5120 Coaching in Effective Leadership Module 5

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