Leadership Mastery Series – Coaching in the Workplace
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Transcript of Leadership Mastery Series – Coaching in the Workplace
Leadership Mastery Series –Coaching in the Workplace
Leadership/Management Coaching: Turning Your Managers & Leaders into Coaches to Coach Themselves and their Team
Course Objectives
Understand executive/management coaching & the benefits to the organisationKnow the differences between coaching & therapy Understand the important skills required to be a coachExplore traditional & non-traditional models for coachingCreate a conviction shift – change the way others thinkExplore the “Y Curve” for changeLearn how to set powerful goalsAlter corporate cultureTake away action & implementation plan
Management Coaching/Executive Coaching
Long-term successful leaders need honest, objective feedback
Coaching is a critical tool for successfully engineering organizational change
Change is essential for an organizationto grow & adapt to today's rapidly shifting marketplace
Coaching can facilitate productive change in persons, teams & systems
Management Coaching/Executive Coaching
Focus on profit, productivity & customer satisfaction
Recognize that these measurements are the outcome of performance
Focus on leadership practices, cultural factors & the learning & development practices that drive performance
Management Coaching:Not a Fashionable Alternative Vehicle
of Managerial Control
It involves a way of viewing the world,
relationships & the organization
Coaching Is Not a Technique
a distinct way of communicating, relating & acting based on the commitments of human beings to accomplish more
producing unprecedented results in organizations & work in any field
working with people to show them possibilities & assist in taking actions previously not obvious
the capability to alter/shift structures of interpretation, the context, the ground of being within which people normally operate
Management Coaching:Not a Fashionable Alternative Vehicle
of Managerial Control
Providing Performance-OrientedCoaching & Positional Technical
Skills, Training & Feedback
Technical Skills only represent 20% of the input into
our performance
80% which affects our performance comes from our
Personal Skills
Peak Performance CoachingTools & Techniques
When we fully understand a person's behavioural patterns
& create positive self-managing coaching
strategies, we can assist a person to create lasting
performance change
An Answer to New ChallengesFacing Today’s Leaders
Produces breakthroughs in their capacity to meet today's organizational challenges
Empowers others in their work environment
Modifies/creates an organizational culture more adaptable to change, open to new possibilities
Training Senior Managers to Coach:
Coaching as a Common LearningPlatform for Leaders & Co-Workers
The leader leads by example through displaying a commitment to ongoing self-improvement
(the need to get better)
Learning to LearnLearning to Lead
Managers as CoachesLearn How to:
Increase self-awareness by tuning in to thoughts & feelings Choose when/how to take action Solve problems creatively Listen to feedback, incorporate constructive criticismUnderstand & respect other ’s opinions
Managers as CoachesLearn How to:
Make appropriate requests of others Set l imits, saying "no" when necessary Increase positive encounters with others Decrease hostility & defensiveness Reduce stress & negative emotions
Direct Benefits to the Organisation
obtain a clearer sense of their commitments& those of their organisation
become more competent in generating & maintaining effective relationships
expand their understanding of organisational & interpersonal dynamics
Managers:
Direct Benefits to the Organisation
Managers:
will be able to help others expand their levels of responsibility & their capacity for initiative & action
become more effective by understanding & adopting the proven principles of coaching & empowerment
will begin to develop the kind of unity & team spirit that enable powerful work relationships
Coaching/Leader Manager
empowers others to accomplish results on their own initiative
takes care to align the individual’s goals and commitments with those of the organisation
taps into the individual’s intrinsic motivation
coaches relationships or mutual commitments
Coaching/Leader Manager
Employees are responsible for their own commitments, decisions & actions within the workplace
MANAGER/COACH: emphasise development & future possibilities develop their team to lead rather than leading them from the top develop individuals to see possibilities/choices & work toward their own development/fulfilment
Coaching/Leader Manager
encourage creative thinking & challenge the status quo
is fundamentally people oriented
listens, questions, supports & collaborates
Similarities BetweenCoaching & Therapy
SIMILIARITIES DIFFERENCES
Both use assessment Therapists are lessself-disclosing than coaches; the power differential is less
in a coaching relationship
Both investigate & clarify values
Therapists rarely give advice; coaches are free to make suggestions, advise, make
request & confront the individual
Similarities BetweenCoaching & Therapy
SIMILIARITIES DIFFERENCES
Both areclient centered
Therapists tend to focus on the resolution of old pains &
old issues; coaches acknowledge their historical
impact but do not explore these in depth. Coaches are more inclined to reflect pro-
active behaviours & move the person forward, out of their
feelings & into action.
Similarities BetweenCoaching & Therapy
SIMILIARITIES DIFFERENCESBoth listen
& reflectTherapy tends to deal with
dysfunction, either vague or specific; coaching moves a
functional person onto greater success and refers
clients on for clinical issues.
