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The collection

Here’s a collection of specific terms that we use, and the meaning that they have for us in our work. We call this collection of distinctions our ‘Distinctionary’.




Active Experimentation

Method to suggest work if it’s not being done

Agreements vs Expectations

We live in a world of expectations, which creates a great deal of suffering. If we change these into agreements, then our world will shift.- Agreement to slow down - don't be in a rush to amaze through great sevice. That will come.

  • Agreements around

responsibility - they can ask me any question they like, just as I will of them. I will make requests of them, I might make chellneges to them.

Rich Litvin

Coordination Costs

The operational costs incurred organising work.,the%20economic%20system%20of%20firms.&text=Thus%2C%20cost%20is%20the%20primary%20determinant%20of%20such%20a%20decision.


Response (the desire to respond the the need - fix or rescue)

Ecology and Ecosystem

Ecology and ecosystem describe the relationship between biotic and abiotic factors in an environmental system. Ecology is the study of ecosystems. An ecosystem describes the relationship of the mass of living organisms, which belong to the same or different communities. This is the main difference between ecology and ecosystem. Organisms maintain relationships and interactions between each other as well as the external environment for the purpose of obtaining basic life requirements like food, nutrients, water, and residence.


Effectiveness is a discipline. And like every discipline, effectiveness can be learned and must be learned.
Peter Drucker
REAL EFFECTIVENESS: The extent to which a leader-manager achieves the output requirements of the job."APPARENT EFFECTIVENESS: The appearance of effectiveness by observation of behavior alone."

Real effectiveness can be defined and measured. It is a useful idea any leader-manager can embrace. It is not personality, but performance.
© 2016 Reddin Global Inc.

Guilty Secrets

High performers have guilty secrets too:
Lazy = "I'm only operating at 60%", Reid Hoffman

Hawkins API model

Authority (past)Presence (now)Impact (future)
Perceived confidence and trustworthiness is the area bounded by the model


"The heart, like other major organs, can think, it just doesn't have memory"

Jonathan Dover

Help vs Care

  • Help can invoke the “Rescuer”

  • Consider, “Caring Candour” = challenge


Visit Menlo - Nr Detroit, Michigan

Understand how they transform organisations, by bringing Joy to work


A culture already has a code of leadership, and the role of team coach is to surface this insight (the water) to create awareness


Service - Impact - Legacy

Modes of Team Coaching

  • Mode 1 (M1) - Facilitating

* Facilitation is required in the absence of leadership- Mode 2 (M2) - Observing patterns

  • Mode 3 (M3) - Embodied sensing


Typically a negative physical (or psychological) response to a stimulus- Can indicate that the stimulus is to be avoided. e.g. Heat and burning

  • Can also indicate a level of discomfort when one is experiencing something new, or one is pushing the envelope of normal experience. e.g. leaning into ones' edge, for a competence, skill, or situation (such as a social gathering or network event)

Power and Edge


Energetic availability and fluid responsiveness


KEEP six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.

Rudyard Kipling

There are 2 types of questions:

  • Exploratory 

  • Informational 

Questions can be:

  • Provocative - challenges the client, or causes them to explorer deeper meaning  (high flame)

  • Safe - asks the client to explore the surface meaning (low flame)

Questions yield:

  • Distinctions (beliefs, mindsets) - these are the structures of the clients world

  • Stories - our story creates our world, change the story, change the world


Our story creates our world, change the story, change the world.

Rich Litvin


Looking for where the resources are, rather than us always providing

  • e.g. “What resources do we have?”

- Process * What I find useful

  • A certain amount of structure and timing

  • Preparation - bring something

  • A bit of exploration, not diagnostic

  • [3 mins] to bring the energy into the room

  • [20 mins] Noticing (TDR)

  • Long than this and we get hooked on content

- Parallel process * Getting swept along with the dynamic, and not mismatching it


We teach what we most need to learn

Transaction Costs

The start-up and shut-down costs incurred for doing a piece of work.,the%20economic%20system%20of%20firms.&text=Thus%2C%20cost%20is%20the%20primary%20determinant%20of%20such%20a%20decision.


Invitation (unmet need)


What got you here, won't get you there

Zone of Proximal Development (ZPD)

Recommended by Jordan Peterson, ZPD is our inbuilt sense of meaning.- It’s how we know we’re doing something meaningful.

  • And why coaching as a service is so important.

  • i.e. A coach works with a client in their ZPD, to help construct scaffolding, that facilitates their development.



Zone of incompetence
Zone of competence
Zone of excellence
Zone fo genius

Gay Hendricks, “Giant Leap”


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