Executive coaching is an interesting profession that may offer insight into how to help others in today’s VUCA environment. The term VUCA, coined by the Army War College for the military and popularized in leadership theory, is an acronym that stands for Volatility, Uncertainty, Complexity and Ambiguity. Internal coaches, people who work with leaders from their own organization, have the benefit of organizational context. They are often familiar with the environment—the organization’s culture, history, and norms. For external coaches like me, people who do not work in the organizations where their clients work, we are always assessing the environment for contextual cues so we can provide the highest level of service to the leaders we support.
Coaches are familiar with perspective building in the coaching relationship. We often deal with clients who “awfulize” or “catastrophize” and feed their belief that the worst possible outcome will become a reality. We have probably all had this kind of Eeyore feeling (our beloved character from the Winnie the Pooh stories) and many of us are experiencing these reactions today as we are glued to the screen and latest breaking story about the COVID-19 pandemic.
The most critical tool coaches apply is the use of powerful questions. The right questions are not those that challenge or interrogate. The right questions are those that promote a change in perspective. These powerful questions may help you to help someone who may find themselves suddenly out of work, nervous about their health, or struggling with the isolation brought about from social distancing.
My work as an executive coach is grounded in adult transformational learning, which is the process of effecting change in one’s frame of reference. More popularly known as mindset shift, we understand that as adults, we live with a history and worldview that is the sum of our experiences, feelings, habits and the like. For those, like me, who pride themselves for having majored in sociology, it is the result of how we were socialized. Our world view shapes our perspective and creates the backdrop for how we act and react to situations and events.
Without getting too academic here (sorry, I guess I already did!) theory tells us that there are opportunities to address those around us who may express negative beliefs or feel anxious that things will never get better.
Here are just a few powerful questions to practice as you learn to coach yourself and others through today’s VUCA environment:
It is important to meet Volatility with Vision. Asking someone to redirect their thoughts to their ideal state will help them focus on a positive future.
Uncertainty must be met with understanding and not challenge. Remember that our mindset and perspective are learned. Your opinions don’t change my reality, thank you. This question allows someone to settle into objectivity where conversation can help build awareness about facts and knowledge.
To challenge complexity, build clarity. They will generate potential solutions as they are empowered to pause and consider.
In ambiguity we must become agile and flex new muscles. This question allows someone to call up their own superpower to take charge or act.
Beyond questions, the most important thing I use as an executive coach is dialog. At the core of perspective building is a one-on-one conversation with another person. This conversation helps to bring down the emotions and “awfulizing” and, together, you will consider evidence, alternative points of view, and establish the wherewithal to change perspective or change course.
Meet VUCA with VUCA!
Adena Johnston, D. Mgt.
Vice President & Practice Leader, Talent Development
CCI Consulting
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.