Both help individuals recognise the
potential destructive-ness of their actions &
feelings
Therapy tend to focus on past-related feelings;
coaching is about setting goals & forwarding action.
Similarities BetweenCoaching & Therapy
SIMILIARITIES DIFFERENCESBoth recognise
strengths & weaknesses
Therapy explores resistance & negative transference;
coaching attempts to rephrase complaints into goals
Both seek to situate the individual in a
context of adult development
Therapy is about progress; coaching is
about performance.
Key Skills for a Coach
High level of emotional
intelligence
Ability tocommunicate
effectively
Activelistening
skills
Courage to havebehavioural
conversations
Handleconflict
effectively
Probe &challenge
Goodrelationship
builders
Demonstrategood leadership
behaviours
Structure& hold others accountable
Good decision-makers &
problem solvers
Powerfulquestioners
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Traditional CoachingBehavioural Coaching
does not include the objective of
achieving any sustainable, measurable
behavioural change
Behavioural CoachingVersus Traditional Coaching
Traditional Behavioural
derived from the behavioural sciences
(i.e., Appreciative Coaching, Solution Focused Coaching,
Cognitive Coaching, etc.)
Behavioural CoachingVersus Traditional Coaching
Behavioural Coach selects the most effective instruments/ methods & uses them within a scientifically proven 7-step framework (the Behavioural Coaching Model)
This presents uniformity in the coaching process & permits accountability, ease of reporting, measurement, auditing & benchmarking
Behavioural CoachingVersus Traditional Coaching
Traditional coach develops & relies upon a system (e.g., the GROW model)—steps, tools & techniques that can be replicated with consistency
The model provides a simple structure for the very busy line manager whohasn't the time for meaningful dialogue
a goal-setting training model limited in application to increasing performance of process workers
does not require any change of thinking, behaviour, etc.
focuses on “how to do” & “how to do it better”
Behavioural CoachingVersus Traditional Coaching
Many still the traditional coaching model with all persons & in all circumstances
Many coachees find themselves going around in circles
Coachees simply unable to keep on track to complete their goals
Behavioural CoachingVersus Traditional Coaching
GROW Model:Traditional Coaching
Start with defining the topic in order understand:
•what the player wants to talk about •what territory you are in•the scale of the problem•the importance & emotional significance•the player’s long-term vision of goal
GoalRealityOptionsWrap-up
Behavioural Coaching Model
OUTCOME FOCUSED COACHING
GOALS
OBSTACLES
SOLUTIONS
BEHAVIOURAL CHANGE COACHINGSTEP 1: DISCOVERY
STEP 2: DATA COLLECTION
STEP 3: PLANNING
STEP 4: COACHINGBEHAVIOURAL CHANGE
STEP 5: MEASUREMENT
STEP 6: EVALUATION
STEP 7: MAINTAINING MOMENTUM
Structure conversations around: SituationThe business context in which the need for coaching has arisenExpectationsClarifying outcomes and outputs whilst recognising the nature of change & agreeing on realistic timeframes StyleHow the coach, client and other stakeholders will work together throughout the program ResourcesWhat is needed for diagnosis, organisational & management support
Step 1: Discovery
Step 2: Data Collection
Personal Satisfaction Changes in Knowledge, Skills, Beliefs Changes in Observed Behaviour Business Impact & Return on Investment
May involve use of formal assessment tools within the organisation: structured interviews, personal
development plans & business outcomes
Agree on targeted behaviours, goals &
action plans to be implemented
Step 3: Planning
Step 4: CoachingBehavioural Change
Putting plans into action
Coaching clarity of understanding of how things are and what will change
Conducting skills-based coaching or rehearsal coaching to support implementation
Collecting output measures to confirm progress
Targeting on specific behaviours identified in earlier stages
Some measures may be self assessed or through observation
Step 5: Measurement
It is essential that outcomes relate to & generate positive business outcomes, whether measured as Return On Investment (ROI) or Return On Expectations (ROE)
Results may be productivity based, satisfaction based or based on another measure that is valued by the coachee & the business
Step 6: Evaluation
Goal is to establish effective self-coaching methods and habits, so the benefits of the coaching program are not lost
There is no regression to earlier, less effective behaviours
May involve agreement to follow-up sessions at appropriate intervals after the conclusion of the main coaching program
Step 7: Maintaining Momentum
CONVICTION SHIFTS
In that strange state of consciousness when the heart is reaching andThought has frayed out to thin,
unimportant stuff without any form, a shutter of the soul sometimes springs
open and fixes an image for anInstant. The image itself may be
trivial, but it palpitates with meaning for the life of the mediator.
