Omni coaching presentation derek naude
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Transcript of Omni coaching presentation derek naude
Contents
• An Introduction to Derek Naude
• My Learning Style according to Kolb
• Framework Contextualisation
• Input
• The Managers Role as a conduit
• The dual role of the manager
• Throughput – the core and the mantle
• The core - An Integral Management Coaching Model
• The roadmap (mantle)
• Throughput summary
• Output (what do I bring to the coaching conversation)
Experience and competencies :
• 20 years - Financial Services Sector experience in the People’
• “People’s practices” / Human Resources
• Training and Development and Talent Management.
• Masters degree in Industrial Psychology
• Masters degree in Management Coaching
A short summary of my core functions is :
• Currently : Head of Learning and Development for Woolworths
Financial Services
• Leadership Training
• Soft Skills Training
• Product, process, systems training
• Competency Matrix
• Succession planning and career development
• Project Management
• E learning campus
An Introduction to Derek Naude
• Trust your experience • Trust the learning process • Redefine your relationship to
failure • Let go of strong emotional
responses in order to learn from failure
• Reassess your beliefs about how you learn and what you good at
• Monitor the messages you send yourself
• Balance you success /failure accounts
My Kolb Learning Style : I am a Diverger and my style characteristics are : • Concrete Experience and Reflective Observation • Greatest strength lies in imaginative ability • Excels in the ability to view concrete situations from many perspectives • Performs better in situations that call for generation of idea’s – brainstorming • Interested in people and inclined to be imaginative and emotional • Broad cultural interests and tend to specialize in the arts • Imaginative , innovative , easy going , observer, listener , questioner
Personal Introduction - Learning Style
I would like to present my framework by way of :
• Input
– What informs me as a coach?
• Throughput
– Discuss my authentic coaching model in detail, looking at the core and the mantle
• Output
– What are the intended outcomes of integrated coaching
Personal Introduction
Life Purpose
• What do I assume about myself?
– I have an incredibly interest in behaviour and people’s
responses
– I am constantly amazed by other cultures and languages
and all that I can learn from our differences
– I am professional and have a strong corporate orientation
– I am highly committed to people development and potential
– I have a keen interest in motivation
– I believe that I am here to teach
Input
• What do I assume about others?
– Everybody has self esteem challenges, we all wonder if we are really good enough
– People are helpful and want to be the best they can, we are all trying to overcome something
• Beliefs
– About Life
• We will never fully understand everything but we must never stop learning and striving and trying
• There is a master plan
• We are fully responsible for everything that happens in our lives (life is fair)
Input continued..
– About People
• We all have choices
• We all have talents and abilities beyond our wildest
imagination
• We all have hopes and dreams
• We all want to be happy and we always wish the best for
those we love
• We all have judgments and prejudices about ourselves
and others
• We all have an inherent ability and will to survive
Input continued..
• Values
– Continuous Self Improvement
– To continue to learn about myself
– To be respectful and compliant
– To trust the processes happening in my life
Input continued..
Input continued.. • Who informs me?
– Karl Jung (Client-Centered Therapy 1951) • All organisms have an actualizing tendency (all creatures strive
to make the very best of their existence)
• We value positive regard (love, affection, attention and nurturance)
• One technique that Rogerians are known for..Reflection; the mirroring of emotional communication
• A therapist must have three special qualities to be effective: – Congruence; genuineness and honesty with the client.
– Empathy; the ability to feel what the client feels.
– Respect; acceptance and unconditional positive regard towards the client.
“In my early professionals years I was asking the question: How can I treat, or cure, or change this person? Now I would phrase the question in this way: How can I provide a relationship which this person may use for his own personal growth?” Carl Rogers
Input continued..
Who Informs me : • Carl Jung
Freud said that the goal of therapy was to make the unconscious conscious
A younger colleague of Freud, Carl Jung, was to make the exploration of "inner space" his life's work. He went equipped with a background in Freudian theory, of course, and with an apparently inexhaustible knowledge of mythology, religion, and philosophy. Jung was especially knowledgeable in the symbolism of complex mystical traditions such as Gnosticism, Alchemy, Kabala, and similar traditions in Hinduism and Buddhism.
If anyone could make sense of the unconscious and its habit of revealing itself only in symbolic form, it would be Carl Jung.
Input continued.. • Who informs me?
– Karl Jung (Client-Centered Therapy 1951) • All organisms have an actualizing tendency (all creatures strive
to make the very best of their existence)
• We value positive regard (love, affection, attention and nurturance)
• One technique that Rogerians are known for..Reflection; the mirroring of emotional communication
• A therapist must have three special qualities to be effective: – Congruence; genuineness and honesty with the client.
– Empathy; the ability to feel what the client feels.
– Respect; acceptance and unconditional positive regard towards the client.
