The Art and Practice of Grounded Assessments

Abstract

THIS WAS THE BEGINNING OF THE coaching session with Sue. After this painful monologue from her, as the coach, I had to gather my thoughts about what I had just heard and observed and refl ect on what is appropriate to share with her. I noticed whenever she talked about the upcoming meeting, her shoulders rounded, she slumped down several inches in her chair, and her voice grew soft and monotonous. When she let out several deep sighs and threw her hands up in the air, I felt her exasperation. I understood her sense of hopelessness and resignation: that she had given up before she had even started the conversation with the boss’s boss.

I can’t believe I have this meeting with my boss’s boss about something that is so critical to me and this organization, yet I can’t seem to get the time of day with him. He comes into this organization like a know-it-all, and he is just trying to make his way to the top skimming over the really important stuff. Everybody knows that if you aren’t connected to someone who matters to him, you don’t get his ear. I am so frustrated and angry.

Now my boss has gotten this meeting with him, and she is all excited and wants me to be the one to pitch our proposal. I keep thinking it is a waste of time because this dude isn’t paying attention to me and what I do. He barely acknowledges me in meetings and walks right past me in the hallway without saying a word. But I don’t want to let my boss down. I really do want this proposal to fl y, but I feel like it is a waste of time. It doesn’t really matter how I feel, though, because the meeting is Friday, and I need to buck up and get it done. I can’t put my best foot forward when all of this is going on. No one understands the importance of this project, especially him.

I’d like to get my act together. I’d like to organize my thoughts so I can be articulate and infl uential in this meeting. Th is is, after all, one of my major goal areas for coaching—to communicate better with senior-level leaders.