DecisionWise - The Psychology of Coaching

Dr. Tracy MaylettPresident/CEODecisionWise

Dr. Paul WarnerDirector of Consulting

DecisionWise

The Psychology of CoachingHelping Managers DRIVE Individual & Organizational

Change

©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com

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360-Degree Feedback

Employee Engagement

Leadership Coaching

Talent Assessment

Awareness | Action | Accountability

Clients

About DecisionWise


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Our Purpose Today

Clarify common coaching misconceptions

Discuss the application of psychology in coaching

Review the manager’s role as a coach

Introduce the DRIVE coaching philosophy


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The Roots of Coaching

1758: Human behavior and emotion can be understood through Phrenology-analyzing the structure of the skull

1890: Sigmund Freud uses medical case studies and psychoanalysis to understand the role of the subconscious in human thought and emotion

1970-80s: Organizational Development becomes an established discipline in HR and academic arenas

2000: Positive Psychology developed by Martin Seligman in opposition to the medical model in clinical treatment of mental illness

Present: Contemporary

Coaching

1968: Beginning of the Human Potential Movement. Abraham Maslow develops Hierarchy of needs


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And the Survey Says…

Lowest-scoring themes:• “My manager provides me with regular

feedback about my performance.” (Employee survey)

• “This person takes the time to coach, mentor, and support others.” (360)

• “This individual provides feedback in a way that facilitates improvement.” (360)

From our 2010 Employee Engagement Database (7+ million responses) and 360-Degree Feedback Database (1.2+ million responses):


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Why Do We Care?

Filling in the missing information:

White Christmas Effect

Dartmouth fMRI

Don’t Forget the Lyrics

Management informational vacuums

Kraemer, D.J.M., Macrae, C.N., Green, A.E., and Kelley, W.M. (2005). The sound of silence: Spontaneous musical imagery activates auditory cortex. Nature, 434, 158.


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Coaching is NOT…

Coaching is NOT …

Corrective Action

A Confrontation

Counseling

Micro-Managing

Code for “Bad News”

Performance Appraisal

Personal Criticism

Because …

Coaching focuses on both the past and the future.

It’s not a clash– it’s a development process that improves performance.

It’s out of the scope for coaching.

It’s not “playing the game” for them.

It’s not focused on the negative.

It’s not an evaluation of work done. They are learning while doing the work.

It’s not judgmental of the person, but the behavior.


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Coaching is …

Coaching is …

An ongoing process

Focused on development

Purposeful

Providing feedback

Supportive of growth

Challenging to do better

Building trust

Because …

It’s more than a singular event.

It’s learning while the work is done.

It’s focused on behaviors and action.

It provides candid, clear information.

It encourages self-awareness.

It moves us beyond a comfort zone.

It develops effective relationships.


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Poll

Most managers in my organization:

Effectively coach their direct reports

Do an OK job of coaching their direct reports

Mostly conduct corrective action interventions

Can't even conduct a performance review

Rely on HR to solve their problems


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Getting Personal

Harvard Business Review 2009 study of coaching practices:

3% of leaders pursue coaching because of personal issues

but…

76% of coaching engagements evolve into discussion on personal issues

Internal Coaches risk crossing a critical boundary!


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The Dilemma

Most psychologists have never been managers.

Most managers have never studied the basics of psychology.


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AWARENESS ACTION ACCOUNTABILITY

An Effective Coaching Process


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D R I V E

D R I V E Dissonance Reach Immediate Validation Environment

Steps




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Meet Dr. Stallinger

Director of Emergency Medicine for a large university medical system

Clinically strong

Responsible for over 120 employees and a significant portion of the hospital’s revenue

High employee attrition

Time-to-treatment levels are unacceptable

Recent high-profile treatment issues

Lost the confidence of hospital administration, the Board, and the University


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Steps

Dissonance:

1. Lack of agreement, consistency or harmony; conflict. 2. Current state versus desired state.


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We have a natural desire to resolve dissonance:

MUSICBUSINESSPERSONALPHYSICALEMOTIONALRELATIONSHIPSETC…


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Awareness: Internal and External Dissonance


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Awareness: Resolving Dissonance

Current State

Current State

Desired State

Current State

Desired State

Desired State

Current Dissonance Desired

xxxxxxxxx Deny that Dissonance exists

Change the desired state (REACH)

Change behavior to match the desired state


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Dissonance: Preserving Sense of Self

PHANTOM COACHING:

V.S. Ramachandran- Phantoms in the Brain

78% of 360 participants score themselves higher

Freud’s ego defenses


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Awareness: Denying the Dissonance

Naïve Realism: Each of us thinks we see the world directly, as it really is. We also think that what we see is what everyone else sees.

Self-serving bias: tendency to use or make dispositional attributions (put our own spin on) for success, and situational attributions (explain away or justify) for failures.

Ego Defenses: We will approach this dissonance in a way that maintains our self-concept and esteem.

Negativity Bias: The tendency to focus all attention on negative feedback.

Individual Perceptions

Reality

Barriers to Leadership Intelligence®


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Awareness: Changing the Desired State

Often, we try to resolve dissonance by shifting our REACH.

(Belief disconfirmation; Induced compliance; Free choice; Effort-justification…)


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Awareness: Creating dissonance

Feedback- Reinforcing or redirectingOne-on-one, direct360-degree feedbackPerformance evaluations

Metrics and measurements; KPIs

Allow natural consequences to occur (example: children)

Visioning: Identify possibilities and REACH

Others?


