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The Elephant or the Mouse in the Room, guest post by Cinnie Noble

This is a guest post by Cinnie Noble, president of CINERGY™ Coaching is a division of Noble Solutions Inc. based in Toronto, Ontario, providing conflict management coaching services and training worldwide. You can contact Cinne at: cinnie@cinergycoaching.com

The proverbial elephant that appears in the room when we are in conflict isn’t always as big as an elephant. It may be more like a mouse. However, a mouse is no less problematic when it scurries around and inserts itself in small places, like the crevices of our hearts and brains.
Elephants and mice represent the unspoken hurts or words. They are what is going on between disputing people that isn’t being said. They are the lingering doubts and the niggling feelings. They are the missing pieces of the puzzle. They are present without being identified.
At times, it may appear that we resolve matters without ever acknowledging elephants and mice that hover around. Without bringing them into the room though, conflict conversations are destined to have blinders on so that we don’t actually acknowledge their presence. Inevitably though, it seems, the mouse or elephant will reappear in the next conflict, with this person or another.
When we are in conflict, we are responsible for letting the elephant or the mouse in and identifying what they are telling us. The quest for conflict mastery acknowledges this point and you may find it helpful to consider how to acknowledge the elephant or mouse in your conflict conversations, with these types of self-reflective questions:
• Think of the last dispute you were engaged in, when an elephant or mouse was there that wasn’t identified. What was it?
• What kept you from acknowledging its presence, do you think?
• What do you suppose kept the other person(s) from identifying it?
• Which image – a mouse or an elephant – most resonates for you in that dispute and why?
• How would bringing the elephant or mouse into the conversation have changed things?
• How would that change in the conversation have benefited you?
• What part would have been detrimental for you and how?
• How may the other person have benefited if the elephant or mouse were identified?
• What part of that change would hurt the other person and how?
• Generally, under what circumstances may it be best to identify and not identify the elephant or mouse present in the room?

CINERGY™ Coaching is a division of Noble Solutions Inc. based in Toronto, Ontario, providing conflict management coaching services and training worldwide.
Phone: 416-686-4247
Toll free (Canada & US): 1-866-335-6466
Fax: 416-686-9178
Email: cinnie@cinergycoaching.com
Twitter: @CINERGYCoaching
Please add any other comments about this topic. Or, what other ConflictMastery™ Quest(ions) add to this aspect of conflict mastery that may be helpful?

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“What to do with a client that may have addiction issues” – Part – 6 Conflict Resolution

Executive Coaching and the Recovering Executive
“What to do with a client that may have addiction issues” –
Part – 6
Conflict Resolution
In his book, The Eight Essential Steps to Conflict Resolution Dudley Weeks, Ph.D., has summarized Conflict Resolution in a way every coach can use . Often there is a long history of running from or creating conflict by the addict. I work with the coaching client on conflict resolution by introducing some simple outlines and directions. Without going into depth on Dudley’s entire book, in this slide I list the eight steps as I describe the typical meeting gone wrong:

The client/boss is dealing with the sales group dropping the ball on developing a new marketing campaign for a proposed new product within the time frame required by upper management. The client/boss calls a meeting for a specific time, which half of the group cannot attend. Because of the upper management pressure to make the meeting for the suggested time, many people including the client/boss could not adequately prepare for their presentations. The meeting could not be held in a conference room, so the client/boss has to have it in their office, where there are not enough seats, and the ‘territory’ has an impact on many attendees.

When the client/boss opens the meeting, the perceptions and goals for the meeting, are the groups needs to discuss what went wrong, the possibility of the group to successfully resolve the problem and the common goals of groups the to ensure this does not happen again, are not discussed as the client/boss doesn’t want to deal with the conflict that may come up. The client/boss fears the group will blame him for the failure, the meeting will run over the allotted time frame and therefore feels the need to control the conversations as the only way he knows to hold a conflict-free meeting. Placing little or no fore thought on creating a meeting in which the goals of the meeting can be embraced by all, the client/boss covers his tracks by ensuring that there will be no discussion on negative past conflicts, and chooses not to deal positively with conflict in the present or the future.

The result of the meeting is the goals that are the most important, are not discussed or resolved. The only goals discussed are that of the client/boss, only. The decisions that are made are what the client/boss wants to have happen and the attendees feel they have had no role in the decision making process. The attendees feel that the client/boss ‘shoves’ the problems resulting from the meeting onto their pile of ‘to do’s’ to accomplish. The attendees do not embrace the results, do not act effectively on completing their assignments and more conflict is produced.

How many of you have seen this scenario over and over again? Dr Week’s book examines using conflict to ensure conflict resolution. He clearly states to solve a problem (conflict) you have to embrace the problem (conflict). Many executives run from conflict or do not know how to adequately handle it, and being an addict, Just exacerbates the problem.

Fleeing from conflict, creating chaos and falling into old defensive routines are responses our coaching clients execute without thinking. When the coach can produce black and white, defined statistics and backed up by research found to change behavior, the client will benefit. The repeated training in using these tools is very important. It is my assignment to my client that before any meetings they follow the steps outlined in Dr Week’s book.

I mentioned briefly about Defensive Routines, avoiding conflict is a defensive routine. Procrastinating on completing the work that is assigned to you, because you don’t agree with the assignment is a defensive routine; ignoring or undermining time lines is a defensive routine. Going forward with the coaching client, defensive routines should be identified and discussed by giving the client the knowledge they need in order to not relapse into their old behaviors. Also, this information is important so the coaching client will not accept this type of behavior from others. Chris Argyris, a researcher from Harvard University has several books and journal articles on Defensive Routines, which anyone can review on Google.

