Coaching weiterbildung netzwerk. Reasons to start coaching I have a new job/role in my institute My students are panicking before their exams I am panicking

CoachingCoaching

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Reasons to start coaching

• I have a new job/role in my institute

• My students are panicking before their

exams

• I am panicking before my exam

• I cannot learn things I should

• My colleagues criticize me often

Reasons to start coaching

• I didn’t get the promotion• I have too much work• My health is becoming bad• Conflicts in team• My team leader doesn’t make decisions • My boss says I have to change• Our project is too late, nobody has time• I am not allowed to make any decisions

Types of Coaching

There are many different types of coaching e.g.

•life coaching,

•business coaching,

•executive coaching,

•sports coaching,

•performance coaching,

•transitional coaching,

•transformational coaching…

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Types of Coaches

nutritional counselingnutritional counseling

career guidancecareer guidance

business start-up consultingbusiness start-up consulting

management consultationmanagement consultation

substance abuse counselingsubstance abuse counseling

educational guidanceeducational guidance

sexual counselingsexual counseling

learning counselinglearning counseling

financial advicefinancial advice

Counseling types

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fortunetellerfortuneteller scientistscientist

disambiguation

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Coaching

Consulting Counseling

What brings a good counselor with him-/herself?

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Expertise or counseling methodology?

Consulting and Counseling!

The International Coach Federation defines coaching as:

:

"An on-going professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organisations. "

Myles Downey (a recognised and respected coach and coach trainer) of the Executive School of Coaching

" ...the art of facilitating the learning and development of another without prescription".

The International Coach Federation describes the process:

"Through the process of coaching, clients deepen their learning, improve their performance and enhance the quality of their life. In each meeting, the client chooses the focus of the discussion, whilst the coach listens and contributes observations and questions. This interaction creates clarity and moves the client into action. Coaching accelerates the client's progress by providing greater focus and awareness of choice. Coaching concentrates on where the clients are now and what they are willing to do to get where they want to be in the future, recognising that results are a matter of the client's intentions, choices and actions, supported by the coach's efforts and the application of the coaching process."

McMillan‘s continuum

Skills Coaching Performance Coaching Development Coaching

Training

concrete

directive

short term

Development

complexnon directivelonger term

Skills Coaching

• Client‘s needs relate to developing specific needs and abilities

• similar to training but individualized in one to one setting

• can contain an expert advice• often build in group based training, to

provide individual support• for executive managers since less time

Performance Coaching

• client’s performance more generally in her or his current role

• usually by enabling her/him to develop particular behaviours or remove blockades

• no clarity about the role, or moving to a new role

• if the reason is underperformance, it is to be clarified,

whether the „boss“ gave direct and clear feedback

• first step is to enable to get a feedback

• in first sessions client‘s active participation has to be

ensured

• three to six months

• quite directive role in „keeping the client on the track“

Development Coaching

• client wants changes in her/his personality

• coaching objectivs are complex and

emergent

• longer term

Consulting

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The power is in the consultant.The power is in the consultant.

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The power is in the client.The power is in the client.

Counseling:

counseling - definition

Counseling offers scientifically based and evaluated methods and knowledge for an aggreed-on advancement of clarification processes, decision support and actions that initiate, accompany and implement

processes.

Coaching factors

methods

relationship process

contextpersonality

of the coach

Setting in Coaching

• there are usually two persons• the one who wants help, who looks for

solution, who has a problem• the other one who is the professional for

helping• the first is called Coachee, the later is

called Coach

Coaching Session

CONTACT

CHANGE

EVALUATION AND FUTURE

CONTRACT

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process and methods

counselorcounselor

abilitiesabilities

systemssystems

relationship

relationship hist

ory

hist

ory

problems

problems

goalsgoals

client 1client 1

client 2client 2

Theories

• give ideas to the coach, what is healthy and what is harmful, what are good goals and what could be harmful goals

• further: how do humans develop• how do humans change • how does communication function

coach personality and preferred theories

• do they fit to each other:• the theory says „Look for resources!“,

the personality says „I prefer to find mistakes!“

variety of methods is a must

• Systemic counseling• transactional analysis• solution-oriented counseling• Structural line-up• Tele-counseling

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Systemic questioning

• To generate new conversations about the situation, moving people away from their stuck accounts, to increase the options.

• A more connected systemic perspective can help the client to understand her-/ or himself better in the situation

Future-oriented questions

- If this discussion ended in a satisfactory way, what would be happening? How would you recognise a successful outcome? What do you want to achieve long term?

- Miracle question

Observer-perspective questions

• When you have this discussion with y, how would x describe the conflict?

• ... and what might x be feeling at that point?

• When x and y stop communicating how does z react?

• Does he get involved or stay out of it?

Miracle question Steve de Shazer

"Suppose our meeting is over, you go home, do whatever you planned to do for the rest of the day. And then, some time in the evening, you get tired and go to sleep. And in the middle of the night, when you are fast asleep, a miracle happens and all the problems that brought you here today are solved just like that. But since the miracle happened over night nobody is telling you that the miracle happened. When you wake up the next morning, how are you going to start discovering that the miracle happened? ... What else are you going to notice? What else?"

Yes Set (Milton Erickson)

• Refers to an technique outlined by M. Erickson where the conversation between the therapist and patient is intentionally structured in such a way that the patient must respond with the word "yes" (in other words obtaining a positive rather than a negative response). This sets a positive mood for interaction and begins the re-framing process.

• It is also possible to use the momentum of the repetitive response to have someone agree to something without full consideration. Sales people often utilise this technique by asking a series of innocuous questions for which the answer can only be "yes" followed quickly a line such as "so you want to buy this then?" When the unwary will often answer "yes" without due thought.

