What are the most common communication pitfalls to avoid when coaching executives through a change?

One major communication pitfall to avoid when coaching executives through a change is "Assuming Alignment Without Confirmation." It's crucial to ensure that there is clear understanding and agreement among executives regarding the goals, vision, and expectations related to the change initiative. Making assumptions about alignment without explicit confirmation can lead to misunderstandings and hinder the successful implementation of the change. Regularly checking for alignment and addressing any discrepancies is essential for effective communication in the context of executive coaching for change.

Be honest about the change and don’t try and oversell it. Precise communication helps executives build trust and your teams can sense disingenuous behaviour. Focus on your audience and take cultural factors into account where needed. Practice intention every time you communicate and keep it simple. Most of all, be clear on your own perspective regarding change so you can communicate with conviction.

Creo que hay varias cosas críticas en este tipo de comunicación: 1.- La RAZóN (datos) puede convencer pero lo que moviliza son las EMOCIONES (del latín “emovere”, aquello que impulsa a la acción). Hay que COMUNICAR CON EL CORAZóN (de ahí que la storytelling sea tan buena herramienta) 2.- El cambio genera INCERTIDUMBRE: por lo que es importante marcar el nuevo DESTINO (visión o propósito) al que queremos llegar. 3.- Considerar que cu?ado hay cambios, HAY PéRDIDAS. Debemos dejar atrás algunas realidades pasadas, por lo que habrá un proceso de luto y resistencia.

The biggest pitfall is avoiding feelings during change. If the client is only communicating facts, figures and practical information, they're not getting the full picture needed for the change to be managed well.

Change is often difficult for most executives to handle. At times when change is overwhelming, coachees may not be able to articulate well. To ensure clarity in Communication, the Coach should help the Coachee to dig deeper and explore how this change impacts them in terms of individual and team roles and goals. Finally carving out action items to deal with the change and assuring support and if needed be an accountability partner

The tarzan jump as it is known in the change circles, we assume people will go to acceptance of the change in no time, they will never go through challenges, will not have questions and will be on board the change only cause it has been announced. Change is more that that, people respond/react to change based on their individual perceptions, beleifs and comfort. Each person might respond differently and lack of empathy for those who are struggling or taking time, people who are unsure, might lead to delay in change adaption. Empathy helps a leader connect with their team, to understand challenges, blockages, perceptions, struggles and with vulnerability and curiosity, listening and questioning you can help people navigate the change.

Un elemento importante en este sentido es el POSITIVISMO. No centrar todo el discurso exclusivamente en los puntos negativos (fuerzas restrictivas) sino también las fuerzas impulsoras que tenemos para generar el cambio.

Don’t forget empathy for yourself. Change is difficult and stressful for leaders too . It can be lonely having to present a change with little support in implementing or explaining the future vision. This is particularly true if lay-offs are involved. Take time to process and understand the change and your feelings about it. This will help you to stay open and empathetic, and still lead change successfully,

Sem empatia a comunica??o n?o acontecerá, porque significa que só estou preocupado com o que tenho para falar e pouco me importo com o outro, se entendeu se está de acordo, se tem algum comentário.

Remember to always make sure you are in the right mindset and emotionally aware of your own triggers. Empathy requires a clear mind, a beginner's curiosity and no judgement. This is difficult if we are still distracted by past events, or feeling stressed ourselves. Than active listening is a great way to seek to understand before being understood, to help them understand the change, the challenges and the opportunities beneath the surface. Ultimately you want to shift perspectives, and open them up to opportunity. Because change feels defensive and like a burden often. It is an emotional process we feel on the inside. The more you work on the root causes, the more sustainable their approach to managing change will be.

