Building Coaching Capability for Principals...©growth coaching international 53 AI is a positive, strength based approach to change. At its simplest level it involves „inquiring‟

Building Coaching

Capability for Principals

Toowoomba

July 21st & 22nd 2011

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Who said this?

• What I hear I forget

• What I see I remember

• What I do I understand

»Confucius 531 BC

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Outcomes

As a result of participating in this session you will:

• develop knowledge of the GROWTH coaching model and the skill to apply it to developing others

• be introduced to the 8 key skills of coaching

• have explored some change frameworks

• have explored the concept of Emotional Intelligence and its relevance for coaching

• have practiced applying the GROWTH coaching model to a range of workplace situations.

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Coaching is…..

“… a dialogue in which the coach and the coachee collaborate to unlock the coachee‟s potential and maximise performance. It is a relationship that helps the coachee to learn and enhances their professional effectiveness and on-the-job performance, ensuing accountability and support for managing workplace issues, reaching goals and sustaining development.”

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Coaching Is….

…unlocking a person’s potential

to maximise their own

performance. It’s more often

about helping them to learn

rather than teaching them.

John Whitmore, Coaching for Performance.

6 © growth coaching international

Coaching is a way of

helping people learn

• The sharing of theory or description of a new skill 10%

• Demonstration or modelling of a new skill or strategy 12-13%

• Practice trying out the skill 13-15%

• Feedback is given 18-19%

• As the new idea or skill is applied follow-up

help or coaching is given 95%

Joyce & Showers, 1995 Student Achievement through Staff Development

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Coaching: Similarities/Differences

Coaching

Therapy Mentoring

Instructing Consulting


Coaching is not the same as...

• Therapy Tends to look for causes of problems

& focuses on the past and how it impacts the

present

• Training Has a set agenda with specific content to be

delivered

• Mentoring Is a relationship between expert & novice

involving the giving of advice

• Consulting A problem solving/opportunity development

approach requiring expert knowledge & advice

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NON DIRECTIVE Discovery

Informing

DIRECTIVE

Listen

Empathise

Clarify

Ask questions

Share opinions

Inform

Provide guidance

Give advice

Tell

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© growth coaching international

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What makes a

good coach?


3 Pillars of Coaching

• GROWTH Model

• Coaching Skills

• Emotional Intelligence

© growth coaching international 12

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The GROWTH coaching

system is…

goals what do you need to achieve?

reality what is happening now?

options what could you do?

will what will you do?

tactics how and when will you do it?

habits how will you sustain your success?

celebrating the results

building trust

g

r

o

w

t

h

relationships

results

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Good Coaching Conversations lead

to…

A – Actions

C – Clarity

E – Energy

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• “Your own insight is much more powerful than my advice”

• “... a less optimal solution the coachee develops often produces better results than the „right answer‟ coming from the coach.”

Tony Stoltzfus, leading coach trainer


Awareness • growing awareness

changes the game. It

moves us from being

acted upon to being in a

position to act on the

issue or challenge.

Responsibility • commitment &

performance arises from

choice

• taking responsibility &

ownership for change


Coaching is achieving goals

Where are you today?

Where are you going?

Desired

State

Existing

State

Cultural

State

Political

State

Internal

State

Technical

State

How will you get there?

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GROWTH

Goal….

• To establish a clear, attractive

end point in relation to the

challenge,opportunity or

performance issue.


Sloth goals

S

L

O

T

H

omewhat vague

ack commitment

pen ended

imid

ard to achieve

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Inspiring

Specific

Measurable

Achievable

Results driven

Time-bound

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• How might these general intentions be expressed as sharper ISMART goals..

1. I want to have better staff meetings

2. I want to manage my time better

3. I want to follow through more

4. I want to spend more time in classrooms

5. I want to have more one to one time with staff

6. I want to build a coaching culture in the school


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1. By the end of term 2 I am effectively and confidently leading senior team staff meetings. We have…

• Clear agendas and follow up processes

• People enjoy attending and are energised by them

• We have rich discussions about important school matters


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• By__________________________

• I am/have_____________________

• So that________________________



Recording goals

“It is often wonderful how putting

down on paper a clear statement of

a case helps one to see, not perhaps

the way out, but the way in.”

(A. C. Benson)


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GROWTH

Tactics….

• To identify and commit to initial first

steps

• To build commitment and confidence

• To create momentum towards

success

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GROWTH

Habits….

