Leadership Through Change Dublin City University Coaching through Change Joan Bennett.

Leadership Through ChangeLeadership Through ChangeDublin City UniversityDublin City University

Coaching through ChangeCoaching through Change

Joan BennettJoan Bennett

The world as we know it The world as we know it is only 12 years old:is only 12 years old:

the end of the cold war….no E/W wallthe end of the cold war….no E/W wall Old (known) enemies replaced by new Old (known) enemies replaced by new

(unknown) ones(unknown) ones wwwwww cell phonescell phones global and satellite televisionglobal and satellite television information technology - E-mail and voice information technology - E-mail and voice

mail mail reducing cost of international travelreducing cost of international travel the everlasting search for added valuethe everlasting search for added value

And the world of work:And the world of work:

Changing nature of organisationsChanging nature of organisations Lack of time, frequent job changes – fewer Lack of time, frequent job changes – fewer

managers to fill role of mentormanagers to fill role of mentor Rise in entrepreneurial economyRise in entrepreneurial economy Changing nature of managerial workChanging nature of managerial work Targeted, just in time developmentTargeted, just in time development Requirement to influence without formal Requirement to influence without formal

authority authority Increase in need for ‘soft’ skillsIncrease in need for ‘soft’ skills IES report 379IES report 379

Some BenefitsSome Benefits

Develops people in the context of their job Develops people in the context of their job without taking them /removing them from day to without taking them /removing them from day to day responsibilities.day responsibilities.

Focused, tailored to specific needsFocused, tailored to specific needs Meets individual and organisational goalsMeets individual and organisational goals Provides feedback and guidanceProvides feedback and guidance Both time and cost effective – diary, individualBoth time and cost effective – diary, individual Short term & specific ranging to long term Short term & specific ranging to long term

developmentdevelopment

Transition PsychologyTransition Psychology

Theories and models that help us to understand Theories and models that help us to understand the process of changethe process of change

Not all changes are transitionsNot all changes are transitions Why change fails – overlooks the emotional Why change fails – overlooks the emotional

impactimpact Experience will be different for different peopleExperience will be different for different people People’s perceptions are their realityPeople’s perceptions are their reality ‘‘Emotional’/’illogical’ responses cannot be dealt Emotional’/’illogical’ responses cannot be dealt

with properly by logic alonewith properly by logic alone

ChangeChange TransitionTransition

Focused on expected Focused on expected resultsresults

External to individualsExternal to individuals Relatively quickRelatively quick Time definedTime defined

PsychologicalPsychological Focused on internal Focused on internal

processes – feelingsprocesses – feelings Slow and progressiveSlow and progressive Not time definedNot time defined

TimeTime

Well-beingWell-being

The Transition CurveThe Transition Curve

The Transition Curve

TimeTime

Well-beingWell-being

DenialDenial

ResistanceResistance

ExplorationExploration

AcceptanceAcceptance

Doing itDoing it

Unconscious incompetence

Unconscious competence

Fe

elin

gs

&

Co

nfi

de

nce

Competence: Knowledge & Skill

Conscious competence

Conscious incompetence

Transition Curve

TimeTime

Well-beingWell-being

DenialDenial

DepressionDepression DiscoveryDiscovery

Doing itDoing it

Some Examples of Coaching Some Examples of Coaching within DCUwithin DCU

Newly Appointed Academic Head of Newly Appointed Academic Head of School, previous experience Academic School, previous experience Academic and role for a 3 year period.and role for a 3 year period.

Transition Team prior to and through an Transition Team prior to and through an expansion of an existing School, through expansion of an existing School, through integration of staff from other institutions.integration of staff from other institutions.

Newly Appointed Academic Head Newly Appointed Academic Head of Schoolof School

The coaching partnership here fulfilled several roles:The coaching partnership here fulfilled several roles: to provide support at a particularly challenging timeto provide support at a particularly challenging time to provide an independent sounding-board where he to provide an independent sounding-board where he

could discuss issues related to his rolecould discuss issues related to his role to provide a forum for reflection and insight, giving to provide a forum for reflection and insight, giving

personal development and continued learning within the personal development and continued learning within the role.role.

to review and clarify career directionto review and clarify career direction This was found to be an invaluable source of support This was found to be an invaluable source of support

and he also involved his coach in working with the and he also involved his coach in working with the executive team and in a wider review of the structures executive team and in a wider review of the structures and working practices within the school.and working practices within the school.

