This document summarizes a leadership webinar hosted by Scott Eblin on using everyday opportunities to develop leadership skills. Eblin discussed tools like using breaks to recharge, focusing communications around a what, so what, now what framework, and coaching employees using models like GROW. The webinar analyzed a sample leader's day, offering suggestions for improvement like setting clear goals, building in breaks, and connecting people to an inspiring larger purpose and vision. Eblin emphasized starting with quick wins and maintaining connections through his website and social media.

1. Coachable Moments:
Leadership Tools You Can Use Everyday

2. Rypple Leadership Series
Your Host Our Guest
Nick Stein Scott Eblin
Leadership Strategis t
Director of Content & Media
Author of “The Next Level”
Rypple
@ScottEblin
@stein_nick

3. Social Goals 2.0

4. Rypple Leadership Series
Your Host Our Guest
Nick Stein Scott Eblin
Leadership Strategis t
Director of Content & Media
Author of “The Next Level”
Rypple
@ScottEblin
@stein_nick

5. How We’ll Flow
 What from Scott:
• Share some tools that will help you reach your
goals throughout the day
 What from You:
• Participation through:
− Polls
− Chat Slides
− Questions

6. Game Plan
 Set things up
 Coachable Moments in action
 Your next steps

7. Leadership
Presence =

8. Personal
Leadership
Presence =

9. Personal
Leadership +
Presence = Team

10. Personal
Leadership +
Presence = Team
+
Organizational

11. Next Level Model of
Leadership Presence

12. Poll Question
 Which is harder…
•picking up
•or letting go?

13. Highest Rated Behaviors
 Accept accountability for my team’s mistakes or failures
and move quickly to correct them
 Make timely decisions based on the available information
 Contribute to creating an environment in which everyone
is comfortable engaging in open and honest dialogue
 Am clear about the outcomes that need to be achieved
and communicate those to the team
 Take accountability for working with peers to address
opportunities or solve problems that fall outside of my
functional role

14. Lowest Rated Behaviors
 Pace myself by building in regular breaks from
work
 Manage workload so that I have time for
unexpected problems or issues
 Give others my full presence and attention
during meetings and conversations
 Regularly take time to step back and define or
redefine what needs to be done
 Build a network to stay connected to the market
and gain fresh perspective

15. Poll Question
 Do you think of yourself or do others
think of you as a go to person?
•Yes
•No

16. Go To Person or…

17. a Team of Go- To People?

18. It’s All About the Leverage
 A key question
for leaders:

19. It’s All About the Leverage
 A key question
for leaders:
What is it that
only I can do?

20. Our Heroine

21. Coachable Moments from The Next Level

22. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

23. Prepare Like an Olympian

24. What’s Your Picture?
 Take a look at next week’s calendar.
What’s coming up where you could
benefit from having a clear picture?
• What’s the outcome you’re trying to create?
• How do you need to show up to make that outcome
likely?

25. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

26. Coaching for Development:
Working the GAPS
Where the coachee is Where the coachee wants to be
Abilities Goals
What they can do What they want to do
Coachee’s view
Perceptions Standards
How others see them What’s expected
Others’ view
Source: Peterson and Hicks

27. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

28. Three Options for Building in Breaks

29. Three Options for Building in Breaks
 Grinding Halts:
• Relatively rare periods
of extended time away
from one’s primary
focus
From Stopping by David Kundtz

30. Three Options for Building in Breaks
 Stopovers:
• Longer breaks of hours
or days; taking time off
 Grinding Halts:
• Relatively rare periods
of extended time away
from one’s primary
focus
From Stopping by David Kundtz

31. Three Options for Building in Breaks
 Stillpoints:
• Brief cues or interludes
throughout the day to
take a break, stop and
center.
 Stopovers:
• Longer breaks of hours
or days; taking time off
 Grinding Halts:
• Relatively rare periods
of extended time away
from one’s primary
focus
From Stopping by David Kundtz

32. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

33. Framing the Communication
 What?
 So What?
 Now What?

34. Framing the Communication
 What?
 What’s the topic or point?

35. Framing the Communication
 What?
 What’s the topic or point?
 So What?
 Why should this person or group care? What’s in
it for them?

36. Framing the Communication
 What?
 What’s the topic or point?
 So What?
 Why should this person or group care? What’s in
it for them?
 Now What?
 What do I want them to do, think, feel or believe
to support the next step?

37. Framing the Communication
 What?
 What’s the topic or point?
 So What?
 Why should this person or group care? What’s in
it for them?
 Now What?
 What do I want them to do, think, feel or believe
to support the next step?

38. Framing the Communication
 What?
 What’s the topic or point?
 So What?
 Why should this person or group care? What’s in
it for them?
 Now What?
 What do I want them to do, think, feel or believe
to support the next step?

39. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

41. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

42. Coaching for Results: The GROW Model
Goal Reality
What would success
Goal look like?
Reality
Options What’s Next? Options
What’s Next?
Based on a model developed by John Whitmore

43. Coaching for Results: The GROW Model
Goal Reality
What would success What is happening
Goal look like? now?
Reality
What’s Next? Options
Options
What’s Next?
Based on a model developed by John Whitmore

44. Coaching for Results: The GROW Model
Goal Reality
What would success What is happening
Goal look like? now?
Reality
What’s Next? Options
Options
What else could you
What’s Next? try?
Based on a model developed by John Whitmore

45. Coaching for Results: The GROW Model
Goal Reality
What would success What is happening
Goal look like? now?
Reality
What’s Next? Options
Options
What are your next What else could you
What’s Next? few steps? try?
Based on a model developed by John Whitmore

46. Coaching for Results: The GROW Model
Goal Reality
What would success What is happening
Goal look like? now?
Reality
What’s Next? Options
Options
What are your next What else could you
What’s Next? few steps? try?
Based on a model developed by John Whitmore

47. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

48. Prepare Like an Olympian

49. Key Events in Her Day
8:15 am: Arrive, review, plan, initiate, respond
9:00 am: Career planning conversation
10:00 am: Break
11:00 am: Executive team presentation planning
conversation
12:00 pm: Lunch with a friend
1:30 pm: Coaching conversation with project leader
2:30 pm: Break
3:00 pm: All hands meeting
Throughout Day: MBWA

50. Connecting People to the Big Picture
 Purpose
What are we here to do?

51. Communicating the Change
 Purpose
What are we here to do?
 Picture
What will it look like when we’re meeting our
purpose?

52. Communicating the Change
 Purpose
What are we here to do?
 Picture
What will it look like when we’re meeting our
purpose?
 Plan
What are the steps to create the picture?

53. Communicating the Change
 Purpose
What are we here to do?
 Picture
What will it look like when we’re meeting our
purpose?
 Plan
What are the steps to create the picture?
 Part to Play
What you do that fits into the plan.

54. Communicating the Change
 Purpose
What are we here to do?
 Picture
What will it look like when we’re meeting our
purpose?
 Plan
What are the steps to create the picture?
 Part to Play
What you do that fits into the plan.

55. What’s Next?

56. What’s Next?
We are what we
repeatedly do.
Excellence, then,
is not an act but a
habit. –
Aristotle

57. Start with Quick Wins

58. Wisdom from
the Wizard of Westwood
“When you improve a little each day,
eventually big things occur… Seek the
small improvement one day at a time.
That’s the only way it happens and when
it happens, it lasts.”
- John Wooden, record setting coach

59. Stay Connected
 E-mail:
• scott@eblingroup.com
 Web:
• www.eblingroup.com
 Blog:
• www.scotteblin.com
 Twitter:
• @scotteblin
 Phone:
• 888-242-4680

60. Questions?