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Jody Michael, MCC, BCC, LCSW, is CEO of Jody Michael Associates, a coaching company specializing in executive coaching, career coaching, and leadership development. She is an internationally credentialed Master Certified Coach, Board Certified Coach, trained psychotherapist, and licensed clinical social worker. She is author of the Wall Street Journal bestselling book Leading Lightly: Lower Your Stress, Think with Clarity, and Lead with Ease.Michael brings to her work a rare combination of global SVP leadership and theoretical knowledge, plus extensive field experience. She has built her expertise through 40,000+ hours of individual sessions across more than 25 years of coaching; adjunct education in human behavior, neuroscience, and psychology; and 15 years of experience in corporate leadership with Goldman Sachs, Chicago Research and Trading (CRT)/Nations Bank, and Kidder-Peabody. Based on her applied research, Michael pioneered the use of technology in coaching by creating one of the first mobile apps to accelerate the building of self-awareness, mindfulness, resilience, and emotional intelligence.Michael has coached some of the top-performing leaders and teams In the US across diverse industries and organizations from hypergrowth tech companies to global Fortune 100 organizations. She has a special affinity for partnering with tech, finance, and healthcare.She’s a renowned keynote speaker, author, and thought leader in her field who has been featured in the Wall Street Journal, New York Times, Forbes, Oprah Magazine, Huffington Post, Crain’s Chicago, and more. She also has appeared as an expert on MSNBC, CNN, the Today Show, and NPR.