In my experience when Brain ?? and heart are in coherence individuals are better equipped to make decisions with a calm and focused mindset which is my I begin with a stress assessment

La influencia, el respeto, la percepción y la imagen no se construyen de la noche a la ma?ana, está demostrado que no las garantiza un título o un cargo. Hoy pensar, por ejemplo, que las personas me tiene que escuchar porque yo soy X, es un enga?o y como lo he puesto en otros escritos, un gran estandarte al ego. Los momentos desafiantes del liderazgo, como el cambio, la transición, la transformación, resultan de acuerdo con lo que el líder ha cultivado. Si esta persona ha evidenciado su conocimiento, transparencia y responsabilidad, seguro las personas lo identificarán por esto valores y apoyarán con mayor facilidad el camino, pero si por el contrario ha sido un directivo de muchas palabras y pocas realidades es seguro que le costará.

Being influential is an important quality for a coach because: 1. Credibility: If you are known to have expertise, good judgment, and successful experience, people are more likely to trust and follow your guidance. 2. Inspiration: Influence enables a coach to be a role model, demonstrating the benefits of change through their own actions. 3. Persuasion: An influential coach has the persuasive skills to help others overcome their initial reluctance and see the value in adopting new behaviors or perspectives. 4. Facilitating Action: You can mobilize people to take action. 5. Sustaining Change: When a coach is influential, they can provide the necessary support and encouragement to maintain the momentum of change over time.

Dos modos interesantes para inspirar a terceros: 1.- CONTANDO ALGUNA HISTORIA REAL DE OTROS (u otra empresa) que estuvo en una situación similar. Es importante destacar la parte de la “travesía del desierto que pasó, no solo la parte bonita de la historia. Lo que nos inspira no es el éxito sino el renacer desde las cenizas. 2.- CONTANDO ALGUNA HISTORIA PERSONAL. Desde la vulnerabilidad. No importa que la historia sea de un hecho diferente, lo que a la gente le importa es escuchar la lucha interna (o externa) que tuviste para superar esa difícil situación personal.

When you're steering the ship through changes, just be real with your crew. Open up, let them in on what's going down, where we're headed, why it matters, and how everyone fits in. No jargon, just plain talk. Keep the convo flowing both ways. Encourage folks to speak up, share their thoughts. It's a team effort, after all. Update regularly and don't dodge the tough questions. Show that you care about how they're holding up. Being approachable and showing some empathy goes a long way. Basically, be the kind of leader you'd want in times of change – someone who's got your back and keeps it real.

When change comes up, Kenny Roger's song The Gambler jumps to mind. But how to help leaders know when it’s time to hold, fold, walk or run? By listening & identifying the stage of change they're in. Here are 4 options of what you might hear - and what the might client desire: 1. “I’m ready to find my purpose or next _”. Best bet? Hold 'em (reflection). 2. “I’m putting all my ducks in order”/“There is so much opportunity in front of me”. Best Bet: Learn to play it right (practice) 3. “I never want this to end”/“How can I find time to do this all?” Best Bet: Know what to throw away and know what to keep (discernment) 4. “Why me?”/“I guess I have to move on” Best Bet: Know when to walk away & know when to run (acknowledgement)

For some of us who play more than one role (i.e. we are also mentors and consultants, for example) it may be challenging to restrain ourselves from suggesting solutions or "planting" ideas into the minds of our coachees. The whole idea of coaching is to encourage the coachee to find their strengths and clarity to help them think up appropriate solutions for their predicament. I am one of those who wear many hats, and before meeting clients I have to ensure that my coach hat sits comfortably on my head and be conscious of the role I am playing throughout.

Two critical communication aspects often overlooked are leading by example and embracing vulnerability. Saying what you do and doing what you do is essential. No matter how compelling a leader's message might be in terms of clarity, empathy, and influence, it falls flat if they don't personally embody the change they expect from others. Secondly, vulnerability plays a key role in building trust. Encouraging a culture where making mistakes is accepted as part of the change process can significantly reduce the fear and resistance often associated with change. When leaders openly acknowledge their own vulnerabilities and learning experiences, it fosters an environment where employees feel safe to take risks and learn from their errors.

Keep the lines of communication open and flowing. Whether the change appears to be instant or gradual, there is always an adjustment or implementation phase. Assume more communication is better; keep providing clarity, empathy and transparency. Misunderstandings, false assumptions and misdirections fill in the cracks in communication all too easily.