Overall, what I have just described are the first few weeks of working with an executive client in recovery. I hope that you can recognize the similarities that are shared by an executive coach and in kind the characteristics that are shared by an addiction counselor. Recovery Coaching is a blend of both, and some times it is not. Recovery Coaching is a very interesting profession, a niche in the coaching realm that is just being developed.

I hope this blog can help the executive coach the tools any coach can use to break up the road blocks that a client might throw up in front of them?

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“What to do with a client that may have addiction issues” Part 3 Help the addict/executive build a plan for recovery

Executive Coaching and the Recovering Executive
“What to do with a client that may have addiction issues”
Part 3
Help the addict/executive build a plan for recovery

Getting commitment from the client
After the first meeting and the story session, as homework assignment I hand out the New Client Questionnaire. I use one adapted from Jeffrey Auerbach’s book “Personal and Executive Coaching, The Complete Guide for Mental Health Professionals” . I like Dr Auerbach’s up front questions about the client’s goals for coaching: here are some examples.
1. What do you want to be certain to obtain from this coaching relationship?
2. What two steps could you take, immediately, that would help you move forward?
3. Are you ready to be coached?
4. Are you willing to stop or change my behaviors that are interfering with your progress in recovery

By introducing the client to Dr Auerbach’s questionnaire, they are able to begin to focus on what they want, which is the first concrete layer of the foundation of their recovery plan.

How does a coaching client build a plan for recovery?
In this phase I use the Grow Model, to further develop the client’s Recovery Plan. The Grow Model was developed by James Manktelow in 2005.

GROW is an acronym for:
1. Goals, establishing goals through the use of various instruments
2. Reality compare the reality of the situation
3. Options, explore the client’s options
4. Wrap up or Write the Recovery Plan (Donahue, 2007 & Manktelow, 2005)

The client has set the first few Goals, by completing Auerbach’s New Client Questionnaire.
Confronting Reality- Motivational interviewing and using the results from the Cognitive Distortions Survey are very important in this process. Discuss what is happening that makes the client not achieve their goals in the past. Break down the instances and ask:

1) When does this happen?
2) What effect does it have on you or others?
3) What is really stopping you?
4) Do you know anyone who has achieved their recovery goal?
5) What can you learn from them?

Discuss Options:
Brainstorm with the client on their options. Ask -don’t tell the client- about their options, this empowers them to ensure their choices. You can ask:

1. How can you move toward the goal?
2. What has worked in the past?
3. What could you do as a first step?
4. What else could you do?
5. What would happen if you did nothing?

Writing the Recovery Plan
In the next week, I encourage the client to begin to develop their recovery plan. Most often the client needs to be exposed to role models with long term recovery, people in their therapy groups, people in the 12 step meeting rooms, sober friends, or their sponsor. It is important for the coaching client to hear their stories and recognize the path they have taken on the road to recovery. I invite the coaching client to speak with these people to gather recovery plan information. Then we discuss what are their Recovery Plan goals are and why they are important?

1. First, we date the plan (Plans are meant to evolve and change, it is important for the client to see their progress)
2. Have the client name the change(s) they want to make (e.g. stay in college, avoid self-cutting, stay away from drugs and control over spending).
3. Where does this goal (stay away from drugs) fit in with their personal priorities at the moment?
4. What obstacles do they expect to meet?
5. How will they overcome them?
6. How committed are they to their Recovery Plan goals?

In developing a recovery plan a client will often ask the recovery coach for advice. During this process, I using motivational interviewing techniques, allowing the client to judge how appropriate the coach’s suggestions are for them. I offer not one, but a cluster of options which will allow the client to choose the suitable options for their recovery plan. For example a client often asks “What do you think I should do?”

I can respond by saying “Well, I see possibly three things you could do,
1. you can swear off alcohol completely starting today,
2. you can see if alcohol is a gateway drug or a trigger leading to your sexual acting-out by choosing not to drink when you are on a business trip,
3. you can continue drinking and acting out sexually with partners other than your spouse.”
Offering several solutions allows the client to see the options more clearly and decide which one or more options he/she has. Clients may bite off too much to chew, offer the client the opportunity to minimize the plan a bit so goals can be achieved. Lastly, establish some timelines.

Throughout coaching relationships, a client may regress to the beginning phases of this plan. Consistently, a coach must ask the difficult questions, reminding the client of their commitment, over and over again: “How committed are you to your recovery goals and your recovery plan? What do you want to achieve? What is really stopping you?”

During the creation of the Recovery Plan, the addict is looking “in”. This inward focus is very natural for the addict. Most addicts are so self centered that they have never looked outside of themselves to see “anything” less likely the consequences of their being buzzed for the last fifteen years. It is important to allow the addict to look in and then, to look out to see the consequences of his/her addiction.
In keeping with this concept, this third question:

Is there any collateral damage resulting from the addiction?
is usually asked when the ‘topic’ of collateral damage comes up. It will come up in the form of their teenager exploding at them, saying “You are never here!” or a co-worker appearing defensive during a meeting with the coaching client. Allowing the client to see consequences is the most important tool for the coach to use yet, the timing of this stage is never within our control. I assure you, the addict will see the consequences of their behavior, as coaches, we just have to wait for the opportunity or the ‘learning moment’

When the addict recognizes the consequences that are a result of their addiction(s), it is time to add onto their recovery plan, the coach invites the addict to look around at his/her surroundings, and ask:
What is the collateral damage resulting from your addiction?

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