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© 1998 Center for Creative Leadership. All Rights Reserved.
COACHING
An Overview of Theory and Practice
© 1998 Center for Creative Leadership. All Rights Reserved.
AGENDA
COACHING THEORY- What is Coaching?- A Model for Coaching
COACHING PRACTICE- Tools: Listening, Questioning,
Giving Feedback- Trio Practice
© 1998 Center for Creative Leadership. All Rights Reserved.
WHAT IS COACHING?
A way to facilitate learning A mutual endeavor; not done to
someone Helps coachees gain clarity about
themselves and the challenges they face Assists coachees to expand options and
make choices among them Supports coachees to develop
themselves and reach their goals
© 1998 Center for Creative Leadership. All Rights Reserved.
How Do People Change?
What motivates people to change?
What stops people from changing?
© 1998 Center for Creative Leadership. All Rights Reserved.
A Model for Coaching
Two Components
Coaching Relationship
Coaching Process- Assessment- Challenge- Support
CCL® Coaching Framework
© 1998 Center for Creative Leadership. All Rights Reserved.
The Coaching Relationship
The coach creates a SAFE environment in which the coachee can take risks and learn
The coach FACILITATES and COLLABORATES rather than acting like an expert, making recommendations or giving answers
The coachee is responsible for decisions about what actions to take
CCL® Coaching Framework
© 1998 Center for Creative Leadership. All Rights Reserved.
Assessment
Clarify session purpose Determine what is/is not
working Define
strengths/development areas Note unintended and desired
results
© 1998 Center for Creative Leadership. All Rights Reserved.
Assessment
Who is involved? What has been
done so far?
What is working or not working right now?
What unintended results are each of us seeing?
What is the purpose of the meeting?
What exactly does each of us want to see differently?
When do we want to achieve this?
CCL® Coaching Framework
© 1998 Center for Creative Leadership. All Rights Reserved.
Challenge
Brainstorm options Identify obstacles –
internal/external Set developmental goals Create action plan and
measurement
© 1998 Center for Creative Leadership. All Rights Reserved.
Challenge
What are the options?
What are the pros and cons of each?
How could we view this differently?
What do you want to do?
Will this meet your goal?
Who needs to be involved?
What short-term and long-term measures will be taken?
How will we know you are on track?
How will we know you have reached the goal?
CCL® Coaching Framework
© 1998 Center for Creative Leadership. All Rights Reserved.
Support
Determine resources needed Create plan to monitor progress Link to motivation Define support from coach
© 1998 Center for Creative Leadership. All Rights Reserved.
Support
What are the major constraints and supports?
What support is missing that could make a difference?
What can I do to support you?
How will we monitor progress?
What are our milestones?
Will we use deadlines?
CCL® Coaching Framework
© 1998 Center for Creative Leadership. All Rights Reserved.
How to give FEEDBACK –S-B-I Model
Situation – Describe where and when the observed behavior occurred.
Behavior – Describe what you saw or heard (a videotape would capture this – no interpretations or judgments).
Impact - Share the impact of the behavior on you or others. “I felt…” or “I was…”. If you hear yourself saying “YOU were…” you’re probably on the wrong track.
© 1998 Center for Creative Leadership. All Rights Reserved.
Trio Practice –Three Rounds of 25 mins.
5 minutes – Coach shares with trio his/her coaching strengths and developmental areas then targets specific areas for feedback in debrief after role play
10 minutes – role play; observers take notes in Situation-Behavior-Impact model format
10 minutes – debrief with feedback on coaching behaviors; focus here IS NOT problem solving
Repeat process for Coach #2
© 1998 Center for Creative Leadership. All Rights Reserved.
Develop as a Coach
Practice coaching in real time: 3 events between now and Sept. 27
• a conflict situation (or give difficult feedback)• switch from advice-giving to coaching• coach someone about career development
Feedback• ask your coachees for feedback after each practice
event above• journal what worked well and what was difficult – be
ready to discuss at the training on Sept. 27
© 1998 Center for Creative Leadership. All Rights Reserved.
Selected Resources
Sharon Ting and Peter Scisco (Eds.) (2006). The CCL Handbook of Coaching: A Guide For The Leader Coach
Terry Bacon and Karen Spear (2003). Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement
Hargrove, R. (2003). Masterful Coaching.
Whitmore, J. (2002) Coaching for Performance: Growing People, Performance and Purpose
© 1998 Center for Creative Leadership. All Rights Reserved.
Agenda
Coaching & core competencies Coaching & leadership Teams Coaching techniques: feedback,
motivation & questioning Best practices Do’s & Don’ts
© 1998 Center for Creative Leadership. All Rights Reserved.
COACHINGCOACHING
IS NOT Disciplining Counseling Mentoring Managing
IS 100% of your time 2-way communication Focusing on future
opportunities About them Ability to help stretch
individuals out of their comfort zones
© 1998 Center for Creative Leadership. All Rights Reserved.
Manager?
Coach?
© 1998 Center for Creative Leadership. All Rights Reserved.