• To build support for sustained success

• To make explicit potential barriers so

that action can be taken

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Pillar #2 8 Key Coaching Skills

1. Developing trust

2. Being present

3. Listening actively

4. Clarifying

5. Empathising

6. Being succinct

7. Asking the best questions

8. Giving feedback


Being present and listening actively

• Cosmetic listening

• Conversational listening

• Active listening

• Deep listening


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Effective Listening

=

Active Listening Attitudes

These include:

Being “present” mindset

Avoid „me too‟

Remembering that you think faster than people can speak

Listening for content and feelings

Active Listening Behaviours

Eye contact

Open Posture

Minimal encouragers

Probing/clarifying questions or responses

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• “Listening is a magnetic and strange thing, a creative force. The friends who listen to us are the ones we move toward. When we are listened to, it creates us, makes us unfold and expand.”

Karl Menninger, pioneering psychiatrist


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Solution Focused Questions

1. Reframe problems and create movement

2. Look at strengths to build resourcefulness

3. Focus on possibilities

Building Coaching

Capability for Principals

Day 2


Outline: Phase 1, Day 2

• Pick up from Day 1.

– 2 Pillars: GROWTH Model and 8 Skills

– ROWTH coaching session

• EQ and coaching

• Appreciative Inquiry: a theoretical perspective underpinning gci

coaching

• (A brief look at change and coaching)

• Phase 2 activties

• Practice with observer feedback

• Wrap up and prize draw!

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Concentric Circles

• 1 Key Learning Point from yesterday?

• 1 way you might be able to use coaching in your current role?


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The GROWTH coaching

system is…

goals what do you need to achieve?

reality what is happening now?

options what could you do?

will what will you do?

tactics how and when will you do it?

habits how will you sustain your success?

celebrating the results

building trust

g

r

o

w

t

h

relationships

results


active passive

constructive destructive

Celebrating success:4 Responses


Response combinations

• Active/Constructive “That‟s great.

Let‟s go out and celebrate!”

• Passive/Constructive “That‟s nice dear.”

• Active/Destructive “That sounds a lot to take on.

You‟ll probably have longer

hours and more stress.”

• Passive/Destructive “Are we going out on Friday night?

Shelley Gable

Professor Psychology UCLA


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8 Key Coaching Skills

1. Developing trust

2. Being present

3. Listening actively

4. Clarifying

5. Empathising

6. Being succinct

7. Asking the best questions

8. Giving feedback

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Being Succinct: 4 Reasons why it‟s

important

1. Creates efficient conversations

2. Sustains interest of coachee

3. Maintains focus on coachee

4. Creates clarity and reduces ambiguity


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Being Succinct: 6 tips

1. Eliminate fillers... „kinda‟ „sorta‟

2. Use less words

3. Ask 1 question without follow up

4.Allow for silence

5.Use .. “And.....” “So....“Because....” as 1 word questions.

6.Reflect back and ask a question to create movement

• “You sound disappointed your team member let you down here. How can you best respond to that?”

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NON DIRECTIVE Discovery

Informing

DIRECTIVE

Listen

Empathise

Clarify

Ask questions

Share opinions

Inform

Provide guidance

Give advice

Tell


3 Pillars of Coaching

• GROWTH Model

• Coaching Skills

• Emotional Intelligence


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What is EQ Physically?

EQ Combines the two

We feel it first…

Stimulus

…then we assign meaning Understanding

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Emotional Intelligence competencies

Self Awareness

Self Management

Social Awareness

Relationship Management

What I See What I do

Personal Competence

Social Competence

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• Self Awareness...

“....your ability to accurately perceive your own emotions in the moment and understand your tendencies across situations.”

Source: Bradberry,T&Greaves,J

(2009)Emotional Intelligence 2.0.Talent Smart:San Diego


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• Self Management...

“...your ability to use your awareness of your emotions to stay flexible and direct your behaviour positively.”


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• Social Awareness...

“...your ability to accurately pick up on emotions in other people and to understand what is really going on with them.”


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• Relationship Management...

“...your ability to use your awareness of your own emotions and those of others to manage interactions successfully.”


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High EQ

Low EQ avoid conflict critical of others wants to be liked

dependent controlling blame others

rules most important negative

gets offended easily over reacting catastrophising

Emotional Intelligence


Maintain perspective optimistic

genuine share power empathy

role model coach

authentic cooperative manage conflict

positive non defensive

manage own impulses

communicates constructively and effectively


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"To help others develop, start with yourself."

