Coaching Skills for Communicators 14 th July 2010 Debbie Standish Change in Action

Coaching Skills for Communicators

14th July 2010

Debbie StandishChange in Action

AIMS OF THE SESSION

To broaden your understanding of executive coaching and associated skills

To develop your awareness and understanding of temperament and patterns of thinking and their impact on communication style

To practice your coaching skills

Reference Comma Consulting 2007

COACHING

The art of releasing the potential in another in order

to improve performance

The Defence Leadership Centre

MENTORING

A process where a more experienced person supports

another’s development outside the normal line

management relationship

Defence Leadership Centre

SIX PRINCIPLES OF COACHING

1. The client is resourceful.

2. The coach’s role is to spring loose the client’s

resourcefulness. It is not to give advice.

3. Coaching addresses the whole person, past,

present and future.

4. The client sets the agenda.

5. The coach and the client are equals.

6. Coaching is about change. It is not to give comfort

so much as to help the client become more

effective.

CLIENT’S NEEDS?

Developing greater flexibility in their leadership style

Enhancing their emotional intelligence

Developing greater personal presence (‘charisma’)

Handling conflict

Sharpening communication skills

Improving stakeholder relationships

“On boarding”

Career management

WHEN?

Your observation

Feedback

Leader’s own self awareness/confidence levels

Employee engagement/staff surveys

360 feedback/performance appraisal

Already your role

HOW?

Coaching approaches

A coaching model

Coaching skills

Temperament

Patterns of thinking

COACHING APPROACHES

Coach determines the conversational direction(AUTHORITATIVE)

INFORMING

PRESCRIBING CHALLENGING

EXPLORING SUPPORTING

RELEASING

PUSH

PULL

Coach enables the Conversation (FACILITATIVE)

Adapted from Heron’s 6 Categories of Interaction

A COACHING MODEL…..

GGoal setting: start with the end

in mind. Express it as a positive

RReality checking to explore the current

situation

OOptions and alternative strategies

or courses of action

WWhat is to be done, WHENWHEN,

by WHOMWHOM and the WILLWILL to do it

What do you

want to achieve?

What is the

situation now?

What options exist

to move things forward?

What will you/they do?

How committed?

COACHING COMPETENCIES

1. AGREEING A CLEAR AND EFFECTIVE CONTRACT FOR THE COACHING RELATIONSHIP

2. ESTABLISHING TRUST AND RESPECT

3. ESTABLISHING RAPPORT

4. ACTIVE LISTENING

5. EFFECTIVE QUESTIONING

The Academy of Executive Coaching

COACHING COMPETENCIES

6. EXPRESSING

7. FACILITATING DEPTH OF UNDERSTANDING

8. PROMOTING ACTION

9. FOCUSING ON OUTCOMES

10. MANAGING THE ENDING

The Academy of Executive Coaching

SO FAR …..

Client’s needsPermissionSix underlying principlesCoaching approachesA coaching modelCoaching skills

Temperament

Patterns of thinking

Myers Briggs Type Indicator: MBTI BACKGROUND

Based on Jung’s psychological theories

Has 50 years of research and development behind it

Is now the most commonly used personality

instrument world-wide

MBTI: WHAT IT IS AND ISN’T

It is a theory about preferences - especially the way

we currently prefer to approach the world, use our

minds and direct our energy

These preferences are grouped into different types

NOT good or bad types, just different types

It is NOT about skills, intelligence, abilities, or

expertise

Does NOT tell you what you are good or bad at, or

what you can or can’t do

MBTI : THE FOUR SCALES

of people, activities, and things ideas, emotions, and impressions

Energy Extraversion (E)Prefers to draw energy from the outside world

Introversion (I)Prefers to draw energy from the internal world of

Informationgathering

Sensing (S)Preference for taking in information through thesenses, and noticing precisely what is actual

Intuition (N)Preference for taking in information through insight,and noticing possibilities

Decision

makingThinking (T)

Preference for deciding according to generaltruths, logic, and objectivity

Feeling (F)Preference for deciding according to person-centredvalues and harmony

External world

Judging (J)Preference for closure, and a planned andorganised life

Perceiving (P)Preference for spontaneity, open-endedness, andflexibility

IS YOUR PREFERENCE EXTRAVERT OR INTROVERT?

Extravert preferences

Drawn to external world Communicate by talking Action over reflection Sociable and expressive Work out ideas by talking them

through Enjoy working in groups

Introvert preferences

Drawn to internal world Communicate by writing Reflection over action Private and contained Work out ideas by reflecting on

them Enjoy working alone or with one

or two others

IS YOUR PREFERENCE SENSING OR INTUITION?

Sensing preferences

Specific examples Present realities Focus on what is real and

actual Trust experience Want to know what is Observe and remember

specifics

Intuition preferences

General concepts Future possibilities Focus on patterns and

meanings Trust insight Want to know what could be Observe and remember

patterns

IS YOUR PREFERENCE THINKING OR FEELING?

Thinking preferences

Remain detached when making decisions

Solve problems with logic Strive for objective

standards of truth Reasonable Analytical

Feeling preferences

Personally involved when making decisions

Assess impacts on people Strive for order through

harmony Empathetic Want everyone treated as

an individual

IS YOUR PREFERENCE JUDGING OR PERCEIVING?

Judging preferences

Like things to be settled and orderedSystematic, methodicalFocus on goals, results and achievementsQuickly commit to plans or decisionsDecisive, prefer no surprises

Perceiving preferences

Like things to be flexible and openAdaptable, spontaneousFocus on process, options and openingsReserve the right to change plans or decisionsCurious, enjoy surprises

USE OF LANGUAGE TO HELP UNDERSTAND PATTERNS OF THINKING

“Words that Change Minds”Mastering the language of influence by Shelle Rose

Charvet

5 KEY PATTERNS OF THINKING (Shelle Rose Charvet)

BIG PICTURE THINKERSThey talk about vision, concepts and strategyThey connect ideas upThey may ask you to “get to the point”

EXTERNALLY REFERENCEDDraw conclusions from other people’s views on successWant to know what others thinkLike direction from others

DETAIL THINKERSThey talk about stages, steps or levels in a taskWhen their train of thought is broken, they often like to go back to the start

INTERNALLY REFERENCED“I” just knowFeedback from others does not tell them they have done a good job

5 KEY PATTERNS OF THINKING (Shelle Rose Charvet)

OPTION THINKERSThey use words like “choose, hope and wish”They say “let’s do something different this time”

SIMILARITY THINKERSUse words like “same, similar, in common and keep the same ideaThey will tell you how situations are similar

PROCEDURES THINKERSUse words like “have to, must, ought, should and always”They like to know in advance what will happen and stick to it

DIFFERENCE THINKERSUse phrases like “no comparison and yes, but...”They use words such as “new, changed and radical”

5 KEY PATTERNS OF THINKING (Shelle Rose Charvet)

MOVING TOWARDS THINKERSThey talk about what they wantCan minimise negative consequencesUse words like “gain, obtain, accomplish and achieve”

AWAY FROM THINKERSTalk about what they do not wantThey use words like “avoid, stay away from and get out of”

To practice your coaching skills

Reference Comma Consulting 2010