Manager or Coach? Manager
– Solves Problems– Controls– Provides Answers
“It’s my job” “It’s your job” “Have to”
© 1998 Center for Creative Leadership. All Rights Reserved.
Manager or Coach? Manager
– Solves Problems– Controls– Provides Answers
“It’s my job” “It’s your job” “Have to”
Coach– Ensures Solutions– Facilitates– Asks Questions
“It’s our success” “Want to”
© 1998 Center for Creative Leadership. All Rights Reserved.
Coaching Core Competencies
Knowledge of Business Clarity of Purpose & Responsibilities Active Listening Questioning for Understanding &
Options Trust Fairness Encouragement
© 1998 Center for Creative Leadership. All Rights Reserved.
Leadership is not a spectator sport.
“Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward.”
The Leadership Challenge, Kouzes & Posner
© 1998 Center for Creative Leadership. All Rights Reserved.
Leadership ChallengeDemonstrate what is important by:
how they spend their time,
the priorities on their agenda,
the questions they ask,
the people they see, the places they go, the behaviors and
results that they recognize & reward
Planning: direction Priorities: Set & keep
– Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services
Questioning/understanding Relationships/partnerships &
communication
Modeling behaviors; re-enforcing positive behaviors
© 1998 Center for Creative Leadership. All Rights Reserved.
Teams & Coaching
© 1998 Center for Creative Leadership. All Rights Reserved.
Teams & Coaching What type of team
are you building? Team style =
Coaching style– Baseball?– Orchestra?– Tennis?– Running?– Basketball?– Hockey?
Choir, Band, Precision Skating,Dance Troupe
Board, committee
© 1998 Center for Creative Leadership. All Rights Reserved.
COACHING TECHNIQUES
Explain importance of issue being addressed (purpose & part)
Clarify how it’s done (process) Show how to do it (picture) Observe person doing it (practice) Feedback (pats & pointers) Agree on next steps (proceed on
path)
© 1998 Center for Creative Leadership. All Rights Reserved.
How do I?
Communicate?Communicate?
Feedback?Feedback? Motivate?Motivate?
© 1998 Center for Creative Leadership. All Rights Reserved.
Feedback: What, How, Why??
WHAT you saw or heard BEHAVIOR HOW you felt EMOTION WHY you are discussing IMPACT
“When you......I feel (felt)......because.....”
© 1998 Center for Creative Leadership. All Rights Reserved.
Adjusting Feedback
WHAT you would prefer would work better
WHY you prefer/suggest this
“I would like.....because..... What do you think?”
© 1998 Center for Creative Leadership. All Rights Reserved.
FeedbackFeedback ““feed back” to us their perceptionsfeed back” to us their perceptions
their perceptions are our realitytheir perceptions are our reality increase our understanding of their realityincrease our understanding of their reality
is a gift for usis a gift for us is a must is a must silence is not assentsilence is not assent what we don’t know CAN hurt uswhat we don’t know CAN hurt us
© 1998 Center for Creative Leadership. All Rights Reserved.
When feedback chews us up:When feedback chews us up:
The human brain is like a garbage can.The human brain is like a garbage can.
What comes out first often depends on the last What comes out first often depends on the last time it was shaken up.time it was shaken up.
© 1998 Center for Creative Leadership. All Rights Reserved.
THISTHIS is a gift? is a gift?
“Before you say what you think, be sure you have.”
Malcolm Forbes
© 1998 Center for Creative Leadership. All Rights Reserved.
Motivation: Why & How?
Confidence breeds Confidence
Seize or create opportunities Be specific; what “results” are you
recognizing? Clarify; what’s the overall impact? Reinforce; articulate continuing
support
© 1998 Center for Creative Leadership. All Rights Reserved.
Coaching Core Competencies
Knowledge of Business Clarity of Purpose & Responsibilities Active Listening Questioning for Understanding &
Options Trust Fairness Encouragement
© 1998 Center for Creative Leadership. All Rights Reserved.
Questioning for Understanding
How do I know this? Why do I think this? What do I know about this? Why is this happening? Why? Why?
– Let the why take you to the actual problem
© 1998 Center for Creative Leadership. All Rights Reserved.
Best Practices
Dottie Moon, Pratt & Whitney
Lynn Berard, Carnegie-Mellon University
© 1998 Center for Creative Leadership. All Rights Reserved.
Coaching: Don’t
Show favoritism Do it all yourself/take over Belittle or be mean Tease or use sarcasm Rely on email to communicate
© 1998 Center for Creative Leadership. All Rights Reserved.
Coaching: Do
Map out different strategies & share them with everyone
Allow everyone to participate to their ability
Let minor problems go unless repeated regularly
Provide lots of time & opps for practice Provide lots of positive feedback as well as
adjusting feedback Ask questions to help others think through
© 1998 Center for Creative Leadership. All Rights Reserved.
All coaching is, is taking a player where he can’t take himself
• Bill McCartney, Defensive Coordinator, San Francisco ‘49ers (Super Bowl Season)