Level 5 Certificate in Coaching and Mentoring

Day 2

Aims for day 2• To identify your development needs• To review communication, focusing on non-

verbal communication, the use of language and listening

• Assess and review individual, operation and organisational barriers to coaching / mentoring

• To undertake coaching practice and supervision

Review from Day One • Learning log ???• Identify coachee/ mentees• Start assignment • AC1.1 Define what coaching and mentoring is

within the context of an organisation and explain the similarities and differences between coaching and mentoring

• AC 2.1 critically explore knowledge, skills and behaviour od an effective coach or mentor

Your Personal Development

How do we learn ?

When you last learned to do something new how did you do it ?

Complete the Honey Mumford questionnaire

Having anexperience

Reviewing the experienceConcluding from

the experience

Planning thenext steps

ActivistConcrete Experience

ReflectorReflective

Observation

TheoristAbstract

Conceptualisation

PragmatistActive

Experimentation

Kolb experiential learning

ActivistStrengths •Flexible and open-minded happy to have a go

•Happy to be exposed to new situations •Optimistic about anything new and therefore unlikely to resist change

Weaknesses

•Tendency to take the immediately obvious action without thinking •Often take unnecessary risks•Tendency to do too much themselves and hog the limelight •Rush into action without sufficient preparation•Get bored with implementation/consolidation

How to Improve

•Do something new at least once a week •Deliberately fragment your day by chopping and changing activities•Force yourself into the limelight, volunteer to chair meetings or give presentations•Practise thinking ahead and on your feet •Set yourself a problem and bounce ideas off a colleague

ReflectorStrengths •Thorough and methodical

•Thoughtful and careful•Good at listening to others and assimilating information•Rarely jump to conclusions

Weaknesses •Tendency to be too cautious and not take enough risks•Tendency to hold back from direct participation•Often not assertive - they aren't particularly forthcoming and have no `small talk‘•Slow to make up minds and reach a decision

How to Improve

•Practise observing, e.g. in meetings •Keep a diary of what happened during the day•Practise reviewing after a meeting or event of some kind•Give yourself something to research•Practise drawing up lists for and against a particular course of action

Theorist

Strengths •Logical `vertical' thinkers•Rational and objective•Good at asking probing questions•Disciplined approach

Weaknesses •Restricted in lateral thinking•Low tolerance for uncertainty, disorder and ambiguity•Intolerant of any subjective or intuitive•Full of `shoulds, oughts and musts'

How to Improve

•Read something thought provoking each day•Practise spotting inconsistencies/weaknesses in other people's arguments•Take a complex situation and analyse it to pinpoint why it developed the way it did, what could have been done differently and what stage•Collect others people's theories, hypotheses and explanations about events•Practise structuring situations so they are orderly and more certain to proceed in the way you predict

PragmatistStrengths •Keen to test things in practice

•Practical, down to earth, realistic•Like to get straight the point•Technique oriented

Weaknesses •Tendency to reject anything without an obvious application•Not very interested in theory or basic principles•Tendency to seize on the first expedient solution to a problem •Impatient with what they see as waffle•On balance, task oriented not people oriented

How to Improve

• Collect techniques• In meetings and discussions of any kind, concentrate on producing action plans • Make opportunities to experiment with some of your new found techniques• Study techniques that other people use and then model yourself on them• Subject yourself to scrutiny from `experts' so that they can watch your technique and coach you in how to improve it• Tackle a `do it yourself' project

Johari Window

Identifying Learning Needs

I Know I Don’t Know

I KnowConscious

CompetenceUnconscious Competence

I Don’t Know

ConsciousIncompetence

Unconscious Incompetence

Your development over the programme

• Your learning log• Your personal development plan

Communication

Communication review

Body language

55% Tone of voice38%

Words 7%

Non verbal communication -body language

• Facial expressions

• Gestures

• Posture

• Body position

• Use of space

• Context

• Congruence

Developing Rapport• Rapport is being able to relate to others in a

way that creates a climate of trust and understand

• A close and harmonious relationship in which the people or groups concerned understand each other’s feelings or ideas and communicate well

http://www.oxforddictionaries.com

Rapport

The meaning of your message is the response that you get !

How we use language ?

• Big picture v small picture ?• Visually – what you see• By sounds – what you hear• By feelings – what you sense and can feel,

taste or smell.• By how you talk to yourself • Language is subjective !!

Visual thinkers• Talk quickly• See memories as pictures• Breathe from top of lungs• Need minimum detail• Get bored quickly• Interested in how things ‘look’• Think in bigger picture• Like to be ‘shown things’• Will change subject • Use words like

Auditory thinkers• Easily distracted by noise• Love the phone and music• Breathe from middle of chest• May talk to themselves.• May repeat what you have said to them• Tone of voice is very important• Like steps and procedures• Love to be told how they are doing• Love stories • Use words like……….

KINAESTHETIC- FEELINGS THINKERS• Includes taste and smells• Want to know how things feel• May talk slowly• Breathe lower• Respond to physical rewards• Memorise by doing something or walking it

through.• Speak deliberately• Will want the details• Think things through

Analytical thinker• Always comes secondary to the others• Spend time processing internally• May talk to themselves out loud• Will look for things to make sense• Logical and process driven• May want extensive details• May talk in long sentences• Memorise by steps• Often uses the language of logic and business

ListeningThere are two types of listening:

Active Listening is when you are concentrating on the message being given by the other person

Passive Listening is when you find yourself waiting for the other person to stop speaking so that you can say something yourself.

Listening quiz ?

Using questions….• Use short, clear, simple questions, starting

with words such as:• Who?• How?• Where?• When?• What?• In what way?• Tell me about?

• How specifically – what do you mean by?

Questioning and listening exercises

Transactional communication – Eric Berne

Communication Summary• Acknowledge and respond to individuals’

communication styles presented Adapt your • communication to build rapport and get the message

across to clients• Always check understanding• Encourage ‘open’ communication at all times• Demonstrate effective listening skills• Protect your own emotional state and keep

communication on an adult level

Coaching and Mentoring Barriers

Barriers to coaching / mentoring group activity

• Identify potential Individual, operational and organisational barriers

• Identify strategies for minimising or overcoming these barriers

Principles assignment ac1.2

Barriers to coaching and mentoring

Individual Operational Organisational How can you overcome/minimise these?

Coaching / mentoring Practice

Coaching practice

• Work in 3s – coach/mentor, client, observer

• Switch roles

• Keep notes – this is evidence for your assignments

Some coaching models

• OSKAR• OSCAR• CLEAR• ARROW• Skilled Helper

For Next Session

• Research the allocated coaching model• Work in a group and give a prepare a review of

your allocated coaching model. You will present this to the group on day 3

• Undertake coaching or mentoring session(s)• Share experiences with group on day 3