Jody Michael

领导力发展是一项回报丰厚的事业，但是鉴于高管辅导涉及人际交往的本质，公司很难衡量在这一方面投资产生的有形回报。想要用金钱来衡量员工辅导到底能够带来多大的好处，这可能很困难，但证据的确存在。例如：《关于高管辅导投资回报率的案例研究》指出，某财富500强公司的“高管辅导计划”实现了529%的投资回报率以及显著受益，例如整体生产力和员工满意度提升。如果考虑员工留任率，投资回报率跃升至 788%。面向100名主要来自财富1000强公司的高管开展了一项名为“高管辅导效果最大化”的调研，结果指出高管辅导投资实现的平均投资回报率几乎是辅导成本的六倍。《什么是辅导？》 报告引用的研究表明，辅导的投资回报率可以在 221% 到 788% 之间。除了将财务收益与支付的成本进行比较之外，你还可以通过其他有形和无形的方式来衡量成功。高管辅导的有形收益包括：• 提高生产力• 提高绩效水平• 降低成本• 收入和销售额增长• 提高员工留任率• 提高员工敬业度无形收益包括：• 提升情绪智力• 提升信心• 强化高管的存在感• 更好的沟通• 增强情境领导技能• 信奉问责制• 更牢固的工作关系衡量辅导效果的挑战虽然高管辅导可以带来所有这些积极效果，但是仍然难以衡量。因为存在大量因素，从缺乏受控环境，到不同的人对变化真正的含义也有不同的看法。以我为一家高管辅导客户完成的一项“360度回顾”项目为例，我在辅导开始之前，以及结束后的八个月后对15名利益相关者进行了访谈。当我问他们是否察觉到受训者发生任何变化或改进时，每个人都响亮地回答“是”——除了一个人。这位利益相关者表示他根本没有观察到任何变化。然而，当我提到我与这位利益相关者的初次访谈并将他的观察回读给他时，很明显受训者确实发生了变化——事实上，变化很大。这位利益相关者大吃一惊，评价道：“他的行为变化太大了，我完全忘了他以前是怎么样的。”从这个例子可以看出，利益相关者的主观性就是导致结果难以衡量的一个因素领域。此外，在某些情况下，人们可能已经对变化本身感知并产生信念。如果某人认为人们不会改变，那么此人就很难辨别任何人身上发生的变化。个人倾向于将意见而不是事实作为自己观点的基础，也可能会高估某些因素。在评估高管辅导参与获得的成功时，教练可能会与每天与受训对象互动的人交谈，也可能与每季度只和受训对象合作一次的人交谈。问题在于那些负责衡量成功的人通常对那些利益相关者的观点给予同等的权重。考虑到这一点，在辅导前后开展 360 度评估的确是衡量领导胜任力的最准确的方法——从果断和授权到积极倾听和有效反馈——高管辅导可以培养这些能力。除了要求受训领导者完成自我评估以外，将评估内容分发给 8-20 位利益相关者，征求他们对于领导者的意见。编制的评估越多，累积得分的准确性就越高。衡量战术与变化确保你所衡量的的确是高管所产生效果的一种方法，是关注与特定领导者合作的教练类型。战术教练与致力于系统变革的转型教练可能会产生不同的结果。想象一名没有跨职能部门建立关系的高管。战术教练可以安排一项任务，要求受训者每次跨职能与利益相关者接触时，就进行衡量（打勾）。六个月结束时，教练可能会看到一份长长的清单，上面满满的勾号表明这位高管已多次面对这一问题。许多高管会对这个结果感到满意，但我来说说为什么这可能是一种短视的表现：领导者之所以打勾，可能只是因为在辅导过程中要求他们这么做——这并不意味着他们已经系统地学习了这种行为。一年后，高管们可能又会回到自己原来的行为方式，因为并没有发生深刻的变革性改变。或者，受训者可能已经养成了这个习惯并且仍在应用它，但它本质上是交易性的，而不是一个有意义地与利益相关者建立关系的过程。另一位教练可能会选择找出潜在的恐惧来解决根本原因，例如对亲密关系的不适或缺乏自尊。**如果教练找到了问题的根本原因，那么就会产生行为结果。**橡皮筋效应——在这种效应之下，高管恢复原来行为的可能性较低。相反，将产生多米诺效应，将学习转化为其他领域，从而为公司带来更大的投资回报率。产生影响领导者在开始任何辅导参与之前，应该先明确将统一衡量哪些因素，以及在各次参与过程中如何衡量这些因素。如果想要衡量辅导参与活动是否成功：确立你想要领导者取得的经营成果。概述领导者需要表现出来并维持的行为。确定你希望在领导团队中表现出来的相应结果。最终，领导者应该将所有这三个因素都融入各自的日常选择中。有了高管教练的帮助，再通过不断完善和明确的目标，这样公司就能对辅导投资取得进展进行跟踪。团队努力领导力提升带来的投资回报远不止个人层面。高管辅导带来的好处将在组织中不断渗透，影响其他员工，最终对公司的利润产生积极影响。将领导者视为管弦乐队的指挥。在最基本的层面上，指挥能够令整个乐队保持节奏一致和协调。但指挥还能够传递作曲家想要传达的信息。在指挥家的带领下，乐手们可以营造统一的音乐视野，让观众沉浸其中。正如指挥一样，高管负责推动焦点一致，并让他们的团队相互协调以获得期望的结果。例如，教练可以与领导者合作，从而更有效地委派任务或更好地培养跨职能关系，以开发并交付卓越的运营成果。但是影响并不会仅停留在领导层面。现在领导者可以改进绩效并取得可持续成果，而且更有利于将他们的知识传递给他们的直接下属。如果团队负责人努力推动取得更有效的结果，那么公司团队中的每个人都会产生更强烈的主人翁感，也会更负责任。他们会更清楚对于自己的期望是什么，因为每个人都理解自己的角色和职责，以及期望自己达到的绩效水平。并不是直接向他们下达作业指令，所以直接下属有机会与他们的领导进行发展和辅导交谈。这就是雇主如何发现领导以及每位团队成员发生的行为改变的完美例子。一旦公司培养出高绩效团队，那么他们的盈利能力也会提高。证明和回报通过辅导，高管将会变得更像是管弦乐队指挥，致力于取得团队成果，而不仅仅是自己个人成果。他们的新角色将变成组建并培养高绩效团队。这种过渡会对领导者、团队成员以及组织产生巨大的影响。并且阐明了高管辅导如何培养领导能力，继而通过各种方式转变为投资回报率。如果你能够提供关于人才发展努力所取得成果的证明，雇主将能够吸引、发展和留住员工。如果公司有一名高效的领导者，那么无论他带领的是 10 人还是 1,000 人的团队，获益都会变得显而易见。本文为《TD杂志》文章《FYI on Measuring the ROI of Executive Coaching》，ATD学习账号成员可直接在ATD线上资源中心免费查看全文内容。如您希望成为学习账号成员，欢迎点击了解**企业及个人学习账号**详情。

浅谈如何衡量“高管辅导” 的投资回报率

November 2022 - TD Magazine

Interpret situations through a different lens.

Choose Resilience Over Stress

March 2022 - TD Magazine

There are different ways to prove its effectiveness.

FYI on Measuring the ROI of Executive Coaching

Designing the Learner's Journey: Building Intrigue, Confidence, and Joy

Michael Dorsey Sr., DMin, currently serves as the chief learning officer for the Maryland Department of Human Services (DHS). In this role, he provides executive leadership to all the learning operations within the agency of more than 6,500 employees serving more than 1 million citizens of the state. Since his days as a national champion in collegiate speech, Mike has been captivating audiences with his engaging and dynamic style. For the past 20 years, he has been driven by a desire to help individuals discover and develop their traits that lead to professional and personal success. He takes joy in using words to motivate and empower others.As a professional trainer, speaker, and consultant, Mike has worked in leadership development, curriculum and training design, DEI, and coaching for companies such as Walmart, Target, PwC, Monster Worldwide, Enterprise Rent-a-Car, and Lockheed Martin. He is just as comfortable working with frontline staff as he is with C-level executives.He is a graduate of Cedarville University, the Ohio State University, and Faith International University. In 2013, he was part of NBC’s hit TV show The Biggest Loser. He’s also appeared on The Today Show, Entertainment Tonight, Access Hollywood, and The Tom Joyner Morning Show and been featured in People Magazine and US Weekly. In his spare time, Mike enjoys traveling and spending time with his wife Chavalle’ and their son, Michael Jr. They reside in Baltimore, Maryland.