Virginia Burden Tower
An experience or realisation that assists a person to make a new & deep decision about how they will live
Subtle or powerful changes to our awareness allowing us to see what we can do, be, or have
Conviction Shifts:Change the Way You Think
Elements involved in making a change that
leads to new way of living:
ThinkingFeelingWilling
Conviction Shifts:Change the Way You Think
A deep realisation about life that alters the way we think, feel & act (will) simultaneously Forms our belief systems, desires, assumptions, expectations, personality, etc. May not be ‘real’ or helpful
General Guide toConviction Shifts
1. To listen fully and affirm the power and possibility of our clients2. To paraphrase a client’s being, to give permission & support for
their brill iance feeling & will3. To facilitate specific exercises in thinking,
will & feeling4. To facilitate your own thinking, will
& feeling expansion
H A N D O U T: States - Struggle, Stability,
Success & Significance
Future Goals – Activities to fulfill the void – something that
will drive you to assist in letting go of the past and moving
on
Letting go of the past –Creates a void that must be filled
Change – Y curve
Time Line D spot –
Doubt
Depression
The Change Process:Y Curve
Goals & motivation are the greatest source of human power creating success
All achievements, no matter how great or small, are ignited as goals & fuelled through motivation
Goal Setting
Living without goals is l ike going on a trip without a destination. If you don’t know where you’re going, you’ll probably end up
nowhere, and any road will get you there.
Reasons Why People Don’t Set Goals
1. Not Serious2. Don’t or won’t take responsibility3. Don’t realize the importance of goals4. Don’t feel worthy of their goals5. Don’t know how6. Fear of confrontation7. Too comfortable – lazy8. Goals not compelling
A process that must never be upset
Holds the answers too many of the challenges you will face as you begin to
design & create your life
What, Why, How Formula
Set some goals & stick solely to what you want
Do not let your mind deviate to how you’re going to get it
Stick to what you want
“What” Promise
Gives you power & drive
Totally emotional
For you to influence your subconscious on a massive scale, get the Why’s involved in your goals
Why
How
People never get overwhelmed thinking about what they want to achieve
It is only when attention shifts to how they are going to achieve such great things that minds feels bombarded
When goal setting, keep your mind focused solely on what you want
Once you can clearly see where you are going with your goals, your actions will automatically
work in harmony to help you get there. It requires no force or
willpower. Just an unwavering focus.
If you spend any length of time associating yourself with your goal, you will dramatically affect the result
Once your mind is focused on the single point, you will inevitably find yourself gravitating towards your target as your
mind carves away the distractions & gives you a tunnel l ike focus
C L A R I T Y
It prevents the mind from drifting & being diluted by other daily urgencies that crop up from time to time
You will notice that the opposite of diluted is concentrated
F R E Q U E N C Y
If you spend 5 minutes totally absorbed by your goal, you will have a much greater chance of
success than if you just glance at it for a second or two.
D U R A T I O N
As you visualise your goals see them in vivid colour, right in front of you, within reach,
moving if applicable
Make it as lifelike as you possibly can.
L I F E L I K E
8 Categories of Goals
Family
Personal
Health & Fitness
Personal Development
8 Categories of Goals
Career
Financial
Material
Spiritual
Benefits of Setting Goals
Motivation Independence Direction
MeaningFulfilmentEnjoyment
Goal Setting Questions
GOALS BECOME THE BLUEPRINT FOR A VERY REWARDING LIFE
1. Are you currently happy with your present results?If no, what do you have to change?
2. What sort of results would satisfy you?3. How would you like to be remembered?4. If you could decide right now what is to be said on your
tombstone, what would it say?5. You just saved the life of a millionaire’s child. He has offered to give
you anything in return but not actual money. What do you want?6. If you had 6 months to live, how would you spend your time? (Who
with? where?)
Goal Setting Questions
GOALS BECOME THE BLUEPRINT FOR A VERY REWARDING LIFE
7. What’s your idea of the ideal career?8. What do you want to achieve in your career this year?9. What would you attempt to do if you knew it was impossible
to fail?10. What is it that you are willing to exchange the days of
your life for?11. What is it that you don’t currently have that you would
like to have? 12. What is it that you currently have that you don’t want?
Altering the Corporate Culture
Entails that companies fully embrace coaching in their management from the top to the bottom of their organisation
Must employ the coaching& mentoring methodology everywhere
Fully implement coaching as a management art
Coached employees are welcomed into the decision-making process, encouraged to be self-sufficient, made to feel a real part of the company
Traditional management methods erect barriers between managers & employees
“Make things work” – tear down that hierarchy with support
Take a giant step in creating a corporate family in the office
Removing Barriers BetweenManagers & Employees
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