Page 99 - Appreciative Leadership

72 Appreciative Leadership

This practice of trust yields equally positive results at work. When
Art became HR director, he inherited three team members, one of
whom seemed overly bureaucratic. Constantly referring to the rules,
she alienated people who called for advice, training, or facilitation.
Weeks of coaching went nowhere; she became increasingly defensive
and rigid. Only when Art opened his eyes and trusted Glenna did

things begin to shift. Realizing that her cautious adherence to pol-
icy was a misdirected strength, he began inquiring into her previous
training and interests. Within a month, they mutually chose to trans-
fer her into the payroll department, where her knowledge of human
resources systems would be directed toward developing consistent,
lawful systems that would support both the organization and the
workforce. Within a year, she was promoted to become head of that
department.
By trusting people to be who they are, we tend to our own seren-
ity. But in doing so, we also cultivate an environment of openness and
acceptance that paves the way for others to see themselves through
fresh and affi rmative eyes.

Appreciative Coaching to Bring out
the Best in Others

The best leaders help people learn and grow.

Illumination is a daily practice of Appreciative Leadership, and it can
be built into human resource processes such as recruiting, perfor-
mance management, and especially coaching. People oft en seek out
coaches when they feel they are not able to accomplish their goals,
or they simply don’t believe they can do what they have agreed to do.
They have lost track of their capabilities and need a bold reminder

of who they are and how they succeed. People also enter coaching to
get help taking the next step in their life, figuring it out and planning

to get there. In all cases, being reminded of strengths helps people