5120 coaching in effective leadership module 5
DESCRIPTION
5 Steps of CoachingTRANSCRIPT
CoachingCoachingLFGSMLFGSM
What is “Coaching”?
“Life” & “Executive” Coaches facilitate desired behavior changes in the executive by facilitating self-discovery Coaching is executive-centered, not problem-centered.Takes place over 3-12 months, meeting 10-25 times.
The Neuroscience of Leadership by David Rock & Jeffrey Schwartz
For insights to be useful, they need to be generated from within, not given to individuals as conclusions. This is true for several reasons. First, people will experience the adrenaline-like rush of insight only if they go through the process of making connections themselves. The moment of insight is well known to be a positive and energizing experience. This rush of energy may be central to facilitating change…
A 1997 study of 31 public-sector managers by Baruch College researchers Gerald Olivero, K. Denise Bane, and Richard E. Kopelman found that a training program alone increased productivity 28 percent, but the addition of follow-up coaching to the training increased productivity 88 percent.
Coaching Issues
LIFE COACHINGPersonal issues
�Life traumas Divorce Marriage Relationships
�Purpose�Creativity�Commitment
EXECUTIVE COACHINGBusiness issuesStrategyInterpersonal skillsCommunicationsInfluenceTeam building
Coaching Process
Coaching Conversation Model1. Establish Focus2. Discover Possibilities3. Plan the Action4. Remove Barriers5. Recap
Specific behavior change goals
Possible Assessments –
�360º interviews�Personality profile�MBTI
Possible Executive Summary Action Plan for Executive
Why Coaching Works
Commitment
Accountability
PRACTICE!10-30 sessions,
7-60 hours
• Can I trust you?• Do you care about me?• Are you committed to this?
Questions We Have About Our Coaches
Coaching Through the GapCURRENT
REALITY
GOALS of
Executive
Coaching Conversation Model
Coaches facilitate discovery in clients, NOT solve their
problems
Coaching Conversation Model
EstablishFocus
Step 1
DiscoverPossibilities
Step 2
Plan theAction
Step 3
RemoveBarriers
Step 4
Recap
Step 5CURRENT
REALITY
COACHEE
GOALS
Coaching Skills Contextual Listening®
Discovery Questioning®
Messaging Acknowledging and Celebrating
The Coaching Conversation Model® is a registered copyright of CoachWorks International, Dallas, TX USA and is used by CCUI with permission.
Coaching Through the Gap
Step 1. Establish Focus
What would you like to accomplish today?What are the gaps between your intentions and your reality?What specific perceptions of you that you wish to change?What are the behaviors driving those perceptions of you?
Step 2: Discover Possibilities(Ask open-ended questions)
What outcomes do you want?What is the best thing that could happen?Paraphrase to confirm understanding.What is another perspective?Help draw out the consequences of their suggestions.What does it look like from 1,000 feet?
Step 3: Plan the Action(Moving the clients towards their choice)
Which perspective resonates with you? What do you need to do now? Focus on the outcome desired beyond
the problem definition. Would it help to do this in smaller pieces? Set target dates for completion of agreed to tasks or
practice reports. How will I know you have done it? What will you do if this does not work?
Current Reality
The Goal
Step 4: Remove Barriers(Ask questions, clarify, support)
What is preventing you from succeeding?Who do you need to talk to?What do you need that you don’t have now?What needs to be different to work?Who could help you?
Step 5: Recap
What will you commit to now?What are you doing and when?How would you like me to hold you accountable?Re-emphasize your support and acknowledge your client’s strengths.
Coaching Management Caveat
Selectively use coaching techniques for managing others – The Helping Hand.Possible conflict of interest with boss coaching a subordinate:
�Personal issues�Confidentiality�Performance Judgment
Best personal coach is non-company coach.
Our Agenda
Others
Ask
Understand
Strengths
Outcomes
My agenda
Self
Tell
Judge
Weaknesses
Problems
Shifting from
Traditional Management
To
Coaching Management
Shifting from Traditional to Coaching Management
TRADITIONAL Management COACHING Management
1 Managing only for results Creating sustainable results, engaging employees
2 Controlling the employee’s action Empowering individuals to take better actions
3 Creating a fear of consequences Creating a safe place for risk taking
4 Focusing on weaknesses Recognizing strengths
5 Pointing out failures/errors Endorsing effort and growth
6 Reinforcing a “we/they” attitude Optimizing everyone’s styles and strengths
7 Solving all the problems Helping others solve and prevent problems
8 Listening to what employees say Understanding what employees are meaning
9 Setting an expectation of long hours Modeling a healthy work/life balance
10
Being the source of approval Being the resources for collaborationand resolution
LISTENING = Most important coaching skill
Level 1 = Internal/FactsLevel 2 = External/Client contextLevel 3 = Global/Holistic present/past-future
Hear, see, sense, process at 100% awareness!Ask open-ended questions (What…How?)
“People don’t care how much you know until they know how much you care.
You can get anything you want as long as you help others get what they want.”
Zig Ziggler