Michael Dorsey

March 2012 - TD Magazine

Recognizing Meaningful Progress

It’s ironic that successful self-leadership has more to do with others and less to do with self. I learned this later in life. The sooner you see it, the better for your career. Following are three lessons I learned from personal and professional experiences.Surprise #1: Serve a Cause Greater than SelfThe first surprise about self-leadership is that working for money, power, and fame is an unfulfilling pursuit. Frances Hesselbein says it succinctly: to serve is to live.Choose a career that helps others by bringing truth, goodness, or beauty into the world and you will find greater career satisfaction and contentment. From time to time, you will experience the joy that comes from seeing the efforts of your work directly improve the lives of others. Here are a few examples:The teacher who helps a student learn to read brings greater truth and goodness to the world.The landscape architect who designs aesthetically pleasing outdoor environments brings greater beauty to the world.The journalist who helps the public see both sides of a story brings greater truth to the world.The salesman who helps a customer find the right product or service to meet a real need brings greater goodness into the world.You should seek to serve others in these ways, too.Surprise #2: Get a Coach or Mentor(s)No world-class athlete gets to the top without the help of a coach or multiple coaches. We need other people to help us achieve our potential.For instance, each of us has blind spots. Your blind spot may be that you are argumentative or perhaps you don’t speak up when you should. Some people have a blind spot when it comes to not knowing when to end a conversation or meeting. Some managers have blind spots of being over-controlling, and others don’t interact enough with the people they are responsible for leading.The need for coaching and mentoring goes beyond needing to address our blind spots, though. We need experts to help us develop skills. When I left Wall Street to write a book and begin public speaking and teaching, I needed the help of Twyla Thompson, a top acting coach at the Actors Institute. Twyla taught me how to emotionally connect with an audience.On Wall Street, I had learned to turn off my emotions when communicating and I needed Twyla’s help to turn my emotions back on. She had me do exercises that included speaking to a group of acting students. I had to make eye contact with one student at a time and maintain eye contact until the student raised his or her hand to signal that he or she felt connected to me.Twyla’s colleague Gifford Booth would stand at the back of the room and yell, “Louder, louder,” as I spoke. He helped me see a blind spot I had: I was too soft spoken. I could never have learned these things on my own and I’m grateful that Twyla and Gifford helped me become a more effective speaker.#3: Be Intentional About Connecting With PeopleI learned the hard way that all people are hardwired to connect. Connect with God.  Connect with one another. When we don’t connect, we become dysfunctional. We feel lonely, which makes us more vulnerable to stress, anxiety, and depression.  Connection makes us healthier, happier, and more productive. It helps us grow in competence and character. It gets us through the inevitable difficult seasons we all experience in life, a lesson I learned as our family and friends helped us get through the three bouts of cancer my wife Katie experienced. Today, she is cancer free and thriving.Bottom line: You can be more successful in your career and life if you serve a cause greater than yourself, get coaches and/or mentors to help you learn and grow in competence and character, and be intentional about connecting with God, family, and friends. As you experience greater peace, hope, and joy that comes from having an abundance of connection in your life, you will discover wealth of even greater value.Is your workplace culture supporting your success with self-leadership? Join Michael Lee Stallard for the June 23 webcast, “Your Workplace Culture: Life-Giving or Draining the Life Out of You?” to learn about three predominant relational cultures in the workplace—and how each affects your productivity, health, and happiness.Editor’s Note: This post is adapted from Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work. Read more on the Connection Culture website.

3 Surprising Ways to Succeed in Self-Leadership

Michelle Reina, PhD, is co-founder of Reina Trust Building, a global firm specializing in transforming workplaces—and lives—through trust. Reina’s focus for 30 years has been researching trust and developing practical methodologies and tools to assess and measurably strengthen trust in workplace relationships.Leaders, teams, and organizations such as American Express, Ben & Jerry’s, Center for Creative Leadership, Dartmouth Hitchcock Medical Center, Johns Hopkins Medical Center, Harvard University, Johnson & Johnson, Lincoln Financial Group, Miller Coors, Nokia, Toyota, Turner Broadcasting (CNN), Voya Financial, VISA, Yale University, Walt Disney World, and the US Army and Treasury Departments have leveraged Reina’s comprehensive trust-building system. Through consulting, speaking, training, and coaching, Reina supports people not only to build trust but also to rebuild trust, regain happiness and joy, and work productively again in relationships where trust has been compromised.Reina’s work is based upon an underlying premise that all business is conducted via relationships, and trust is the core foundation to effective relationships that produce results and forge human connection.Reina believes that all people want, need and deserve to have trust in their relationships with others, and in themselves.Reina and her husband, Dennis Reina, are co-authors of two business bestselling books: Trust & Betrayal in the Workplace, 3rd edition and Rebuilding Trust in the Workplace.

