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Module 1:Introduction to Coaching

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The Open Door Coaching Groupwww.opendoorcoaching.com.au

Contact Us:The Open Door Coaching Group Pty LtdSuite 4, 41 Glenhuntly Road, Elwood, Victoria, 3184, Australia.T: 1300 006 324 • F: 03 9531 5167E: [email protected]

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http://www.opendoorcoaching.com.au/

Certificate IV in Workplace and Business Coaching (22174VIC)

Module 0:Introductory Workbook

© Open Door Coaching Technologies Pty Ltd, Version 1.0 02/19© Open Door Coaching Technologies Pty Ltd, Version 1.0 05/14

Table of contents

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Table of contentsTHE OPEN DOOR COACHING GROUP.......................................................................................2

TABLE OF CONTENTS...............................................................................................................3

(1-1) WELCOME TO MODULE 1!..................................................................................................5

Learning Outcomes.................................................................................................................................................................5

Assessments..............................................................................................................................................................................5

(1-2) WEBINARS.........................................................................................................................5

(1-3) WHAT IS COACHING IN THE WORKPLACE?.........................................................................7

Here’s a useful table that helps demonstrate what coaching is – and is not!.........................................................................8

The range of coaching in the workplace..........................................................................................................................9

The Coaching Relationship................................................................................................................................................10

How is coaching different from other techniques?...................................................................................................11

The right time for coaching...............................................................................................................................................11

(1-4) Characteristics of a great coach!...............................................................................................................................13

(1-5) Open Door’s Workplace Coaching Framework....................................................................................................14

The Student’s Prayer............................................................................................................................................................15

(1-6) THE GROW MODEL: 4 TOP QUESTIONS.............................................................................17

(1-7) Reasons for not achieving our goals........................................................................................................................18

(1-8) Watch out for Wiggle words.......................................................................................................................................19

(1-9) Time to go and coach!...................................................................................................................................................20

(1-10) YOUR SUMMARY AND REFLECTIONS...............................................................................23

Chapter 1Introduction


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Chapter 2Coaching in the workplace

Introduction


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“Never become so much of an expert that you stop gaining expertise. View life as a continuous

learning experience.”Dennis Waitley

(1-1) Welcome to Module 1! Learning outcomes

In this module we continue to talk more about:

‘What coaching is’ and ‘what it is not’ to ensure that you are really comfortable with the differences between coaching and other techniques

Situational leadership and when is the ‘right time for coaching’

And we introduce the GROW model for coaching using the ‘four top questions’.

We hope you are enjoying your early days of coaching and are starting to get some clear distinctions.

Assessments

(10535NAT) Certificate IV in Workplace and Business Coaching

If you have enrolled in the (10535NAT) Certificate IV in Workplace and Business Coaching qualification, you need to complete all the questions and activities in this workbook to achieve partial assessment and competency in the unit(s):

WBCCIT403A – Coach individuals and teams in the workplace.

If you require further information on the unit of competency including the performance criteria and any assessment tasks, please contact [email protected].

(1-2) WebinarsWhen you go to the Open Door online portal you can:

Watch webinars to refresh the content Take a look at other resources that we post for you on the topic including coaching demonstration

Chapter 2Coaching in the workplace


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Chapter 2 – Coaching in the workplace


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“Coaching is unlocking a person’s potential to maximize his or her own performance. It is helping

them to learn rather than teaching them.”John Whitmore

(1-3) What is coaching in the workplace? Coaching is a powerful technique of listening and questioning that enables a person to identify where they want to be, where they are now, what options they have to move forward and what they will actually do to move forward.

It is about using a tool kit of skills to facilitate a process by which the person you are coaching will develop insights and take actions to achieve their goals.

What does coaching mean to you?

The definition of coaching is neatly described by Max Landsberg in his fabulous book “The Tao of Coaching”1:

“Coaching aims to enhance the performance and learning ability of others. It involves providing feedback, but it also uses other techniques such as motivation, effective questioning and consciously matching your management style to the coachee’s readiness to undertake a particular task. It is based on helping the coachee to help her/himself through dynamic interaction – it does not rely on a one-way flow of telling and instructing.”

