Evidence based Coaching How psychometrics add value

Doug Strycharczyk

AQR International

Coaching – the essence

PURPOSE – What is the benefit Valuing the need for change

UNDERSTANDING – How can I change The opportunities Measuring progress

SELF AWARENESS – Why do I behave the way I do? being able to guide and to assess coachee qualities (Coach) knowing my own qualities (Coachee)

MOTIVATION – Am I ready to change? Recognising gaps – and a need Willingness to do something about it

“Awareness is the key principle of

the ‘new coaching’”

Sir John Whitmore

Challenges in creating Self Awareness

Being Objective Being Reliable Having Structure Keeping things in Perspective Validity Acceptance and Understanding

Psychometrics can provide a valuable part of the solution…..

If you don’t know where you are going, any road will

get you there?

How we act, how we feel and how we think

In any Development activity, coaching included, we are concerned with three aspect of personality: How we act – our default behaviour How we feel – our emotions and our feelings Both can be situational and are important How we think – why we think the way we do

This is fundamental and it significantly influences how we act and how we feel.

Psychometrics bring:

New and reliable insights

Objectivity – for the Coachee

Understanding and frameworks around which coaching can

take place

Measurement – to benchmark and to monitor progress

Psychometrics introduce the third person into the discussion …

An Introduction to MENTAL TOUGHNESS

.....Measuring ‘mindset’

…. how we think.

What is MENTAL TOUGHNESS? “A personality trait which determines in large part how

people deal with challenge, stressors, opportunity and

pressure .... irrespective of prevailing circumstances”

It’s universal – it’s applicable in all walks of life. Research shows a close

correlation with:

Performance – explains up to 25% of the variation in performance

Behaviour – more engaged, more positive, more “can do”

Wellbeing – more contentment, managing stress, better mental health

The Four C’s Mental Toughness has 4 components:

Control

Commitment

Challenge

Confidence Which combine to provide an overall measure of Mental Toughness

Think of these as aspects of mindset. This provides an important framework for coaches

Control

“Can do”. Describes to what extent you believe you control and shape what happen to you

There are two components :

Life-Control

Emotional Control

Someone with a strong sense of Life Control Believe they make a difference Happily multi-task Is good at planning & organisation Their cup is half-full. Everything is possible. Work hard to clear blockages I might not understand it right now but I can master it

Those with good emotional control Manage their emotional response to situations Influence the emotional response of others Are difficult to provoke or annoy Deal well with difficult people Mask anxiety – maintain poise Deal well with bullying behaviour

Commitment

“stick-ability”. Describes to what extent you will “make promises” keep those promises. Two elements:

Goal Orientation

Achieving

Those who are goal orientated Like working to goals and targets Targets motivate them – a source of drive Set personal bests and seek to better them Visualise success and feel it Like being tested – an opportunity to show what they can do

Those who do what it takes Will work hard Focus and concentrate Will self sacrifice to get there Conscientious Abhor failure Will keep promises – to selves and others Are focused even if they didn’t set the goals

Challenge

“drive”. Describes to what extent you challenges, change, adversity & variety as opportunities or as threats. Two elements:

Managing Risk

Learning from Experience

Those who manage risk Will stretch themselves Like trying new things Not afraid of change – they embrace it Readily volunteer for new activities Like meeting new people, places, Seek out challenging opportunities – opt for the difficult over the easy

Those who learn from experience: See setbacks as opportunities for learning Enjoy learning new things Have an optimistic view Aspirational Try anything once Reflective

Confidence “Self Belief”. Describes to what extent you believe you have the ability to deal with what you will face There are two components :

Confidence in Abilities

Interpersonal Confidence

Those with Confidence in Abilities Don't need others to tell them they can do it or to encourage them. Have that inner belief in their abilities Happily to engage in discussion even if it takes them into the unknown Little or no need for external validation.

The Interpersonally Confident Will argue their corner – especially if they believe they are right Will ask questions to check understanding Wont allow others to orally dominate Will often provide a full response to questions

Why is it important in Leadership and Staff development?

Mentally Sensitive people typically underperform and are unhappier This can impact on their own performance and on the performance of others – especially if they are managers/leaders There is nothing wrong with being mentally sensitive! They see the world in a different way but often don’t understand why. Self awareness Understanding Development Action Better Achievement & Contentment

Can there be downsides to being Mentally Tough?

There can be

Control – try to do too much

Commitment – focus on the wrong goals

Challenge – never finish what you start

Confidence – over awe others

There is need for coaching even for the Mentally Tough

Can we develop Mental Toughness?

We can

Issues

Learning is experiential – requires reflection and purposeful practice for sustained change

Some wont change – but may not need to. Self awareness is the key – learning to adopt behaviours that other, more MT, adopt.

AQR International has developed an on-line toolkit.

