How can you use the RED model for strategic decision making?

By applying the RED model to strategic decision-making, leaders can foster a culture of critical thinking, reduce the risk of oversight, and enhance the overall quality of decisions. This systematic approach ensures that strategies are not only well-thought-out but also resilient and adaptable to changing circumstances.

Having a framework to deliver executive coaching is an essential device to move the coaching experience forward. The RED model is simple to understand and when used in conjunction with active listening, empathy and reflection can make the process more efficient in a limited timeframe. There are other similar techniques such as ‘GROW’ that can also be considered. It is important to remember that the role of the coach is to unlock the answers within the coachee… so like any master craftsman, use the right tools, in the right place at the right time.

Executive Coaching is an exciting process for both the Coachees and the Coach. "RED Model" comprises 'Recognize Assumptions, Evaluate Arguments and Draw Conclusions'.

Another valuable approach to enhancing critical thinking is the STAR model, which provides a structured framework for problem-solving and decision-making. STAR stands for Situation, Task, Action, and Result. This model encourages your clients to first understand the context and objectives of a situation (Situation), define the specific task or challenge at hand (Task), outline the actions they will take to address it (Action), and finally, evaluate the outcomes and lessons learned (Result). By guiding your clients through each step of the STAR model, you can help them systematically analyze complex issues, formulate effective strategies, and achieve meaningful results.

Harnessing a framework in executive coaching is paramount for progress. The RED model, complemented by active listening, empathy, and reflection, streamlines the coaching journey within constrained schedules. While 'GROW' offers similar benefits, it's crucial to recognize that a coach's role is to unveil answers within the coachee. Like a skilled craftsman, employing the right tools at the right moment is key. Let's sculpt success together.

Identify Implicit Assumptions: Begin by identifying the assumptions underlying your strategic options. These assumptions could be about market trends, customer behaviour, technological advancements, or internal organizational capabilities. Recognizing these assumptions is crucial because they form the foundation of your strategic decisions. Challenge Assumptions: Once identified, critically assess these assumptions to determine their validity. Are they based on reliable data and information, or are they speculative? Challenging assumptions helps prevent decision-making based on flawed premises.

To counteract assumptions, embrace a three-step approach: 1. Question Everything: Challenge every belief by asking, "What evidence supports this?" 2. Seek Perspectives: Actively pursue alternative viewpoints to broaden your understanding. 3. Evidence-Based Decisions: Ensure conclusions are grounded in verifiable data. This strategy fosters critical thinking, reducing the risk of decisions based on unchecked assumptions, leading to more informed and effective outcomes.

As an integral part of the "RED Model", you need to recognize the Assumptions of your Coachees. They may have sentimental values, so we need to tread on this aspect carefully.

In addition to questioning assumptions, it's essential to encourage your clients to consider multiple perspectives and challenge their own beliefs. One effective technique is perspective-taking, where they try to understand the situation from different viewpoints, including those of stakeholders, competitors, or diverse demographics. This process fosters empathy, expands awareness, and encourages critical thinking. Furthermore, engaging in constructive debates or brainstorming sessions can help expose assumptions to scrutiny and foster a culture of open-mindedness and innovation within your team or organization.

Delving into recognizing assumptions means taking a closer look at the beliefs or ideas that influence how we see things. As a coach, I guide clients in questioning these beliefs, urging them to explore different angles and challenge what they've always thought to be true. It's about digging deep to understand why they see things the way they do. By doing so, we can uncover any biases or blind spots that might be clouding their judgment. This process of self-discovery is crucial for making clearer, more objective decisions that align with their true desires and values.

Assess the Evidence: Look at the evidence supporting different strategic options. Evaluate the quality, relevance, and completeness of this evidence. Are there any gaps in the information you have? How does the evidence stack up against the strategic goals you aim to achieve? Consider Alternative Perspectives: Evaluate the arguments from multiple perspectives, including those of customers, competitors, and your own team. This comprehensive evaluation helps in understanding the full spectrum of impacts your decision might have and ensures that your strategy is robust against various challenges.

"Evaluating Arguments" of your audience is an integral part of the "RED Model" Coaching process. Arguments are used in persuasive efforts for information, justification and decision making.

In my experience I think it's crucial to encourage your clients to consider the broader context and implications. This involves analyzing the potential consequences and trade-offs associated with each argument or decision. Encourage your clients to think long-term and consider the impact on various stakeholders, the organization's reputation, and its future goals. By taking a holistic approach to evaluation, your clients can make more informed and responsible decisions that align with their values and objectives.

I beg to differ over here since arguments can be based on strange or unrealistic assumptions as well. I feel first we all need to identify and differentiate between an argument based on assumption and an argument backed by evidence.

In evaluating arguments, the focus shifts to examining the substance and coherence of the information presented. Coaches facilitate this process by encouraging clients to delve deeper into the evidence and reasoning behind various perspectives. By questioning assumptions and exploring different viewpoints, clients can gain a more nuanced understanding of the situation. Techniques such as reflective listening, reframing, and Socratic questioning are useful. Coaches empower clients through a spirit of inquiry and intellectual curiosity, by helping them identify any logical fallacies or biases that may distort their decision-making. This rigorous evaluation process also cultivates intellectual humility and open-mindedness.

'Drawing Conclusions' is an integral part of the "RED Model" of the Executive Coaching process. You need to synthesize and summarize key findings and implications before drawing Conclusions. By monitoring and Evaluating the progress of your Coachees, you can modify your coaching process to achieve the desired objectives.