-Marshall Goldsmith



The person you need to be

“What you are shouts so loudly

in my ears I cannot hear what you say.”

(Emerson)

…Choose a card that depicts the person

you need to be (more of)



AI is a positive, strength based approach to change.

At its simplest level it involves „inquiring‟ - asking questions about what‟s working (appreciative)

It‟s about creating inspiring images of the desired future, then building on positive aspects of what is already present

to make it happen.

What is Appreciative Inquiry?

• Developed Case Western Reserve University

in 1980 by David Cooperrider.

• Originally developed as an organisational change

theory and methodology. It is now being applied

to a range of contexts including coaching.



Appreciative Inquiry: key principles

• Words create Worlds

• Inquiry Creates Change

• Image Inspires Action

• Positive Questions lead to Positive Change


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Words Create Worlds

“ We live in continuous conversation with each other and ourselves. Through conversation we form and reform our life experiences and events; we create and recreate our meanings and understandings.”

Notes based on Kelm JB (2005) Appreciative Living. Venet Wake Forest NC

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Inquiry Creates Change

This Principle argues that inquiry and change are simultaneous. Change begins the moment we start asking questions.

The first questions we ask in a situation are particularly important, since we form initial thoughts, beliefs and impressions going forward.

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Image Inspires Action

• “Our images of the future guide and inform our current behaviours. People change in the direction of their images of the future.”

David Cooperider, founder of AI

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Positive Questions,

Positive Change

• “Momentum for change requires large amounts of positive

affect and social bonding...”

• Positive emotions: Barbara Fredrickson

- Broaden thinking and actions

- Undo negative ones

- Build resiliency

- Build upward spirals

Notes based on Kelm JB (2005) Appreciative Living. Venet Wake Forest NC

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Related findings from positive psychology

• Losada: research on the nature of dialogue in high performing teams

High performing

teams

Low performing

teams

Positive vs negative

dialogue

+6:1 ratio of +ve to –ve

dialogue (strengths &

opportunities vs

deficiencies)

1:3 +ve statements to –

ve statements

Inquiry vs advocacy

in dialogue

+2:1 inquiry vs

advocacy

1:20 inquiry vs

advocacy

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“The task of leadership is to create an alignment of strengths…making a system’s weaknesses irrelevant”.

--Peter Drucker

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• VIA Survey from the Institute on Character

www.viasurvey.org

• Realise2 from the Centre of Applied Positive Psychology (UK)

www.cappeu.com

• Strengths Finder from the Gallup Organisation

www.strengthsfinder.com


http://www.viacharacter.org/

http://www.cappeu.com/

http://www.cappeu.com/

http://www.strengthsfinder.com/

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Solution Focused Principles

Solution Focused Approach: Key Principles

• Find what works and do more of it

• Stop doing what doesn‟t work and do something else.

“Change is happening all the time; our role is to identify useful change and amplify it.”

• Gregory Bateson, Anthropologist and Systems Thinking pioneer


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Reflective practitioner

A reflective practitioner....

• Is aware of their own assumptions,methods & tools

• Is committed to an inquiring perspective towards their work

• Is committed to implementing what they are learning

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Unconscious incompetence

• Ignorance

• Bliss

Conscious incompetence

• Awkwardness

• Confusion and frustration

• Fear and anger

Conscious competence

• Accomplishment

• Achievement

• Excitement

Unconscious competence

• Intuitive

• Automatic

• Bliss

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‘We act our way into learning – rather

than learn our way into acting’ – Michael Marquardt Action Learning Method

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Practice

• Identify a topic from your current work area where you would like to see „movement‟…

• Coach each other to a clear goal and action steps in relation to this development area using the GROWTH model

• Allocate roles: Coach; Coachee, Observer

• (Coach prep Observer on any aspect on which you might want specific feedback)

• Allow around 25+ mins., per person: 15-20 mins coaching;3-5 mins. Debrief: Did well? Do differently?

• Rotate through all 3 experiences

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“Stopping at third

base adds nothing

to the score” Anon

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Start…..

Stop…..

Continue…..

What do I need to do more of?

Anything I need to do less of?

What do I need to make sure I

continue doing?

Documents

Building Coaching Capability for Principals...©growth coaching international 53 AI is a positive, strength based approach to change. At its simplest level it involves „inquiring‟