“In my early professionals years I was asking the question: How can I treat, or cure, or change this person? Now I would phrase the question in this way: How can I provide a relationship which this person may use for his own personal growth?” Carl Rogers
Input continued..
The Limbic Brain
emotion, behavior, motivation, long-term memory, and olfaction.
Dr Dorrian Aiken
My coaching model focuses on doing research to determine the impact that coaching can have on middle managers who are often referred to as operational or line managers or even the backbone of the business. • The fundamental purpose of this topic is to unearth and investigate a business case and business need for an integrated coaching model aimed at middle managers. • These managers are the executers, the team that makes it all happen. Middle managers are expected to lead and to manage and they function within a highly demanding competency model and people management framework. •Middle managers get the work done and deliver desired results. •They are expected to build a team culture which includes a commitment to diversity, relationship building and relationship management, it also includes conflict management but most importantly middle managers have to foster responsibility. A key deliverable or performance area against which middle managers are measured is developing people and this includes: on the job training and development, providing informal feedback and career development for team members. • Because middle managers get the job done it is imperative that they are skilled at prioritizing and allocating work and what this means is that they need to be able to delegate work, manage project goals and prioritize time and resources
Input continued..
• Middle managers are expected to assess and reward performance, a very critical key performance area, especially during economically challenging times.
• It can be argued that it is at this point that managers need coaching the most. Assessing and rewarding performance involves providing reward and recognition to the team members by equitably applying criteria for promotion and financial reward. • Middle managers must visibly champion the accomplishments of the team members to the senior management team and of course reward individuals and indeed the whole team for their service to the business and to the clients.
Input continued..
According to Scholtes (1998 : 21) • Manage performance to deliver results
• Coach and provide feedback
• Communicate
• Delegate and empower
• Create an inclusive environment
• Select Talented People • Deliver the business • Plan and Improve
• Work cross functionally
Input continued..
According to the Corporate Leadership Council : Corporate Leadership Council (2008), “Managing for Performance and Retention” [Internet] Available from : www.clc.com [accessed 26/12/10] • Effective people management leads to improved performance. Why focus on people management then ? Since line managers control many of the most effective drivers of employee performance they can act to improve the performance of their employees substantially, making effective people management critical for organizational success. • Effective people management leads to increased retention. Effective people management has a sizeable impact not only on performance but also on retention. Excellence in people management directly influences intent to stay with the organization and thereby reduces probability of departure.
The manager’s role is actually that of a “conduit”, what that means is that managers not only generate commitment to themselves but also play a crucial role in building employee commitment to day to day work, teams and the organization. Managers through their role as the primary connection between the employee and the organization, directly shape an employee’s perception of teams, the organization, and their job. Through this influence , managers magnify (or diminish) employee commitment , thereby serving as a critical leverage point for maximizing the impact that teams, the organization and day to day work have on employee performance and retention (intent to stay).
Input cont…
The Managers Role as a Conduit
There are two types of employee commitments : rational commitment and emotional commitment. These commitments act through four focal points, namely: day to day work, the team, the direct manager and the organisation as a whole. Employees can commit in two principle ways, put simply rational commitment is commitment of the mind while emotional commitment is commitment of the heart. For the individual employee, commitment affects their level of discretionary effort and intent to stay at the organization and these outcomes translate into increased performance and retention for the business overall.
Commitment
The Dual Role of the Manager
“The leader of the past knew how to tell, the leader of the future will know how to ask.” Peter Drucker
A way of working with people that improves performance, accelerates
learning, and facilitates development
A skill that relies on effective communication and interpersonal skills as well
as an understanding of the coaching situation
A process that can be used to maximize effectiveness by helping managers
and coaches motivate, develop, instruct and collaborate with individual
employees and teams to get the most out of their current performance and
address development needs
What is Performance Coaching ?
Formal
“Designated” - defined relationship
Clear parameters for outcomes, follow-up, measures
Individual or group
Informal
Coaching a non-direct report
No specific agreement/parameters
Individual or group
Management
Manager coaching a direct report
Within context of supervisory relationship
Focus on learning/development; manager does not want to be directive
Types of Coaching
A simple but effective Performance Coaching Model
Process Step:
Establish the Coaching Relationship
Assess Situation
Define Desired Outcomes
Determine, Commit to Take Actions
Follow-up/ Measure Success
On-going Coaching
Need: Reciprocal relationship Establish trust
Identify root cause Match coaching to need (skill, motivation or opportunity gap)
Identify desired goals and outcomes
Determine possible actions Identify enablers and obstacles Achieve desired results
Indications of success
Reinforce positive change Sustain commitment
Process Steps :
Effective Feedback
• Reinforcement: Context: What was the situation, when did this occur?
Action: What exactly did you do/say?
Result: What was the impact?
• Corrective: Context: What was the situation, when did this occur?
