About Influence Coaching and Dr. Ward

INFLUENCE COACHING HELPS LEADERS DETECT AND CORRECT THEIR BLIND SPOTS, IMPROVING THEIR ABILITY TO WORK WITH BOTH PEOPLE AND IDEAS.

Dr. Stan Ward is the founder and principal of Influence Coaching. With his proven method for obtaining necessary feedback and facilitating difficult conversations, Dr. Ward helps participants improve their ability to influence people and work with ideas. The results: improvements in internal engagement, external sales, and overall productivity.

He does this by combining exclusive 360 feedback resourcescertified change management practices, and best practices in executive coaching with insights from his PhD in leadership studies. The coaching process takes time, but the measurable results for individual leaders and their organizations are significant and lasting.

Dr. Stan Ward is a Ph.D. in leadership studies. Certified as a 360 feedback facilitator by the Center For Creative Leadership and certified in change management by Prosci, he is an experienced executive coach for leaders in industries such as aerospace, defense, manufacturing, technology, and sales.

Dr. Ward is also a contributing faculty member at Claremont-Lincoln University, where he develops and teaches  courses on change leadership, leadership models, and remedies for toxic leadership.  Besides teaching leadership studies, he is a member of the International Leadership Association and a peer reviewer for the Journal of Leadership Educators. 

Stan is married and the father of two daughters. His clients observe that influence coaching impacts life at home as well as at work.


He often used his real life experiences to provide a different perspective which helped me to identify blind spots in my own leadership style and overcome challenges that were facing my organization . . . I have no hesitation in recommending Stan Ward as an executive coach and I look forward to working with him again in the future.”
— Shahab Khan, Head of Information Systems
Dude was brilliant! Got my wheels turning.
— Leadership Tyler Class Participant, 2014

 

A Typical 360 and Coaching Project:

  • Dr. Ward introduces the project to leaders, answers questions, asks about the organization's needs, and builds trust.
  • Dr. Ward facilitates 360 assessments for participants (see description below).
  • Participants identify 5 things from 360 that they want to develop.
  • Participants share their development goals with their supervisor (such as a manager, CEO, or board).
  • The supervisor selects the one or two most strategic development items.
  • Dr. Ward provides coaching and other resources for developing awareness, desire, knowledge, ability, and reinforcement of goals (ADKAR, see below).
  •  Dr. Ward and the participant conduct a micro-360 to assess progress on development goals and make recommendations for next steps.

What is 360 Feedback?

Feedback does not tell a person who they are. It tells them how they are perceived.

360 feedback is a perception measurement from people at different levels in the organization (such as a boss, peer, and direct report). Feedback does not tell a person who they are, but it does tell them how they are perceived. Since perception is often “reality," this information is important. 360 feedback helps leaders minimize their blindspots.

There are a number of 360 tools available that can help measure broad leadership skills or specific items like emotional intelligence, communication style, and factors that can derail a career.  More comprehensive 360's are able to gather all these items of information. 

Individuals can also collect 360 feedback without using a formal instrument. A simple 360 process begins by identifying people in your organization whose feedback you value. Make sure they represent different levels in the organization (such as a superior, a peer, and a direct report) so you can get feedback from different perspectives. Tell them that you want to grow as a leader and you value their feedback. Then ask them, to improve as a leader, what do I need to (a) stop doing, (b) start doing, and (c) continue doing. Listen carefully to what they say and don’t push back against their responses. Don’t try to defend yourself. After you receive the feedback, thank them for their response. Next, look for items that get mentioned multiple times, those are development areas that deserve your attention now.

Dr. Ward is certified by the Center for Creative Leadership to facilitate their 360 feedback tools, and he has experience using a variety of other 360 tools as well. 

 


What is ADKAR?

ADKAR is a change management model and assessment tool.

ADKAR uses five factors to create lasting change: (1) Awareness, (2) Desire, (3) Knowledge, (4) Ability, and (5) Reinforcement.  

Awareness

If a person or organization does not realize they need to change, they will not change, even if they have the knowledge and other resources for how to change.

Desire

Awareness alone will not make change happen. A person or organization also needs to have enough desire for change that they will commit the needed time, energy, and other resources to make change happen.

Knowledge

Sometimes people are aware and desire to change, but they don’t know how to do it. 

Ability

While knowledge is needed for change to happen, it is not sufficient for making change happen. Specific skills and behaviors empower change. 

Reinforcement

One of the common mistakes for people managing change in an organization or for themselves is that they don’t put systems in place to make sure the change continues beyond its initial stages. For change to stick, it needs reinforcement.

360 feedback can help build awareness and desire, but to make lasting change happen Dr. Ward’s coaching model works with clients so they can build on awareness and desire, developing knowledge, ability, and reinforcement. 

ADKAR was developed by Prosci (www.changemanagement.com). 

 


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