Duration: (30 to 45 minutes)
Male - TG
Female - Kitty Shanahan
Others - Hyatt Global Contact Centre Leadership
Description of live art event:
A white 20-foot by 20-foot space in a corner of the gallery. The floor is covered in a white untreated canvas, tarp or carpeting. A male figure stands in the corner. He wears white pants, white blindfold, no shirt, no shoes. He faces the corner with arms/hands pressed to the corner. A female figure sits on an end table along one wall. She wears white pants, white blindfold, sports bra, no shoes. She sits in a more open position with her hands on the table. There are two white cinder blocks or concrete blocks in the space. There are 5-10 white buckets along the audience-side boarder of the space. Each bucket contains small round water balloons of varying colors. Each balloon contains a variety of different colored acrylic paints. One at a time, a guide allows patrons to the gallery to throw, toss, or hurl a balloon of their choosing into the space. Those balloons that do not break will remain where they fall. The paint is of a moderate viscosity so as to minimize splash beyond the defined space. The lighting should ideally be a mix of white light and black light to highlight the variations in paint color used.
The remnants of the performance event will serve as a patron-created artwork, upon the wall and upon the floor canvas/tarp.
The participants were asked questions about who threw the first balloon. Who threw one balloon, who threw two balloons, who threw three, four, five, none, six, who threw more than six? The participants were then asked to break into their smaller groups and discuss for about five minutes what the performance piece has to do with coaching.
When the group returned, here were some of the comments and observations shared:
No one hit the people in the space.
The instructions at the beginning were very brief. We weren’t told to go one at a time or all at once or that we couldn’t collect the balloons that didn’t pop. Sometime coaching can change how people act or take action depending on the instructions given.
A lot of times we try to make our coaching go a certain way and this activity definitely challenged that desire to make things happen like we wanted it to.
I think we’ve created something important here. A metaphor.
As coaches, we are asked to make decisions about how to guide our Associates.
We sometimes choose to take a subtle approach
Sometimes an aggressive approach
Sometimes a methodical approach
Sometimes a hands-off approach
Sometimes an approach is far outside our comfort zone
Sometimes an approach that is way outside the box
And what about our desired outcomes?
Does our coaching always go like we want it to go?
Does the delivery always connect with our target?
When coaching does connect with a target…is it the target we intended?
Does our coaching sometimes hit where we want it, but do something that we didn’t expect?
Does our coaching create something we’re proud of?
Does our coaching create something we’re confused by?
Does our coaching create something messy……or beautiful?
Or beautifully messy?
When we coach, does fear prevent us from sometimes doing what needs to be done?
Do we target only individuals that are easier to coach than others?
Do we avoid individuals that need our attention for one reason or another?
Do we coach with kid gloves?
Do we coach to motivate?
Do we coach to the benefit of the Associate? The Guest? Ourselves?
Do we coach to win? If so…what are we winning?
Over the balance of 2011, we’re going to place a great deal of energy at shifting our focus to an initiative called The Art of the Interaction. This initiative will help us achieve greater differentiation from our competition and leverage tactics that will further increase our customers’ feeling of a “Low-Effort Experience”. But this initiative fails without strong, effective, and impactful coaching. So the Art of the Interaction fails without a second initiative that is probably more important that the first and that’s The Art of the Coach.
Here at the end of the day and the end of this week, it is the collective efforts of everyone in this room and every leader that is driving our associates to greater levels of performance. Individually, we touch each and every one of our associates. Collectively, we create the evolving picture of our brand.