Coaching Model: SoMo Leadership

A Coaching Model Created by Alison Rakotonirina
(Career Coach, MADAGASCAR)

Coaching Model for the Next Generation of Leaders

Coaching SoMo Leaders

The purpose of this coaching model is to support the growth and development of individuals who have chosen to lead at an organizational or local, regional, or national level, and that is uncomfortable with traditional and stereotypical leadership roles.

Historically, they may have leaned towards the idea of “Servant Leadership,” or even resisted leadership; however, they’ve come to realize that their values and worldview call them to lead. With this, they choose to lead differently.

These individuals have already done some self-work, either through reading, reflection, or listening, working to deep self-awareness, and their ability to listen, learn and ask questions. They’ve consciously embraced their role as leaders.

Why Clients Want SoMo Leadership Coaching

• They’ve been trying to move up or transition into leadership w/o success.
• They’ve been working in a role that is not aligned with their goals or education but doesn’t know how to transition or job craft their situation.
• They finally got hired in their dream job, but now feel like an imposter.
• They love what they do, but find they are in a toxic environment or always fighting politics or personality games...
• They love what they do, but their home or personal life is negatively impacting their work; they doubt themselves, are tired or _________.
• They’ve been out of the workforce and want to come in at a higher level...
• ________________?

SoMo Leadership Coaching

By the third coaching session, almost type of coaching becomes life coaching.

Pull – Pure Coaching Foundation as taught by the ICA/according to ICF.

• The coach may ask client things like “I hear that you may have an underlying belief about X. Would you like to explore that?”
• Or the client comes to the session and says “X” happened this week and I’d like to understand how I can respond differently going forward.
• The coach will support the client through client-defined accountability.

Push – Coach leverages knowledge of leadership, positive psychology, and other confidence tools to support the client.

• The coach will ask the client permission to introduce tools based on the client’s goals.
• The coach will discuss and learn with the client.
• The coach will ask client permission to introduce concepts, such as the role and function of trust, appreciative inquiry, the concepts in ICA Power Tools - Accountability: checks in with clients on their goals, progress, learning.

SoMo Leadership Journey

SoMo Leadership is an iterative process that entails knowing yourself, honoring yourself, and celebrating yourself.

SoMo Leadership: Differences in Decision Making

Traditional, Western, or Authoritarian Leadership is a “top-down” leadership style in which the leaders are “always” right.

The leader may or may not invite discussion and tends to use an authoritarian decision-making process.

Traditional leaders may be voted for, designated, or simply “rise” to the top. They may be interested in power and control, put finances or outcomes ahead of their people. They may be servant leaders, but this doesn’t mean that they can leverage social capital for a real difference.

SoMo Leadership (SOcial-eMOtional) sees the urgency in acting to make a better world, organization, or even neighborhood. At times she may leverage authoritarian decision making; however, most decisions are made on a consensus or consultative basis.

SoMo Leaders listen, learn, and ask different questions to leverage appreciative inquiry and goal meetings by supporting what is right. They achieve financial goals, build and restore trust, while also encouraging innovation, and the health, safety, and best interests of their people and the planet.

SoMo Leadership Outcomes

• SoMo leaders see themselves as working in partnership with those they lead.
• SoMo leaders understand that there is always more to learn. They are constantly listening and learning.
• They are not motivated by power or prestige, a need to be right or to “be on top,” but rather because they’ve chosen to be the point person for systems change.
• SoMo Leaders have the potential to contribute to systems change, they build people and communities up, versus breaking them down.
• SoMo Leaders can distinguish when they must act. They do not worry about judgment or criticism, they understand why they are acting and they are not afraid.
• SoMo leaders can rumble, they understand when they need to and when to let it go, at the same time they distinguish urgent from important, so rumbles happen less often.
• SoMo Leaders often leverage coaching to support themselves in being their best selves.