CHAPTER 6 - PROTOCOL 7

Ceiling Principle Coaching

TIME45-60 minutes

OWNERLeader with coach, supervisor, or trusted colleague

ARTIFACTCoaching record + capacity-building experiment

SUCCESS CRITERIA

The conversation identifies a specific dependency without shaming the leader.
Possible causes include both leader behavior and system conditions.
The leader chooses a capacity-building experiment within their influence.
Evidence and a return conversation are scheduled.

IMPLEMENTATION STEPS

Describe the dependency

Ground the conversation in a recurring decision, relationship, routine, or problem that centers on the leader.

Interrogate the ceiling

Explore control, trust, skill, clarity, authority, information, incentives, culture, and system constraints.

Design the experiment

Choose one bounded transfer, system change, or development move that increases capable ownership elsewhere.

Return with evidence

Define what will be observed, who will provide perspective, and when the next decision will be made.

WORKING ORGANIZER

Run the protocol.

Your responses save on this device. Use Print / Save PDF when you are ready to keep or share the artifact.

01Describe the dependencyGround the conversation in a recurring decision, relationship, routine, or problem that centers on the leader.What keeps returning to you, and what evidence shows the pattern?02Interrogate the ceilingExplore control, trust, skill, clarity, authority, information, incentives, culture, and system constraints.What explanations might account for this dependency?03Design the experimentChoose one bounded transfer, system change, or development move that increases capable ownership elsewhere.What will you do less of so someone or something else can grow stronger?04Return with evidenceDefine what will be observed, who will provide perspective, and when the next decision will be made.What would healthier interdependence look like, and when will you revisit it?

Evidence to bring backReturn date

Your protocol can be complete here. Save or share the artifact and use it for the need in front of you.

REFLECTION PROMPTS

What need of mine is being met by remaining essential?
What support would make it fair for someone else to carry this?
How will I distinguish healthy interdependence from abandonment?

EQUITY GUARDRAILS

Do not individualize dependencies created by staffing, policy, or resource constraints.
Becoming less essential does not mean becoming detached, inaccessible, or unsupported.
The leader and developing colleagues retain agency over the experiment.