Examples for Homework

• enhancing the symptom

• looking for things we do not want to

change

• observing the situation and not

changing anything

Transform the client from being a "visitor" or "complainant" into a "customer."

• A "customer" for therapy is ready to do the "work" of therapy because he or she recognizes, in his or her own way, the benefits of actively participating in therapy.


• A "visitor," at bottom, maintains a wariness or distance from the expectation that he or she might change. Sometimes when a client is sent by someone against his will, he arrives in a "visitor" mode, that is, he just physically shows up for his sessions without the intention of making any personal changes.


• A "complainant" comes into therapy complaining that someone else is responsible for their difficulties, or feels frustrated by their difficulties yet isn't ready to change. The client may feel no need to change. Visitors and complainants often are in therapy at the suggestion of someone and are less there out of their own choice or sense of needing help

• What theories of personality, communication, change do you know?

• What intervention types do you know?

coaching process

contact

contract

change

evaluation& future


four sides to a message (Schulz von Thun 1981)

message

factual information

appeal

relationship

self-revelation


What does he want to say to her? Please choose a corner!

Darling, green traffic lights ahead!


Contact/ opening the conversation

Questioning techniques:

Open questions:Open questions help to build trust, collect information about topics, cognitive patterns and emotions. Often the clients direct the conversation to the points which are important for them, if the coach leaves them the space to do that.

And as heard before: yes-set, etc. With the goal to create a positve atmosphere between coach and customer


Systemic coaching

How to change attitudes and interactions? Social systems are communicative closed systems. Within a system every behavior does make sense. To achieve change within the coachee’s system, the coach needs to provoke some kind of system error to disturb the pattern. Therefore a coach can use e.g. circular questions.

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Circular Questioningopens up a new way of thinking for the coachee. The coachee changes his/her own perspective to a perspective of another individual in the relevant social system. The coachee becomes empathic and understands other role demands by changing his/her perspective.

Example:

´If your boss would be here now, what would he say if he’d be asked why he always shouts at you?`


Goals of circular questioning

• collect information about the communication context of the coachee

• disturb frozen patterns of communication, behavior and relationship

• spread ideas for new patterns of interpretation and options


Change: problem-oriented questions

focus the part each protagonist contributes to maintain the problem and define what is possible for the client to change

Examples:

´What can you do to feel even worse?`Combined with circular aspects: `What could your boss

do to make you feel even worse?`


Change - Questions of difference

- To describe a phenomenon and separate it from others- distinguish between describing, explaining and evaluating- Broaden the picture: enable the coachee to develop new

perspectives and different interpretations

Examples: quantitative differences: something is worse/better,

more/less

Qualitative differencesWho is the most active/adventurous in your familiyWho is the least active...

most question techniques can be used as standard questions (non-circular) but also combined with a circular perspective


Change: solution-oriented questions

focus improvement - what is necessary to change?

looking for resources

Examples: a) Wonderquestion: What if a fairy took away the problem

next night? What will be different tomorrow?

b) Questions of exceptions from the problem:´When did the problem not occur?`or scaling questions: “Did

you have any situations where the problem did affect you less?”

c) Questions for resources:´Which aspects of your life should remain as they are?`Scaling questions: differences when the problem occurs


COACHING IN BUSINESS COACHING IN BUSINESS

GROW MODELStructure the session


GROW MODEL

STEP 1: GOALWhat would you like to discuss?

What would you like to achieve?

What would you like to change?

What outcome would you like?

What would be succes for you?

Is that realistic? Can we manage it?


GROW MODEL STEP 2: REALITYWhat is the situation?

What do you consider to be a problem?

What is happening at the moment?

What effect does this have?

Who is involved?

What factors are relevant?

What have you tried so far?

COACHING IN BUSINESS COACHING IN BUSINESS GROW MODEL STEP 3: OPTIONS / OBSTACLESWhat could you do to change the situation?

Who might be able to help?

What alternatives do you see?

Which options do you like the most?

What are the benefits and pitfalls of these options?

Which options are of interest to you?

Rate from 1-10 your interest ...


GROW MODEL STEP 4: WAY / WRAP UP / WILLWhat are the next steps?

When will you take them?

What might get in the way?

What support do you need, from whom?


CLEAR MODELStructure the session – different focus

CONTRACT

LISTEN

EXPLORE

ACT

REVIEW


CLEAR MODELStructure the session – different focus

CONTRACT LISTENEXPLOREACTREVIEW

REFRAMING"It all depends on how you look at it." -- Tom Sawyer

Frames – view of the world

How we see

it, not reality

Stefanıa Hrıvnakova Transfer Slovensko. Project VET Coachıng

1st step in skill of reframing

Exercise:In pairs (with partner next to you) write on the slip of

papers:• 3 observation from this training room, what have

you noticed from the first moment you entered the room (about people, group, atmosphere – whatever)

• Write each observation at separate slip of paper with captial letters

• Trainer will collect the papers

Physiological reasons for our being negative or evaluative

• Evaluation and negatives comes from lower parts of our brain

• Logical and neutral form upper parts

• Lower parts of our brain are more faster, quicker

How to re-frame

Paraphrasing

Evaluative words - no

Be neutral

Bring facts: make it smaller, bring new aspect

Example

• I do not know anything

• I have tried this so many times and failed

• So your qualification is for some of the job

• You are telling me that you will have to adopt another approach

Documents

Coaching weiterbildung netzwerk. Reasons to start coaching I have a new job/role in my institute My students are panicking before their exams I am panicking