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This role of protector and shield as a mentor enables one to serve fellow employees regardless of age or experience. It is when our clients are “taking the hits” on behalf of others in their organization that a supportive and encouraging coach can be of particular value.
Generativity Two and the Four Other M’s
Through our interviewing of both Emerging and Senior Sage leaders we encouraged a reflection on not only their generative role as mentors, but also the ways in which Generativity Two shows up as mediating, monitoring, motivating, and mobilizing. Coaches can be of great value if they engage yet another expanded Scope of Appreciation. In this case, they assist their client identify ways they are already being “helpful” to other people by serving in one of these roles. They might be serving in one of these roles at work or in their life outside of work. A coaching client is motivating members of their church to join one of the church’s committees. One’s client is mobilizing a task force in their community that will study the impact of a new zoning law.
An informal book club that was formed in a client’s organization is being monitored by a coaching client to see if it might be formally sponsored–by giving participants some time off from work to participate in the club (provided the book being considered is relevant to the organization’s ongoing operations). Insights gained from reflecting on these past or ongoing roles with one of the M’s can be of great value in identifying and preparing for new, expanded roles as someone being supportive of other people. Servant leadership (Greenleaf, 1970) can be alive and well when Scope of Appreciation is expanded.
Appreciative coaching can also enable a client to lean and learn into the future by gaining insights regarding the four Ms from those who are already engaged in one of these generative roles. Having learned about each of the four Ms from their coach, a coaching client might take on the assignment of discovering ways in which these roles are now being played by others in their organization, or might look to insights regarding their roles offered by generative people outside their organization—such as those in the Sage project.
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