Transition Team Transition Team The coaching partnership here fulfilled several roles:The coaching partnership here fulfilled several roles: to provide the opportunity for the Transition Team to to provide the opportunity for the Transition Team to

consider the impact of the changes upon both the consider the impact of the changes upon both the existing staff and the incoming staff and plan what existing staff and the incoming staff and plan what communications and support was requiredcommunications and support was required

to provide an independent resource of change and to provide an independent resource of change and transition experiences from other organisationstransition experiences from other organisations

to provide a forum for the Head of School to consider his to provide a forum for the Head of School to consider his personal style of leadership and what was required for personal style of leadership and what was required for the futurethe future

to provide a non-threatening environment for feedback to to provide a non-threatening environment for feedback to be given and received. be given and received.

Review and evaluation with the school showed that this Review and evaluation with the school showed that this support accelerated the ‘joining’ and integration process.support accelerated the ‘joining’ and integration process.

Coaching Styles and SkillsCoaching Styles and Skills

NON- DIRECTIVE

Listening to UnderstandReflecting

ParaphrasingSummarising

Asking Questions that Raise Awareness

Making Suggestions

Giving Feedback

Offering GuidanceGiving Advice

InstructingTelling

DIRECTIVE

SP

EC

TR

UM

of

CO

AC

HIN

G

SK

ILL

S

Definitions and DifferencesDefinitions and Differences

Coaching Psychology ofCoaching Psychology ofCoachingCoaching

““..Solution focussed, ..Solution focussed, results orientated and results orientated and systematic process in systematic process in which coach which coach facilitates the facilitates the enhancement of enhancement of performance, self-performance, self-directed learning and directed learning and personal growth of personal growth of another”another”

Grant 2002Grant 2002

“…“…concerned with concerned with making explicit and making explicit and transparent those transparent those psychological psychological theories, models and theories, models and approaches that are approaches that are used within coaching used within coaching in order to facilitate in order to facilitate learning and change learning and change more effectively”more effectively”

Chapman 2004Chapman 2004

Mentoring CoachingMentoring Coaching

Ongoing relationship Ongoing relationship Can be informal – as Can be informal – as

and whenand when Longer-termLonger-term Mentor usually more Mentor usually more

experienced and experienced and qualifiedqualified

Focus on career and Focus on career and personal developmentpersonal development

Relationship – set Relationship – set durationduration

Generally more Generally more structured and structured and meetings scheduledmeetings scheduled

Coach facilitates Coach facilitates developmentdevelopment

Shorter term Shorter term Focus upon specific Focus upon specific

development issuesdevelopment issues

Training CoachingTraining Coaching

Agenda set by trainerAgenda set by trainer Involves hierarchical styleInvolves hierarchical style

Agenda set by clientAgenda set by client Creating a sustained Creating a sustained

change in behaviour, change in behaviour, feelings and thinkingfeelings and thinking

Consulting CoachingConsulting Coaching

Experts in their areaExperts in their area Professional expertise, Professional expertise,

know the best way to know the best way to proceedproceed

Tend to TellTend to Tell

Coaches experts in Coaches experts in facilitating coachees facilitating coachees learning and goal learning and goal attainmentattainment

Coaches help client find Coaches help client find own solutionsown solutions

Tend to Ask the right Tend to Ask the right questionsquestions

What is Coaching?What is Coaching? ““Coaching is the art of facilitating the Coaching is the art of facilitating the

performance, learning and development of performance, learning and development of another.” (Downey 1999)another.” (Downey 1999)

““Coaching focuses on future possibilities, Coaching focuses on future possibilities, not past mistakes.” (Whitmore, 2002)not past mistakes.” (Whitmore, 2002)

““Coaching is a solution-focused, results Coaching is a solution-focused, results orientated and systematic process in which orientated and systematic process in which the coach facilitates the enhancement of the coach facilitates the enhancement of performance, self-directed learning and performance, self-directed learning and personal growth of another person”. personal growth of another person”. (Adapted from Grant 2001) (Adapted from Grant 2001)

