through on their responsibilities. Encourage Learning and Growth: Promote a growth mindset and encourage individuals to view challenges or setbacks as learning opportunities. Help them develop resilience, adaptability, and a willingness to embrace change. |
By helping individuals embrace their goals and take ownership of their actions, coaches can foster a greater sense of commitment, accountability, and personal investment, leading to increased success and satisfaction.
Reframing – scale 0-10 Power Tool
The Scale 0 to 10 tool is a simple yet effective coaching technique used to assess and measure various aspects of performance, satisfaction, or progress on a scale from 0 to 10. It allows individuals to rate their experiences, perceptions, or achievements and provides a baseline for further discussion and goal setting. Here’s how you can use the Scale 0 to 10 tool for coaching:
Define the Focus: Determine the specific area or topic you want to explore or evaluate. It could be related to performance, happiness, confidence, motivation, or any other aspect that aligns with the coaching objective.
Explain the Scale: Introduce the Scale 0 to 10 concept to the coachee. Explain that 0 represents the lowest or least desirable state, while 10 indicates the highest or most desirable state. Ensure they understand that they have the freedom to choose any number on the scale that best reflects their current situation. Coaching for job satisfaction improvement.
Asking for a Rating: Pose a question to the coachee that corresponds to the chosen focus. For example, if the focus is confidence, you might ask, “On a scale of 0 to 10, how confident do you feel in this particular situation?” Encourage the coachee to take a moment and reflect before sharing their rating.
Exploring the Rating: Once the coachee provides a rating, ask open-ended questions to delve deeper into their response. For lower ratings, ask what factors contribute to their dissatisfaction or lack of progress. For higher ratings, inquire about the elements that contribute to their satisfaction or progress. Encourage them to provide specific examples or explanations.
Identify the Gap: Compare the coachee’s current rating with their desired or target rating. If there is a noticeable gap between the two, discuss the reasons behind it and explore potential strategies or actions that could bridge the gap. This helps the coachee gain clarity and develop an improvement plan.
Set Actionable Goals: Based on the insights gained from the discussion, work together with the coachee to establish actionable and measurable goals. These goals should be realistic, specific, and aligned with the desired outcome. Encourage the coachee to identify steps they can take to move closer to their target rating.
Regularly Revisit the Scale: As the coaching progresses, periodically revisit the Scale 0 to 10 tool to reassess the coachee’s progress. This allows you to track their development, identify any setbacks or areas of improvement, and adjust strategies or goals accordingly.
The Scale 0 to 10 tool is a flexible coaching technique that can be adapted to various coaching contexts. Its simplicity makes it easy to implement and provides a clear framework for discussion and goal setting.
Scale 0 to 10 Tool and the Coaching Techniques Buy-in vs. Ownership
In conclusion, both the Scale 0 to 10 tool and the coaching techniques of “buy-in” and “ownership reframing” are valuable tools that can support coaching conversations and facilitate personal growth and development.
The Scale 0 to 10 tool provides a simple and practical framework for individuals to assess and measure their current state, progress, or satisfaction on a scale. It allows for a structured conversation where individuals can reflect on their experiences, identify areas for improvement, and set goals for growth. The tool helps coaches gain insights into the individual’s perspective, clarify expectations, and track progress over time.
On the other hand, the coaching techniques of “buy-in” and “ownership reframing” focus on mindset shifts and fostering commitment and accountability. “Buy-in” aims to inspire individuals to fully support and embrace a goal or plan by emphasizing its value and relevance to their context. It encourages active engagement and participation. “Ownership reframing” empowers individuals to take ownership and responsibility for their goals or projects, fostering autonomy, accountability, and a sense of personal investment. This idea resonates with (Lapointe and Vandenberghe’s 2017) suggestion that transformational leadership exhibits behaviors that provide job resources to employees, in contrast to transactional leadership.
Both approaches are valuable in different coaching contexts. The Scale 0 to 10 tool can be used alongside coaching techniques like “buy-in” and “ownership reframing” to deepen the coaching conversation. The tool helps individuals articulate their current state and identify areas for improvement, while the coaching techniques provide strategies and mindset shifts to enhance engagement, commitment, and goal attainment.
Ultimately, the effectiveness of these tools and techniques depends on the individual, the coaching relationship, and the specific coaching objectives. Coaches can adapt and combine these approaches to create a customized coaching experience that supports individuals in reaching their full potential.
Peer Feedback:
- What specific strategies did the coach and client discuss to improve the client’s job satisfaction?
- How did the team members respond to the leader’s approach of fostering ownership and buy-in?
- Were there any challenges or obstacles faced during the process of creating a positive and inclusive leadership environment?
I have incorporated the feedback in the segments of the document such as perspective.
References
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Bungay Stanier, Michael. (2016). The coaching habit: say less, ask more & change the way you lead forever. Toronto, ON: Box of Crayons Press
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Coaching Tools and Resources from the Center for Creative Leadership: The Center for Creative Leadership offers a range of coaching resources, including articles, assessments, and toolkits.