1 Landsberg, Max, The Tao of Coaching, Harper Collins Business 1996, page XI.



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Here’s a useful table that helps demonstrate what coaching is – and is not!2

What coaching is! What coaching is not!

Asking people great questions and seeking their opinion first.

Telling people what to do and giving them advice.

Stopping to listen to opinions without forming judgments.

Listening and filtering what’s wrong and right according to your thinking.

And jumping in to finish a person’s sentence because you know what they are going to say.

Empowering people to find solutions and to take accountability for their actions.

Collecting the data, solving the problem, being the sole decision-maker.

And stopping a person from moving forward if you don’t like their course of action.

Looking for different options and possibilities. Eliminating options as you go along based on criteria like ‘that won’t work’ or ‘we’ve tried that before’.

Focusing on the present and being forward-moving.

Focusing on the past.

A tool kit to grow and develop people. A last resort to fix behaviour before sacking a person!

Seeking understanding, lessons and opportunities for improvement.

Seeking reasons, excuses and blame.

Setting goals and making commitments towards actions.

Hoping for the best! Complaining if things don’t work out.

2 Ashdown, Natalie, Bring Out Their Best, page 8.



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The range of coaching in the workplace

Coaching in the workplace is fast being adopted by leaders in Australia as a preferred method of supporting, encouraging, assisting, managing and bringing out the best in people.

Coaching in the workplace can be referred to as executive coaching, personal coaching, behavioural coaching, business coaching, team coaching, performance coaching and intervention coaching.

Coaching in the workplace can also range from informal and everyday conversations to the more formal and ‘sit down’ conversations which are scheduled and booked and normally take more time and focus.

Mostly we want to encourage coaching conversations – those everyday conversations that become part of our workplace culture. This means that coaching questions and a coaching style is used throughout the normal conversations you are having in the workplace in contrast to sitting down and ‘doing coaching’.



The Coaching Relationship

In a coaching relationship, you would typically find a coach and a team member or staff member. In some instances, a supervisor may be involved, a person giving feedback or a “stakeholder” to whom the coaching outcomes may need to be reported.

Coach refers to the person with the skills and knowledge to coach a person.

Coachee refers to any person that you are coaching. They may be a staff member, colleague, team member or manager. The coachee is the person upon whom the attention and focus of the coaching conversation is directed.

It is important in the coaching relationship to agree the information that will flow between the parties involved, and to set parameters that are agreed to, unless otherwise specified.



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How is coaching different from other techniques?

Coaching is different from mentoring, managing and counselling in the way that insights and actions are facilitated. Have a think about some of the differences and write your ideas in the table below.

What are the characteristics of each technique?

2. Coaching 3. Mentoring 4. Counselling 5. Managing

The right time for coaching

Recent thinking by Open Door leaders has been around resolving the question about ‘When is the right time for coaching?’. There clearly is a ‘right time’ and a time when other leadership styles are more important or appropriate.

We have taken two existing models, the Learning Cycle (presented earlier) and the Blanchard model of Situational Leadership Model and modified them to help us think about the right time for coaching and how we will be wearing different hats according to the situation and the person that we are coaching.



Stage of the Learning Cycle and use of coaching

Wearing different hatsIn the workplace, it is important to acknowledge that you will wear ‘different hats’ and use different techniques for different scenarios that present. If you look at the diagram below, you will see that there is a time for coaching, mentoring, training, directing and telling – based on the skills and knowledge of the person, and the situation or circumstance that you find yourself in as a leader and manager.



(1-4) Characteristics of a great coach!

“If we do not change direction, we are liable to end up where we are headed”

John Whitmore

Great coaches will demonstrate a number of characteristics and behaviours. These ‘Coaching Principles’ are the foundation upon which all coaching relationships and conversations are built and include:

Talk and walk coaching

Stand in integrity, be congruent in your words and actions Are trustworthy and honest

Know that the coachee has the answer, and it is the coach’s responsibility to assist to bring those answers out by using coaching tools, models and techniques.