““Coaching is a conversation, a dialogue Coaching is a conversation, a dialogue whereby a coach and coachee interact in whereby a coach and coachee interact in a dynamic exchange to achieve goals, a dynamic exchange to achieve goals, enhance performance and move the enhance performance and move the coachee forward to greater success.” coachee forward to greater success.” (Perry Zeus & Suzanne Skiffington, 2000)(Perry Zeus & Suzanne Skiffington, 2000)

““Coaching is unlocking a person’s Coaching is unlocking a person’s potential to maximize their own potential to maximize their own performance. It is helping them to learn performance. It is helping them to learn rather than teaching them.” (Tim Gallwey, rather than teaching them.” (Tim Gallwey, 1986, 2000)1986, 2000)

Coaching Psychology:Coaching Psychology: ““Coaching Psychology is defined as is the Coaching Psychology is defined as is the

research, theory and practice of the research, theory and practice of the application of the behavioural science of application of the behavioural science of psychology to the enhancement of life psychology to the enhancement of life experience, work performance and experience, work performance and personal growth of normal, non-clinical personal growth of normal, non-clinical population.” (Grant, 2002) population.” (Grant, 2002)

MentoringMentoring A developmental alliance, which is a relationship A developmental alliance, which is a relationship

between equals in which one or more of those involved between equals in which one or more of those involved is enabled to. Increase awareness, identify alternatives is enabled to. Increase awareness, identify alternatives and initiate action to develop themselves. Julie Hay and initiate action to develop themselves. Julie Hay 19951995

The word mentor originally comes from Greek The word mentor originally comes from Greek mythology. Ulysees, before setting out on an epic mythology. Ulysees, before setting out on an epic voyage, entrusted his son to the care and direction of his voyage, entrusted his son to the care and direction of his old and trusted friend Mentor. Yet in spite of the variety old and trusted friend Mentor. Yet in spite of the variety of definitions of mentoring … all the experts and of definitions of mentoring … all the experts and communicators appear to agree that modern mentoring communicators appear to agree that modern mentoring has its origins in the concept of apprenticeship. David has its origins in the concept of apprenticeship. David Clutterbuck 1991Clutterbuck 1991

Traditionally mentoring was seen as a hierarchical Traditionally mentoring was seen as a hierarchical relationship in which a wise senior helped a grateful relationship in which a wise senior helped a grateful junior. (Grant 2003) junior. (Grant 2003)

CounsellingCounselling

“ “ A set of interpersonal skills, techniques A set of interpersonal skills, techniques and attitudes employed to help a person and attitudes employed to help a person manage his or her own problems using his manage his or her own problems using his or her own resources”or her own resources”

Margaret Chapman 2003 Margaret Chapman 2003

ReferencesReferences

Grant, A.M - Director of the Coaching Psychology Unit at Grant, A.M - Director of the Coaching Psychology Unit at Sydney UniversitySydney University

Chapman, M. Co-director – Centre for Human Potential Chapman, M. Co-director – Centre for Human Potential and Performance. University of Hertfordshireand Performance. University of Hertfordshire

Carter, A. (2001) Executive Coaching: Inspiring Carter, A. (2001) Executive Coaching: Inspiring Performance at Work - Institute of Employment Studies Performance at Work - Institute of Employment Studies (IES) Report 379(IES) Report 379

Nicholson, N & West, M.A. (1988) Managerial Job Nicholson, N & West, M.A. (1988) Managerial Job Change: Men and women in Transition, Cambridge Change: Men and women in Transition, Cambridge University PressUniversity Press

Coaching and Buying Coaching Services. CIPD 2004 Coaching and Buying Coaching Services. CIPD 2004

Professional Bodies and Professional Bodies and AssociationsAssociations

Chartered Institute of Personnel and Chartered Institute of Personnel and Development CIPDDevelopment CIPD

European Mentoring and Coaching European Mentoring and Coaching Council EMCCCouncil EMCC

Association for Coaching ACAssociation for Coaching AC British Psychological Society BPSBritish Psychological Society BPS Institute of Employment Studies (IES)Institute of Employment Studies (IES)

Joan Bennett Joan Bennett

www.jmsolutions.co.uk

Does your organisation use coaching?Does your organisation use coaching? Why?Why? What are the benefits?What are the benefits? Internal or External Internal or External