lasse ziegler. coaching conversation and powerful questions
DESCRIPTION
Coaching a person is not just about having a small talk conversation on a topic, advising or telling them what to do. What is your approach to the conversation and how are you guiding it to help the person you are coaching? I this workshop I will give a brief overview how a coaching conversation is structured into different levels and phases. In addition I will introduce a good technique on how to formulate powerful questions to help guiding a coaching conversation.TRANSCRIPT
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation and how to formulate Powerful Questions
Lasse Ziegler - CST, Agile Coach
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Coaching Conversation?
Which responsibilities does a coach have to make a coaching conversation valuable and bring concrete results? What tactics can a coach use to accomplish those?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
Contract Agree on
subject, goal and style.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
Contract Agree on
subject, goal and style.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
Contract Agree on
subject, goal and style.
Timeout Reflect on the conversation
so far, renegotiate the contract if necessary.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
Contract Agree on
subject, goal and style.
Timeout Reflect on the conversation
so far, renegotiate the contract if necessary.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Structure of a Coaching Conversation
Meta level
Conversation level
Contact Show interest
and have a good small-talk.
Contract Agree on
subject, goal and style.
Timeout Reflect on the conversation
so far, renegotiate the contract if necessary.
Summary Summarize the outcome of the conversation and
plan actions.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Powerful Questions?
What would be a powerful questions to you, as a coach and as a focus person?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Simple (lineal assumptions)
Complex (circular assumptions)
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Simple (lineal assumptions)
Complex (circular assumptions)
Past (orienting intent)
Future (influencing intent)
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Simple (lineal assumptions)
Complex (circular assumptions)
Past (orienting intent)
Future (influencing intent)
• Clarification • Defining • Examine intentions Picture based on facts: • Who is involved? • What is the problem? • How did it start? • Where did it begin?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Simple (lineal assumptions)
Complex (circular assumptions)
Past (orienting intent)
Future (influencing intent)
• Clarification • Defining • Examine intentions Picture based on facts: • Who is involved? • What is the problem? • How did it start? • Where did it begin?
• Behavior? • Different perspectives? • Explore intentions Position, relationship and context: • How do you think that X , Y and Z
are experiencing this situation? • In what context is the challenge
biggest? • Who is most/least satisfied?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Simple (lineal assumptions)
Complex (circular assumptions)
Past (orienting intent)
Future (influencing intent)
• Clarification • Defining • Examine intentions Picture based on facts: • Who is involved? • What is the problem? • How did it start? • Where did it begin?
• Behavior? • Different perspectives? • Explore intentions Position, relationship and context: • How do you think that X , Y and Z
are experiencing this situation? • In what context is the challenge
biggest? • Who is most/least satisfied?
• Hypotheses questions • Possibility questions • Scenario questions • Miracle questions Perspectives, strategies, hypotheses and possible actions: • Imagine that the problem is solved. What
was done in order to achieve this? • If you could do anything to solve this
problem, what would do? • Which expectations about the future
would make sense for X, Y and Z?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Simple (lineal assumptions)
Complex (circular assumptions)
Past (orienting intent)
Future (influencing intent)
• Clarification • Defining • Examine intentions Picture based on facts: • Who is involved? • What is the problem? • How did it start? • Where did it begin?
• Behavior? • Different perspectives? • Explore intentions Position, relationship and context: • How do you think that X , Y and Z
are experiencing this situation? • In what context is the challenge
biggest? • Who is most/least satisfied?
• Hypotheses questions • Possibility questions • Scenario questions • Miracle questions Perspectives, strategies, hypotheses and possible actions: • Imagine that the problem is solved. What
was done in order to achieve this? • If you could do anything to solve this
problem, what would do? • Which expectations about the future
would make sense for X, Y and Z?
• Indicative • Confronting • Instructing Setting the course: • What objectives? • Which goals? • Actions – who, what and when? • Tasks to do until next time?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Learnings?
How did these structures help you in the conversation?
agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2014.
Want to learn more?
The next 5 day Advanced Agile Team Coaching course starts March 9th in Berlin