See for information www.aqrinternational.co.uk

Interventions fall into 6 broad areas:

1 Positive thinking – affirmations, think three positives, turning negatives into positives, etc

2 Visualisation – guided imaging, using your head to practice, etc

3 Anxiety Control – relaxation techniques, breathing, etc

4 Attentional Control – focus, dealing with interruptions, mindfulness, etc

5 Goal setting – SMART, balancing goals, how to deal with big goals, etc

6 The test itself + feedback – people respond to the feedback

These all help to develop the capability to deal with stress, pressure and

challenge and, where appropriate, to cope with these.

Can we develop Mental Toughness?

Can we assess Mental Toughness?

We can

MTQ48 –

Reliable, valid, normative.

Can assess individual and groups

5 reports

Measure progress and change

Useful for evaluation and research

Coaching & Development Reports

Coaching & Development Reports

Group Report

MTQ48 and GROW

Measurement & Evaluation An example – Developing Head Teachers in the UK A Coaching Program supported with a 1 day Training Program and a Project

Variable Before - 2102 After - 2014 Difference*

198 participants 160 participants

Challenge 5.25 6.16 Significant

Commitment 6.47 7.19 Significant

Control 5.60 6.54 Significant

Life control 6.09 7.20 Significant

Emotional control 4.91 5.40 Significant – still an area

for attention

Confidence 5.49 6.58 Significant

Confidence in abilities 5.53 6.46 Significant

Interpersonal confidence 5.03 5.90 Significant

Overall Mental Toughness 5.94 6.99 Significant

The program delivered better morale, better exam results and

Mental Toughness Development Kogan Page

August 2015 Mar 2015 Oct 2016

Leadership

How to be the best leader you can be

“Integrated Leadership Model”

6 Specific Scales - Style SCALE Scale Description The Extremes

GOAL ORIENTATION

How important achieving goals is to the leader

The Means v.

The End

MOTIVATION What the leader believes is the prime path to motivation

The Task v. The Person

ENGAGEMENT How leaders will engage with others

Flexible v.

Dogmatic CONTROL The extent to which leaders

need to be in control De-Centralised v.

Centralised RECOGNITION The leaders preferred approach

to recognition Reward v.

Punishment STRUCTURE How important structure is to

the leader Structured v.

Organic

Bi-polar – there is no right or wrong position

There is no style profile which is always the best

Helps to bring a lot of clarity to looking at leadership from the individuals perspective but ...... Leadership is situational

This is crucial – the context has changed

ILM72 measures adopted style –not necessarily preferred style. It seems that we conform to the organisation’s culture ... with big implications for

Individual effectiveness – being aware of the situation Development activity – need to develop the organisation

The Style Scales

Second order characteristics which can be described as what you get when you put together a set of

preferred styles.

And this time there is a high and a low end!

Highly significant – points to the core of leadership effectiveness

The Global Scales - Behaviour

3 Global Scales - these provide perspective

DETERMINATION TO DELIVER The extent to which there is a single minded determination to achieve – in the short and long term

ENGAGING WITH INDIVIDUALS The focus on enhancing the capability, confidence and commitment of individuals so

they contribute to the organisation and fulfil themselves.

ENGAGING WITH TEAMS

The extent to which there is focus on harnessing all the potential in an organisation

The stronger your behaviour – the more effective you are as a leader

Hierarchy of needs – 5 levels:

1. Self Actualisation/Fulfilment DtD

2. Esteem IC/DtD

3. Belonging (to a team) IC/TW ---------------------------------------------------------------------

4. Safety – need for security

5. Physiological – need to eat/keep warm/etc

Leadership focuses on the higher order needs

The Global Scales – Maslow

Leadership Effectiveness

GOOD

Effective Leadership

Determined

to Deliver

DtD + Engaging

with Individuals or

Teams

DtD + IC and TW

BETTER

More effective Leadership

BEST

Highly effective Leadership

DtD + Engaging

with Individuals

and Teams

ILM72 Questionnaire

On-line questionnaire - 12 – 15 minutes

5 types of reports

Reliable

Normative – we can measure change

How can you assess Leadership?

Coaching & Development Reports

Coaching & Development Reports

Group Report

Leadership Development

The tool and the model provides a framework within which Leadership style and global behaviour can be developed.

Leadership is situational – style and behaviour responds to the demand made at the time. A practical approach.

The tool enables us to measure adopted style and to compare it against what the organisation needs.

Provides an opportunity to make sense of competency frameworks – to set priorities.

Personality Card Sort Exercise

This adopts a Jungian model of personality types.

Like MBTI*, Insights, JTI & Jigsaw

Jung believed that our behaviours are due to basic differences in the way we prefer to use our perceptions and judgement.

The interactive measure of personality type

An Alternative Approach

Origins of the Personality Card Sort

• The personality card sort adopts a Jungian model of personality types.

• Popular Jungian based models include MBTI*, Insights, JTI & Jigsaw.

• Jung believed that our behaviours are

actually fairly consistent and due to basic differences in the way we prefer to use our perceptions and judgement.

Understanding Preference

Handedness Exercise Write your signature on the first line of your

paper.

Now write your signature again using the other hand.

What words would you use to describe the first and the second signature?

How would you describe the difference in using either hand?

