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