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Creating Dissonance: Dr. Stallinger

Reviewed KPIs

360-degree feedback

Other psychometric assessments

Direct feedback from hospital CEO Looked for “evidence”

Stepped through a REACH exercise


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Steps

Reach:

1. (noun) Capability; limit. 2. (verb) To gain with effort.


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Awareness: Reach

WHY NOT START HERE? (Most coaching models “begin with the end in mind”)

Change does not occur without a triggering event (Dissonance)

A destination must include a reason (the “why”) for getting there. This is where emotion and logic meet.

Without clear Dissonance, we tend to forget the compelling “why,” and give up before we get there.

Many goals are simply wishes, and not within reasonable reach.

Managers incorrectly assume that because they (managers) have set the vision, dissonance will follow.


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Awareness: Reach and Visioning

I want to see my grandkids grow up.

I’m tired of feeling joint pain.

My cholesterol is too high.

I’m embarrassed asking for a seat belt extension on the airplane.

I feel better when I work out

I want to play Basketball with my Teenage Daughter.

I want to be healthy.

I love to ski.

These pants don’t fit.

I am in Control.

Alberto’s restaurant’s all-you-can-eat couldn’t be good for me. Is that even beef?

I liked the way I looked when I was running each morning. I am more productive at

work when I’m healthy.


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The Paradoxical Theory of Change

says that…

change occurs when one becomes what he is, not when he tries to become what he is

not.Arnold Beisser, M.D. Paradoxical Theory of Change" originally appeared in Fagan and Shepherd's Gestalt Therapy Now

Awareness: Reach and Visioning


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Reach: Dr. Stallinger

I SHOULD be Attending Physician of the year.

I can help more people.

My ineffective relationships are impacting my clinical effectiveness.

I want people to want to be on my team.

I’m better than this.

This is serious… I could be fired!

I used to be at the forefront in teaching research. It felt good. I want to be back there.

Being more effective would call for less hours, and improve my own health.

I need to do it for my patients.


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Steps

Immediate Steps:

1. Immediate, clear actions leading to the REACH 2. Behaviors or habits


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Why Immediate Steps

Easier to begin (1/4-mile versus marathon)

Creates momentum (going in the right direction)

Minimizes discouragement (I can see accomplishment)

Uses Self-efficacy as the motivator (Belief in my ability to perform specific tasks)

Continues to challenge the individual

It’s easy to observe outcomes


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Action: Immediate Steps

If I play this through to the end, will this action

lead to my desired Reach?


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Action: Dr. Stallinger’s Immediate steps

Within the next 10 days…

Interpersonal:Create the “Network” relationships diagram

Review 360 results with direct reports

Review REACH exercise

Clinical:Implement new pain protocol procedures

Increase provider hours with mid-level providers for lower acuity patients

Identify and contact 3 best practices hospitals that have implemented a Rapid Medical Examination process


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Steps

Validation:

Part One: Measurement Part Two: Acknowledgement, reward, recognition


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Accountability: Validation

Emotions associated with reaching goals:

(1) Pre-goal attainment positive affect : the pleasurable feeling you get as you make progress towards your goal

(2) Post-goal attainment positive affect : the pleasurable feeling you get after you reach your goal.

Richard Davidson, PhD; University of Wisconsin- Madison

Pre-goal was much more lasting and created more motivation in the change process than did

post-goal emotions.


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Validation: Measurement

Don’t let the goal get in the way of the reach:

Too focused on the metric

We get easily discouraged if we don’t see validation along the way

Are we measuring what’s really important?

Customer Service


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Accountability: Validation through Measurement

THE MYTH OF MEASUREMENT:

“On a daily level, there was the competition between the air force and the navy, which sometimes led to the misuse of men and equipment, and if not to outright lying, then to exaggerated claims about the damage inflicted during air strikes. One manifestation of the competition was in the sortie rate—a sortie being one round-trip combat flight by one airplane—which was used as a measuring stick to show how hard each service was working to win the war. When a bomb shortage occurred in early 1966, both the air force and the navy sent their planes up with only one or two bombs per plane, to keep their sortie rate high and prevent their competitor from getting ahead in the statistics game. There was constant pressure to show results in the numbers of targets hit.”

(Zalin Grant in “Over the Beach: The Air War in Vietnam”).


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Accountability: 90-day Measurement

July August Sept

Customer Service 11% 28% 49%

Left w/o Being Seen 12.94% 10.14% 8.20%

Ave min to treatment 92.3 51.1 28.2

Length of Stay (Mins.) 267 265 282

Volume/Volume per Day 5228/169 5794/187 6127/204

Increase Employee Engagement Scores by 30%

Meet with Coach weekly

Weekly Sr. Team meetings

85% ratings by Administration

Complete one-on-ones with Sr. ER physicians

Complete the book “Switch”


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Steps

Environment: 1) The circumstances that surround one 2) The factors that act on an organism, population, or ecological community

and influence its survival and development


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Accountability: Environment

Without treatment, nearly 95% of Meth addicts will return to drug use

within one year.

Only 5% to 10% of those that lose weight are able to keep it off

beyond a 2-year period.


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Accountability: Environmental acclimation

ABILITY TO ACCLIMATE TO SUCCESS AND FAILURE:

Weight loss

Lottery winners

Major physical loss

Inaccuracy at predicting future satisfaction (I would be happy if…)

Adaptation Principle (creating a baseline)


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D R I V E


Steps




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Tracy MaylettPresident and [email protected]

Paul WarnerDirector of Consulting [email protected]

1.800.830.8086www.decision-wise.comwww.decision-wise.com/blogLinkedIn: “Leadership Intelligence”Twitter: DecisionWise

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Transcript of DecisionWise - The Psychology of Coaching