Leveraging the Strengths of Your Leaders

with Transformational Coaching

Grant Schneider, CBC, SPHR, SHRM-SCP

What we have is a

Failure to Communicate

Cool Hand Luke

All About Connection

Dwight Eisenhower said,

“Leadership is getting people to do what YOU want them to do because THEY want to do it.”

This is NOT Coaching

Mentoring/Advising

Offering Solutions to Problems

Consulting

Therapy

Succession/Career Planning

Performance Review

Training/Teaching

Share Experiences

Share with your partner -

An example when a person came to you with a problem.

What was the problem or issue?

What was your interaction?

Coaching

CoachingUpdate my resume, step up networking

Bad culture here.

Meet with my boss.

I must be doing something wrong.

It doesn’t look good.

I thought I was the best choice.

I was pass over for the job.

Needed Competencies

to Coach

The coaching zone -

Connection

Commitment

Clarification

Making a Connection

Connection brings openings and awareness.

Being present without attachment (non judgmental)

Show respect and value

Active listening

Client agenda not coach agenda

What not to do (This will

lose Connection)

Trying to solve employee’s or clients problem.

Force your agenda

You don’t know what to do next (skillful active listening required)

Client or employee is not getting the question

Clarification

This is the clarification for employee or client not coach.

Help establish clarity through dynamic inquiry. (What’s important? What really matters?)

Clarity helps provide discovery, possibilities, and openings. (Self coaching)

Commitment

Ensure commitment WITHOUT becoming accountable

What if?

Is making a commitment important?

Is that a commitment?

Is it important now?

How will it be measured?

What is

Transformational?

Transformational learning empowers people to transform who they are. “ …how their frames of reference, thinking, and

behavior produce unintended consequences. This work involves encouraging people to surface and question the way they have framed their points of view about themselves, others, or their circumstances with the idea of creating a fundamental shift.”

Hargrove, Masterful Coaching p.22

Incremental Learning

What’s wrong?

How do you know what people think?

What is the real issue?

Reframing

What’s possible?

Is this important?

Do you understand what the other person needs?

Are their barriers?

Transformational Learning (significant and lasting)

Can you see this from the vantage point of others?

Are you aware of how you translate events into mental models?

Active Listening

Listen attentively – avoid distracting behaviors

Paraphrase – “what I heard you say…”

Check perceptions – paraphrase is about facts but perception about feelings.

Reflect back – “it sounds as if you are feeling.

Coaching

Coaching Exercise

Coaching

Report out on exercise using Coaching

Questions?

THANK YOU!

Performance Development Strategies

Grant Schneider, CBC, SPHR, SHRM-SCP

914-953-4458

grant@pdstrategies.com

www.pdstrategies.com