Handedness Exercise

Preferred Hand •Comfortable •Natural •Easy •Flowing •Automatic

Non - Preferred Hand •Awkward •Clumsy •Slow •Much Harder •Unnatural

The Personality Card Sort

Exercise - Its Purpose

•It is not designed to be a measure of type. It enables you to consider your preferences and what that might mean for the way you deal with the world around you.

•Provides participants with an indication of personality type. •It helps users identify what might be their preferences in terms of four aspects of personality.

Personality Indicators

Personality Indicator Preference

Where do you focus your attention? Extravert – Outer world

Introvert – Inner World

How do you take in information? Sensing – Basic information

Intuition – Add meaning

How do you make decisions? Thinking – Logically

Feeling – People Focused

How important is order/structure to you? (Do you prefer to make quick decisions or the best decisions?)

Judging – Plan/Organise

Perceiving – Flexible

Why is it important to understand your personality?

To gain self-awareness Enables you to play to your strengths and

develop your weaknesses For leadership purposes – being open and

transparent is the key to motivating and leading

To gain an understanding of what motivates and energises you

To understand what kind of a team player you are

To improve your communications with others

Preference and Leadership Style

Extraverts Prefer team discussions and often have a greater number of relationships. Make quick decisions and move into action.

Introverts Are innovative and

creative leaders. They are self-motivated and

stick to their goals.

Judging type Like to organise their environment, creating order and structure within their team.

Perceiving type Prefer and

unstructured work environment, that is open to possibilities.

Thinking type Prefer to remain objective. They are particularly good at making hard decisions. Often focus on what is

wrong.

Feeling type Often use motivation

and praise to boost staff morale. Prefer close relationships

Sensing type Prefer to work with facts and aim to protect the quality of the company.

Intuitive type Are encouraging of

innovative thinking. Have a clear vision,

and are motivated by this.

Preference and Leadership Style

Group Activity 5

Based on the 8 preferences, which 4 letter personality profile do you think is most common

among leadership positions?

-See printout for summaries

Ashbridge Study (2000 to 2010) - 116 different countries:

ESTJ 22.5%

ENTJ 15.1%

ISTJ 14.2%

TJ – appear to dominate leadership roles.

Most organisations favour logical and decisive behaviours.

Thinking and Judging behaviours seem to have become the accepted definition of what it means to lead. People with these preferences are often seen as “leadership material.”

How it works

1. Each person is given a pack of 64 cards.

2. On each card there is a printed statement.

3. On the back of the cards is a four-colour quadrant design, with each colour representing one of the four Jungian scales. When a quadrant is highlighted, it will contain a letter indicating one of two poles for that scale.

How it works (2)

1. Each person reads the statements on the cards and sorts them in to three piles:

One pile in which the statements are considered to be ‘just like them’

One pile considered ‘a little like them’ One pile ‘not at all like them’. 2. Discard the cards from the ‘not like them’ pile. 3. Ask the candidate to count the cards in the ‘just like them’

pile. If there are more than 20 cards, ask them to complete a second sort to have no more then 20 cards.

How it works (3)

When participants have completed the sort, they should have 16-20 cards in the final ‘just like you’ pile. Retain the ‘a little like you’ pile from the second sort, as this may be used later.

Instruct the participants to turn over the cards from the final ‘just like you’ pile and stack them as shown, according to highlighted colour quadrant and letter code…

How can the coach use it:

Firstly it provides a start point for a discussion – it is the coaches own view of themselves

They cannot disagree with it – they chose it Feedback what the profiles mean and what are their

implications

Do they agree? Do they understand? What would they like to do?

How can the coach use it:

Next – the Magic – turn each card over – you have 20 starting points for a coaching discussion!!!

Discuss:

Why did they choose that statement

Does it always work for them

When doesn't it work for them?

How does it impact on others

How does it impact on their own performance?

What could they keep and what could they change?

And more

How can the coach use it:

This is a different type of assessment

More engaging than a questionnaire

Achieves the coach’s and the coachee’s objectives

In Conclusion

Coaching examines what people do and helps them to understand why they do it …

So that they can make important decisions for themselves

Anything that helps understanding in a reliable and valid way has to be valuable.

Psychometrics can add that value

But be careful about the psychometrics you choose

Who are we?

A leading edge psychometric test developer established 1989. Developing normative measures for performance, wellbeing and positive behaviour & mind-set. New generation measures – evidence based – meet real and specific needs – easy to use – using technology to add value – inexpensive! Flagship measures: MTQ48, ILM72, TWO and Carrus. Plus 360. More than 20 years experience in Talent Management Working in 40 + countries with major partners delivering coaching skills training and leadership training.

Any Questions?

All attendees can complete the MTQ48 & ILM72 Psychometric free of charge.

Send an e-mail to headoffice@aqr.co.uk for an on-line invitation (+ an explanatory note)

MTQ48 & ILM72 questionnaires are available in Polish

For information about Leadership Development programmes contact headoffice@aqr.co.uk

Thank you for your interest.