ClearSight’s coaching accelerates the development of leaders to respond to complexity in new and generative ways. Our coaching puts equal emphasis on “being” (how we show up), “sensing” (how we take in information), and “doing” (how we act upon what is most important to us). These three components of coaching merge during the transformational experience. We support our clients at becoming more skillful, and helping them understand their impact based on how they are showing up in the world. From this held place, there is space for them to have a renewed sense of themselves and respond to challenges in new ways. We use a rigorous process of mindset and behavior work during which we examine everyday actions and reactions – while supporting a deeper inquiry into underlying beliefs, narratives, habits, challenges and aspirations. Our coaching focuses holistically on increasing self-awareness, changing mindsets, developing resilience, and applying frameworks for action – with an intention of fostering sustainable behavioral shifts. After working with ClearSight, our clients lead from a grounded sense of intention instead of a place of reactivity.

ClearSight’s approach is informed by neuroscience, contemplative practices, research on emotional intelligence, cognitive psychology, and somatics. Our clients transform into leaders who have the capacity to respond to the quickly changing business landscape with a sense of purpose, focus, and how to maintain their effectiveness.

Creating a fact-basis for development

We begin each engagement by creating a solid fact-basis for development: we create a unified picture (shown below) of each client’s self perceptions of their present and future, along with others’ perceptions of the client’s present and future. We then look for gaps between these areas, as these are useful for surfacing blind spots, personal developmental goals, and role development goals. We then jointly prioritize among these with our clients to find the most impactful areas to focus on – with feedback from key developmental stakeholders on these priorities.

Fostering growth between sessions

In between coaching sessions, each client engages in an action learning cycle. In this cycle, an intention is set, a new behavior or way of being is practiced in a specific leadership interaction, and observations of what occurred (both internally – in terms of thoughts and feelings – and externally – in terms of the situation and others’ responses) are captured. Clients then reflect to extract the meaning stemming from the interaction, what key learnings were, and use each experience to plan for another iteration of action, learning, and growth.

Action Learning Cycle

Self-development through being, sensing, and doing

Our small group coaching program is a powerful method for delivering sustainable change to organizations. Participants work together learning about and practicing a facet of leadership. This includes a deep inquiry into themselves and how they can “show up differently” as a leader, learning new methodologies, personal self mastery, and more. Together, the group learns and practices a new leadership “language” that generates the energy for growth, resilience, agility and adaptability.

This leadership development approach involves inquiry, action, practice, and support in group setting. This approach also offers a different experience for participants from 1:1 coaching or a traditional classroom approach to a leadership program. Participants experience the power of a cohort that can deliver support, shared learning and accountability from peers and teachers, as well as a practice community. This approach strengthens the training experience and helps to embed the change deep into an organization’s culture because of the impact of a collective learning experience.

The Coaching Experience

Coaching, in all its forms, is a journey of experiencing and practicing new ways of being, sensing, and doing. It can be enlightening and frustrating. We feel the personal experience is beautifully captured in this poem by Portia Nelson:

Autobiography In Five Short Chapters

Chapter I

I walk down the street.
There is a deep hole in the sidewalk.
I fall in.
I am lost… I am hopeless.
It isn’t my fault.
It takes forever to find a way out.

Chapter II

I walk down the same street.
There is a deep hole in the sidewalk.
I pretend I don’t see it.
I fall in again.
I can’t believe I am in this same place.
But it isn’t my fault.
It still takes a long time to get out.

Chapter III

I walk down the same street.
There is a deep hole in the sidewalk.
I see it there.
I still fall in… it’s a habit… but,
my eyes are open.
I know where I am.
It is my fault.
I get out immediately.

Chapter IV

I walk down the same street.
There is a deep hole in the sidewalk.
I walk around it.

Chapter V

I walk down another street.