Eavesdrop On The Capacity Growth Coach Program

The competency that's discussed this week is number 11, managing progress and accountability. And I think about that from just the perspective of, as a capacity coach, we have to become experts in, in figuring out forward movement. And I want to make clear that I'm not talking about, you know, leaping tall buildings in a single bound. It's not about more, more, more and cramming more, more, more into a 24-hour day. It's really about figuring out how to make what Marisa Peer refers to as the unfamiliar familiar and the familiar unfamiliar.

I said, well, let's just play with this a little bit here, because this person was stuck in a catch-22. Like, I want to do this, but I'm stuck because of this. And so what I did was make the familiar— I gave a perspective on their behavior and how that could be interpreted by other people in the room, which directly contradicted what this person— the impression that they want to give and how they wanted to show up. "So you're not sharing, you're kind of quiet. What are you doing?" And she's like, "Well, I'm kind of crossing my hands." And so she described the behavior. And I said, well, you know, from another person's perspective, you might seem disengaged. You might seem kind of aloof. You might seem apathetic to what's going on in the meeting. So, and that was exactly the opposite of how she wanted to be at work, right? She wanted to be engaged. So I made her behavior, had her see her behavior in a very unfamiliar way to increase her desire to you know, speak up in meetings.

Very good. Beautiful.

So thank you. You helped me add value to somebody just like this.

Thank you, Marissa Peer, too.