EAP AS COACH & CONSULTANTTom Murphy, MS, LMHC, NCC, CEAP

President, Spenser & Associates, Inc.

www.spenserandassociates.com

An optimist is a person who sees a green light everywhere, while the pessimist sees only the red stop light……..but the truly wise person is color-blind.

Albert Schweitzer

Who do we have in the “House” today?

 

EAP CORE TECHNOLOGY

(1) Consultation with, training of, and assistance to work organization leadership (managers, supervisors, and union stewards) seeking to manage the troubled employee, enhance the work environment, and improve employee job performance, and outreach to and education of employees and their family members about availability of EAP services;(2) Confidential and timely problem identification/assessment services for employee clients with personal concerns that may affect job performance;

(3) Use of constructive confrontation, motivation, and short-term intervention with employee clients to address problems that affect job performance;

(4) Referral of employee clients for diagnosis, treatment, and assistance, plus case monitoring and follow-up services;

(5) Consultation to work organizations in establishing and maintaining effective relations with treatment and other service providers and in managing provider contracts;

(6) Consultation to work organizations to encourage availability of, and employee access to, health benefits covering medical and behavioral problems, including but not limited to alcoholism, drug abuse, and mental and emotional disorders; and

(7) Identification of the effects of EA services on the work organization and individual job performance.

ICF CORE COMPETENCIES

A. SETTING THE FOUNDATION 1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS 2. ESTABLISHING THE COACHING AGREEMENT

B. CO-CREATING THE RELATIONSHIP 3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT4. COACHING PRESENCE

C. COMMUNICATING EFFECTIVELY 5. ACTIVE LISTENING6. POWERFUL QUESTIONING7. DIRECT COMMUNICATION

D. FACILITATING LEARNING AND RESULTS 8. CREATING AWARENESS9. DESIGNING ACTIONS10. PLANNING AND GOAL SETTING11. MANAGING PROGRESS AND ACCOUNTABILITY

COACHING/CONSULTANT BACKGROUND

INDUSTRIAL-I/O PSYCHOLOGY & SOCIAL WORK

PSYCHOLOGY OF SPORT SHORT TERM/BRIEF/SOLUTION FOCUSED Tx PERFORMANCE ASSESSMENT/SCREENING FOUNDATIONS & GROWTH OF POSITIVE

PSYCHOLOGY “CORPORATE ATHLETE”/RESILIENT LEADER

Therapy Mentoring Consulting Coaching Deals mostly with a person’s past and trauma, and seeks healing

Deals mostly with succession training and seeks to help someone do what you do

Deals mostly with problems and seeks to provide information (expertise, strategy, structures, methodologies) to solve them

Deals mostly with a person’s present and seeks to guide them into a more desirable future

Doctor-patient relationship(Therapist has the answers)

“Older/Wiser”-Younger/Less Experienced relationship(Mentor has the answers)

Expert-Person with Problem relationship (Consultant has the answers)

Co-creative equal partnership (Coach helps client discover their own answers)

Assumes emotions are a symptom of something wrong

Is limited to emotional response of the mentoring parameters (succession, etc.)

Does not normally address or deal with emotions (informational only)

Assumes emotions are natural and normalizes them

The Therapist diagnoses, then provides professional expertise and guidelines to give you a path to healing.

The Mentor allows you to observe his/her behavior, expertise, answers questions, provides guidance and wisdom for the stated purpose of the mentoring.

The Consultant stands back, evaluates a situation, then tells you the problem and how to fix it.

The Coach stands with you, and helps YOU identify the challenges, then works with you to turn challenges into victories and holds you accountable to reach your desired goals.

Patrick Williams, EdD, presentation to EASNA, “From Counselor to Coach”, Chicago, 2005

“IF ALL YOU HAVE IS A HAMMER, EVERTHING LOOKS LIKE A NAIL”

THE DISCOVERY PHASE

Using Interviews to Understand the System and Build Relationships

Probing to Discover the Underlying Dimensions of the Problem

Dealing with Resistance in Interviews and the Feedback Meeting

Organizing the Data into Critical Issues Constructing Descriptive, Non-evaluative

Feedback Statements

PETER BLOCK, OVERVIEW OF CONSULTING SKILLS

WHAT ARE YOUR GREATEST CHALLENGES WITH YOUR CLIENTS, CUSTOMERS, OR PAYORS?

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THINK ABOUT YOUR LONGEST CLIENTS, CUSTOMERS, PAYORS, ETC…………….AND

WHAT WOULD YOU SAY ARE THE MAIN REASONS THEY HAVE CONTINUED TO WORK, CONTRACT, ENGAGE WITH YOU/YOUR SERVICES?…..AND

WHAT WOULD YOUR CLIENTS, CUSTOMERS, PAYORS SAY ABOUT WHY THEY HAVE CONTINUED TO WORK, CONTRACT OR ENGAGE WITH YOU/YOUR SERVICES?

IF YOU/YOUR COMPANY USE OR PLAN TO CONTRACT WITH A COACHING/CONSULTING PERSON/FIRM/COMPANY FOR YOUR OWN ORGANIZATIONAL, PROFESSIONAL, OR PERSONAL NEEDS NOW, WHAT ARE THE CHARACTERISTICS, TRAITS, SUBJECT MATTER EXPERTISE, STYLE (Technical, Interpersonal, Consulting), YOU WOULD REQUIRE?

DO YOU/YOUR COMPANY POSESS AND DEMONSTRATE THESE SAME QUALITIES, CHARACTERISTICS, TRAITS, ACCOUNTABILITES FOR ALL OF YOUR CLIENTS?

WHAT THEN DO YOU NEED/WANT/PLAN TO DO TO BECOME OR MAINTAIN YOUR STATUS AS YOUR CLIENTS OR CUSTOMERS MOST

TRUSTED ADVISOR