Seek permission to coach Ask great questions

Listen and stay out of the space Separate behavior from the person and remember that the coachee is not broken

Suspend judgment Respect others model of the world

Build and maintain rapport with the coachee, adapting to meet the coachee’s needs. Be 100% present – create the space for the coachee, totally focus on their needs, and allow them to

gain clarity, solve problems and move forward. Remember that the coach doesn’t solve the problems, the coachee does!

Assist the coachee in bringing out the knowledge and answers that lie within them (the coach rarely offers personal opinions, advice or makes suggestions - unless the coachee requests them to).

Believe in the coachee (this might be more than they do themselves.)

Think about someone who you would call a great coach – what are some of their characteristics?



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(1-5) Open Door’s Workplace Coaching Framework

Open Door Coaching’s Workplace Coaching Framework is based on the premise that the Coach has a number of foundation principles, skills and tools which are demonstrated, applied and ‘brought to the surface’ at just ‘the right time’ to support the coachee.

The coaching principles, effective communication and rapport, effective questioning and active listening, GROW model and tools support the coachee and represent what you bring to the coaching relationship – along with your passion, enthusiasm, and commitment.



The Student’s Prayer

Chapter 3Introducing the GROW model


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Chapter 3Introducing the GROW Model

Chapter 3 – Introducing the GROW model


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“The GROW model is one of the most common coaching tools, widely used by many great

coaches.”Max Landsberg

(1-6) The GROW Model: 4 top questions The GROW model is a framework for coaching used widely around the world. Attributed to Sir John Whitmore and introduced via his internationally acclaimed book Coaching for Performance, GROW is an acronym for a step-by-step process that is followed during a coaching conversation.



There are many questions under each heading in the GROW Model, but we call these questions the ‘four top questions’ (with the topic question as an introduction).




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(1-7) Reasons for not achieving our goals

The GROW Model starts to help the coachee overcome reasons for not achieving their goals because:

We are becoming more specific around what they are trying to achieve and the options to achieve the goal.

You will also find out through the ‘reality’ discussion anything that is holding them back.

We are also seeking commitment at the end of the coaching session and you will find that they might pull out their diary or start taking notes.

What other reasons do you think coachees might have for not achieving their goals?



(1-8) Watch out for wiggle words

At the end of the coaching session we are asking our coachees ‘what WILL you do?’ It’s at this point that they really need to make a commitment and you may find that they are not being 100% committed. We like to say ‘watch out for wiggle words’ and ‘wiggling’ from the coachee. These are words or even physical movements that might give you the idea, as the coach, that the coachee is not 100% committed. See the diagram below.

If this happens, you can just gently say ‘I heard you say probably….’ And then ‘so what WILL you do?’You are drawing attention to the word for the coachee and this gives them further opportunity to discuss anything that might be holding them back, prior to making the commitment.




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(1-9) Time to go and coach!

Now that you have been introduced to what coaching is and the principles of coaching, it’s time to pair up or find a person to have a coaching conversation with!

You need to practice using the ‘4 top questions of the GROW’ model by coaching someone and also being coached yourself.

You need to record your reflections on your coaching below.

Coaching conversation where you coach a person

Date:

Name of Coachee: What are your key learnings as a coach?

Get some feedback on your coaching:

What was great about your coaching?

What can be improved?




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Coaching conversation where you receive coaching

Date:

Name of Coachee: What were your key learnings from being coached?

List a key action:

Chapter 4Summary


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Chapter 4Summary Page

Chapter 4 – Summary


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“Give a lecture to a thousand people. One walks away and says “I’m going to change my life.”

Another one walks out with a yawn and says “I’ve heard it all before.” Why is that? Why wouldn’t

both be affected the same way? Another mystery of life.”

Jim Rohn(1-10) Your summary and reflectionsThis is your opportunity to capture the key information from your day in words that are meaningful for you. Take a moment to consider the following questions:

1. What are your key learnings from this module?

2. What action will you take from your learnings?

Documents

Here’s a useful table that helps demonstrate what coaching ... › wp-content › uplo… · Web viewCoaching in the workplace can be referred to as executive coaching, personal