Why coaching?
I’m often asked, “Why did you become a coach?” Well, it all started with a very disappointing mentoring session. At the time, I was a mid-level engineering manager, and I was very interested in mentoring early-career engineers to improve their performance and navigate their careers. However, during one grueling mentoring session, I was at a complete loss. The engineer did not know what he wanted, had no idea where he wanted to go. He didn’t even know what questions to ask. The worse part for me was that I had no idea how to help. So, we just looked at each other and made small talk. After that disastrous meeting, I just thought, “there must be a better way.”
My search for a better way led me to professional coaching. Through training and practice, I developed a structure that supports the client in developing an awareness of who and where they are and clarity of what they want. As a result, I’ve found ways to engage with early-career people who see the world as too big and need help finding a direction. Most importantly, I can walk with people even when they don’t know what questions to ask.
My Background …
Following my dream to work with those who can make things go fast and high, I enlisted in the US Air Force. Shortly after enlistment, I was selected for an officer commissioning program, which launched me on an educational path through the University of Colorado (BS and MS Aerospace Engineering) and led to a Ph.D. in Aerodynamic Engineering from the Air Force Institute of Technology (AFIT). After my AFIT school assignment, I joined the Air Force Laboratory at Wright-Patterson AFB, serving as an aircraft flight dynamic researcher.
After an early Air Force retirement, I moved to Seattle to work as a Boeing engineering manager, providing technical support and career development leadership for the flight corps of engineers (aerodynamics, propulsion, guidance and navigation, configuration design, and mass properties). I had direct supervision for teams as large as 30 and career development responsibilities for as many as 70 union engineers. In addition, I enjoyed a wide variety of testing, designing, and contracting responsibilities on multiple Boeing programs.
As a leader and coach, I emphasize that personal and team development isn't about being the most intelligent. Individual and team development is about how we create together.
“You think because you understand “one” that you must understand “two” because one and one make two. But you forgot that you must also understand “and.””
Addressing The Whole Through Systems Thinking Coaching
I learned early on that the "and" is about relationships. Whether as an Air Force officer or an engineering manager, leading a team to achieve successful results is always more than who and what skills are available. Instead, success was related to the relationships within and around the team.
Truth Engaged improves team performance through systems thinking coaching approaches that address the elements (leaders and members), the interconnections (communications, processes, and relationships), and the purpose or function of the team(s). For example, one-on-one coaching supports the leaders in clarifying and communicating their vision, goals, and objectives. At the same time, group coaching promotes the self-organization of the members to improve the processes needed to be a high-performing team.