Michelle Reina

 By 2025 Millennials, individuals between the ages of 20 and 35, will comprise 75 percent of the global workforce. Organizations are justifiably concerned about attracting and retaining them. Many articles on Millennials often focus on their desire to find purpose in their work and to collaborate. But to truly understand Millennials requires a broader perspective. Longing to Connect When the global marketing firm McCann WorldGroup surveyed 7,000 Millennials in 2011, it found that more than 90 percent of those surveyed rated “connection and community” as their greatest need. As the researchers put it: “To truly grasp the power of connection for this generation, we can look at how they wish to be remembered. It is not for their beauty, their power, or their influence, but simply for the quality of their human relationships and their ability to look after those around them.” Connection is a bond that promotes affection, trust, and cooperation. Connections can be tight, as with family members and close friends; or connections can be loose, as with acquaintances. The opposite of connection is to feel unsupported, left out, or lonely. Feeling Disconnected Despite their avid use of social network sites and cell phones, whether for calls or text messaging, there is evidence that Millennials actually experience less connection these days. While it may seem counter-intuitive, increased media use is a contributor. Excessive media use has been shown to diminish connection. Research by Norman Nie at Stanford concluded that an hour spent on the Internet reduced face-to-face contact by 23.5 minutes. The lack of meaningful connection makes individuals vulnerable to stress, anxiety, depression, and addiction. Connection is one of the most effective ways human beings cope with stress. Feeling connected to others reduces the levels of stress hormones, including cortisol, epinephrine, and norepinephrine. Without connection and other healthy means of coping, stress has been shown to produce emotional and behavioral disorders, including anger that leads to a fight response, fear that leads to a flight response, and depression that leads to the body shutting down. Many people deal with their stress by self-medicating with the use of alcohol, mood-altering legal or illegal drugs, binge eating; cutting; or promiscuity. These behaviors provide short-term relief by stimulating the brain’s reward centers, but they eventually rewire the brain with a negative-reward reaction so that cessation exposes the addicted individual to unpleasant sensations of withdrawal. Creating Connections  Employers are wise to help Millennials experience the connection they desire so they perform at the top of their game and avoid negative coping behaviors. Here are three ways for employers to connect with their Millennial workers.Communicate an Inspiring Vision—and Live It. Millennials want to work for a cause greater than themselves. Being part of an organization that has a mission that serves others helps. Meaningful core values also connect Millennials to the organization, especially if they see leaders living them out. I recommend identifying and consistently communicating simple and memorable phrases that reflect your organization’s mission and values. Here are a few examples: The most useful and ethical financial services in the world (The Charles Schwab Corporation) Connecting People with HealthCare (Beryl Companies) Opening the Highways for All Mankind (Ford Motor Company) The Change Agency (FCB New Zealand) Making Cancer History (M.D. Anderson Cancer Center) Learning to Change the World (TCU) Don’t Be Evil (Google) Strive for perfection, settle for excellence (Alpha International) In the spirit of straight talk (Pfizer)  Value Them. Valuing people is the heart of connection. Take time to get to know Millennials, including their career aspirations, past work experiences (ask what fired them up and what burned them out in past jobs), their strengths, the skills they want to develop, and even what there interests are outside of work. Encourage and mentor them so they learn and grow. A 2014 IBM Institute Study showed that Millennials prefer face-to-face contact when they are learning new skills. When you give Millennials projects to complete, don't micromanage. Be clear about what you want them to deliver, and let them know you are available if they run into obstacles or would like your advice or assistance. This gives them autonomy and conveys your respect for their competence. Give Them a Voice. Many Millennials want to be in the loop and have a voice in decisions that affect them. This isn't always possible when time is of the essence. However, if the situation permits, explain what you are thinking about an issue and ask them what is right, wrong, or missing in your analysis and perspective. Consider their opinions and ideas, then implement those that make sense—giving them credit it’s when due. Communicating an inspiring vision and living it, valuing people, and giving them a voice engages Millennials (and the rest of your employees as well). You’ll find that engaged employees put greater effort into their work, align their behavior with the leaders’ and organization’s goals, and more fully communicate so that decision makers have better information to make optimal decisions  These advantages provide a powerful source of competitive advantage. Editor’s Note: This post is adapted from Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work.

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