Drawing conclusions involves synthesizing information and making reasoned judgments. Here's a simplified guide: Summarize: Review the key points and evidence presented. Evaluate: Consider the strengths and weaknesses of the arguments and evidence. Consider Alternatives: Think about other possible explanations or viewpoints. Logic Check: Ensure your conclusion logically follows from the information presented. Final Judgment: Make your decision based on the most compelling evidence and reasoning. By following these steps, you can arrive at a well-founded conclusion.

I feel this is the trickiest part of the RED Model. One not-so-correct conclusion may hamper the decision-making process drastically. All your crucial findings, core implications, and positive recommendations summary suddenly gets derailed or deviated with just one single not-so-correct conclusion drawn by you. Most Toughest Job.!

As a coach, I'll help you take all the information you've gathered, sort through it, and figure out what it's telling you. We'll look at the big picture and consider all the pieces, from the risks and benefits to your personal goals. It's like piecing together a puzzle. Together, we'll weigh everything carefully. I might facilitate this by helping you prioritize your criteria, assess the potential impact of the decisions, and consider the long-term consequences. I'll encourage you to trust your instincts too, because sometimes, your gut feeling can offer valuable insights. With this approach, you'll be able to make decisions that not only make sense logically but also feel right in your heart.

Drawing conclusion is the important part of the coaching process & RED model helps to dig deeper to derive the conclusion. As a coach we need to partner with the client & help them to get the results which they are intending for. During the discussion, we need to help the client to bring a contingency plan which can help them to handle uncertainty. The learning & take away helps to understand whether the client is on the right track or not.

Recognize: Help the person notice their assumptions by asking, "What do you think might be assumed here?" Evaluate: Guide them to think about different perspectives and evidence. Ask, "How do you know this is true? What else might be true?" Decide: Assist them in making a choice based on their new insights. Ask, "What's the best decision based on what we've discussed?" By using these steps, coaching becomes clearer and more effective.

Das RED-Modell steht für R(Recognize assumption), E(Evaluate arguments) und D(Draw conclusions) und bietet eine dreistufige Herangehensweise, um im Coaching den Erkenntnisprozess zu strukturieren 1) Im ersten Schritt werden Führungskr?fte ermutigt, über ihre pers?nlichen St?rken, Schw?chen, Werte und Ziele nachzudenken. Sie reflektieren sich selbst. 2) Im n?chsten Schritt werden die Erkenntnisse aus der Reflexion genutzt, um die eigenen Verhaltensmuster und ihre Auswirkungen auf das Team zu erkennen. So erkennt der Coachee die Verbesserungsm?glichkeiten. 3) Im letzten Schritt werden konkreter Ma?nahmen entwickelt, um die F?higkeiten und Kompetenzen der Führungskr?fte zu st?rken. Es geht z.B. um ein gezieltes Training oder ein Mentoring.

Incorporating the RED model in coaching involves flexibility and adaptability, ensuring it serves as a guide rather than a rigid framework. Start by engaging clients with open-ended questions to uncover assumptions, encouraging critical evaluation of their reasoning. Reflect their thoughts back to them to confirm understanding, and celebrate their insights to reinforce progress. Use relatable examples to demystify the RED model's concepts, steering clear of complex jargon. Remember, the ultimate goal is to meet clients where they are, guiding them towards enhanced decision-making and goal achievement while honoring who they are.

The "RED Model" can be an effective tool for the Executive Coaching process. This can facilitate in the coaching processes employing open employing open ended and probing questions

#BestwaytouseREDmodel - RECOGNIZE ASSUMPTIONS WELL - EVALUATE ARGUMENTS BACKED BY EVIDENCE - CONVERT THE DRAWING CONCLUSIONS PART INTO A CLASSROOM / TEAM ACTIVITY. The 'D' Part has to be performed like an activity with lots of Darting, Probing, Attacking, Countering, and Challenging questions at every conclusion so that it certainly filters and churns out the best, positive, and feasible conclusions drawn (with the indirect consensus of the entire clients' team). #REDModelSuccess

Implementing the RED Model in Strategy Meetings Structured Discussions: Use the RED model as a guide for structured discussions during strategy meetings. Encourage team members to openly recognize assumptions, evaluate arguments, and draw conclusions together. Documentation: Document the process of applying the RED model to strategic decision-making. This not only keeps a record of the thought process but also helps in communicating the rationale behind decisions to stakeholders.

During leadership workshops, use the RED model to facilitate interactive exercises where participants practice recognizing assumptions, evaluating arguments, and drawing conclusions in real-world scenarios tailored to their organizational context.

Often when I work with a client I find them holding a deeply ingrained belief that’s creating behaviours that are not aligned to who they wanna be and where their career trajectory is going. Recently a client told me that because he is deeply passionate about creating extraordinary events he doesn’t mind not receiving a high salary for that type of role. The belief here was that his passions can’t pay him a high salary. As we worked through multiple case studies of business leaders who in fact were paid extraordinary amounts for their gifts and where their passions lay, he was able to shift his belief to realising that he gets to be paid the highest by doing the exact thing that comes effortlessly to him.

It is important to understand of the assumptions are merely thoughts or biases being shared. Before using the RED model it is important to ask open ended questions and understand the underlying thought processes. It is critical to see the bigger picture, thinking beyond the initial information.

I want to add that though you are the coach and the clients are coachees, never utter and write or express that the onus of drawing the best conclusions lies on you on only you. Politely make every client realize that he/she is accountable for his/her assumption and argument. And, this whole exercise is to draw best-suited conclusions JOINTLY!