Action: What exactly did you do/say?
Result: What was the impact?
Alternative: What could you say/do instead?
Result: What would be the result of that?
Building trusting, credible relationships
Asking effective questions
Listening actively
Identifying patterns, themes
Providing helpful feedback
Defining goals and outcomes
Eliciting possible solutions
Anticipating possible problems
Empowering and motivating
Ensuring follow through
Measuring success
Seizing coachable moments
Coaching Competencies
The Core
Throughput – The Core (An Integrated Management Coaching Model)
Throughput – Roadmap “You are always already enlightened”
Questioning
Techniques
Which business
challenges are you
facing? (What is the
situation now?)
What keeps you
from getting the
results you want?
(What is the
situation as you
want it to be) What will keep the
situation from
changing
What action steps
can you take?
(commitment)
What resources do
you need to make
changes
What is important to
you?: Personally /
Professionally
“You are always already enlightened” Throughput – How do I coach
Throughput – The Mantle
“If you don’t have much going wrong with your life, then you don’t have much going on in your life.”
Larry Winget
Contracting
Coach and client find each
other, determine what
regulates their relationship
Brief client on framework
and fees
Current Reality – Business
Challenges
Active Listening
The Heart of the matter
The Individual, team and the
organization
Explore the future
What is the situation as you
want it to be (your vision of
the future)
GROW
Goals
Reality
Options
Will (what will you do)
Challenges of Change What is stopping you ?
Throughput – How do I coach ( a linear view )
What Action Steps can you
take (commitment) Create a vision for the future
Resources (what resources
do you have and what do you
need)
People Development
Tools and systems
What is important to you :
personally
and professionally
Self Exploration
Values
Aspirations
Hopes
Intervention Review Summary of discussion
What is the plan of action
Reflection
Throughput – How do I coach
Case Study:
Senior Project Manager on Project Union
Female – 16 years experience in Financial Services, BComm Honours
Team of 8 people : Project Managers, Business Analysts, Systems Analysts, Communications
Manager
Integral Coaching Model : A case study of implementation
Motivation Confidence Drivers Determination Goals
The Team The organisation The Task Teams Risk Compliance Systems (Performance Management
Observable behaviours : client centricity, relationship management, employee perceptions
Economic Sectors The Financial Markets Communities of Practice The Legal Framework Standard Operating Procedures Service Level agreements
The client can expect the following from a coaching intervention
• A contractual arrangement which focuses on relationship
management
• Intervening : clear meaningful contact , a story telling opportunity
• Unit of work focus : the heart of matter, beginning, middle and end,
incisive questions will play a role here
• As the coach I will “see the process” not work with the content, this
is about a “thinking partnership”
• A learning contract and discussion of learning styles
• Psychometric Assessment
• Reflection techniques
• Coaching Ethics and confidentiality
Output (what do I bring to the coaching conversation)
Output – what are the outcomes of coaching using an integral model
• A higher level of self awareness • Relationship Management awareness and considerations • Team behaviour exploration • Management Skills • Levels of motivation (what enthuses you to get up in the morning) • Values, beliefs, feelings (the heart and the head) • Goals and performance • Improved performance • Continuous reflection – learning and practice • Happiness audit • Identifying preference behaviours
Ethical considerations The underlying principles of the work of a coach with middle managers :
•Every person is doing the best that they can given the field conditions they experience •There are no “good guys” and “bad guys”: all people have created patterns of functioning in the world (their “contact style”) in order to survive and negotiate their existence •The reality of each person is valid and as such, worthy of attention and affirmation; this constitutes a profoundly humanitarian approach to people •We openly and intentionally take time to create a relationship appropriate for the work •We work with the client’s process in the here and now
Ethical considerations The underlying principles of the work of a coach with middle managers cont : •Our intention is to raise and heighten the client’s awareness of themselves and their perception of the issue/problem they are working on •Heightened awareness brings more data to a client‟s decision-making, and thereby gives more / different choices for action •Supporting a change process in our clients means supporting them to be more fully who/what they are, not from trying to be something different •We raise awareness by observing and selecting phenomenological data and feeding this back to the client (the science of our work)
Ethical considerations The underlying principles of the work of a coach with middle managers cont : •We give feedback in ways that can be heard and absorbed by the client, using succinct, clear, direct expression, sometimes using metaphors (the artistry of our work) •We keep ourselves on the boundary / margin of the client's process, we are not an actor in their drama, but a stage manager of the coaching session •Change is the choice of the client •Resistance to change is healthy and part of the change process •Action is not the purpose of the process, but is in service of an overall process designed for learning and change
“Remember, no matter what your background is and what your current circumstances are, you have the capacity to take action. This is one of the golden threads of humanity - we all have the power to act in a way that will improve the quality of our lives.” Robin Sharma