Introductiontocoaching Presentation

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www.p31consulting.com

P31 CONSULTING LTDEncouraging Excellence Through

Empowerment

Audrey Linton


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INTRODUCTION TO COACHING

AIM:

The aim of the workshop

is to introduce you tocoaching and support youto develop a coachingculture within theworkplace


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BY THE END OF THE WORKSHOP

Understand the client/coach relationship

Introduced to the GROW Coaching Model

Develop your coaching style Discuss Myers Briggs Type Indicator

Process


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OUTLINE

Your greatest coaches and mentors

Defining Coaching in a Leadership Context

Break GROW Model

Introduction to MBTI

What next


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YOUR GREATEST COACHESOR MENTORS

Your name and role

Who throughout your life have been your greatestcoaches and mentors (this could be both professionallyand personally)

What was it about their style, character that wasattractive

How did they influence you?

What difference do you think it has made to your life? What one thing would you like to get from today?


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CREATING A COACHING CULTURE

What is coaching?

A coach is someone who supports, explains, demonstrates, instructs and

directs others via encouragement and asking questions.

Creates the capacity for continuous improvement, development and successthrough supporting people and organisations to make best use of theirknowledge, insight, vision, creativity, sensibility, and vast ability to learnand develop

Centred on goals

Non-directive, impose solutions or opinions


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DEFINING COACHING IN ALEADERSHIP CONTEXT

TRANSACTIONAL LEADERSHIP

VS

TRANSFORMATIONAL LEADERSHIP


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The transactional manager worksthrough creating clear structures so that itis clear what is required of their followers,and the rewards that they get for followingorders.

Punishments are not always mentioned, butthey are also well-understood and formal

systems of discipline are usually in place. Source:

http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm


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Transformational Leadership starts withthe development of a vision, a view of thefuture that will excite and convert potentialfollowers.

Working for a Transformational Leader canbe a wonderful and uplifting experience.They put passion and energy into

everything. They care about you and wantyou to succeed.

http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm


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BEHAVIOURS EXHIBITED

TRANSFORMATIONAL Compassionate leadership(acting as coach)

Thinking outside the box

Encouraging innovation

Exciting the masses/sharingthe vision

Walking the walk

TRANSACTIONAL If you do as we agreed, youllget the reward

Putting out fires

Hands off leadership (avoidingthe issues)

Adapted from: www.ianrpubs.unl.edu/epublic/live/g1406/build/g1406.pdf


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Creating the

rightenvironment

Building

Trustand

rapport

Active

questioningand

listening

Providingfeedback

Promoting

positiveoutcomes

KEY COACHING SKILLS


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Increasedmotivation

Clarity anddirection

IncreasedProductivity

Ownership

andResponsibility

positiveoutcomes

KEY BENEFITS OFCOACHING


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GROW MODEL

T - Topic

G - Goal

R - Reality O- Options

W - Way forward


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What is MBTI

Developed by mother and daughterKatherine Briggs and Isabel Myers

Based on Carl Jungs theory ofPsychological Type.

Over 50 years of research


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A framework for understanding healthypersonality

No good or bad, better or worsepersonalities

Does not explain everything about people

Jean M. Kummerow and Naomi L. Quenk, Working with MBTIStep II Results 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication

for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries. 1.3


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ITS MANY USES

Self understanding and development

Managing Training

Relationship/Team Building Leadership Development


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FOCUS ON PREFERENCES

Are like handedness

Are not the same as skills or abilities

Are allaccessible to everyone




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MBTI PREFERENCE

How do you prefer to be energised

What kind of information do you prefer to pay attention to?

How do you prefer to process information or make decisions

What lifestyle do you prefer

EXTRAVERSION INTROVERSION

SENSING INTUITION

JUDGING PERCEIVING

THINKING FEELING


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E I PREFERENCEHow do you prefer to be energised

Extroversion Preference for drawing energy from the outside world

of people, activities and things

Introversion Preference for drawing energy from ones internal world of

ideas, emotions and impressions


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S I PREFERENCEWhat kind of information do

you prefer to pay attention to

SENSING (S)

Preference for taking in information through the five senses andnoticing what is actual

INTUITION (N) Preference for taking information through a sixth sense andnoting what might be


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T-F PREFERENCEHow do you prefer to make decisions

THINKING (T) Preference for making decision by analysing the logical

consequences of a choice or action staying detached

FEELING (F) Preference for making decisions by gauging the impact of

actions on your personal convictions being involved


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J P PREFERENCE

What lifestyle do you prefer

JUDGING (J)

Preference for living a planned and organised life.

PERCEIVING (P)

preference for living a spontaneous and flexible life.


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MYERS BRIGGS DESCRIPTIONS

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESFP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ


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MBTI STEP II

Shows the distinctive ways you expressyour MBTI Step I type

Helps clarify unclear preferences

Suggests ways to use all parts of yourpersonality

Helps you better understand others




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WHAT NEXT?

Coaching Toolkit

Email Addresses

Issue MBTI Questionnaire w/c 12 Jan

Return MBTI Questionnaire w/e 23 Jan

Matching process and contact by coach

Feedback of MBTI 18, 25 or 27 Feb

One to one coaching April 09

Any questions

Evaluation sheets


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THANK YOU

[email protected]

079 39 23 90 53
mailto:[email protected]:[email protected]


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BIBLIOGRAPHY and READINGS

James MacGregor BurnsTransforming Leadership: The Pursuit of Happiness, published withAtlantic Monthly PressLeadership,published with Harper Collins in 1978

Developing Potential Across a Full Range of Leaderships: Cases on Transactional and Transformational Leadership

By Bruce J. Avolio, Bernard M. Bass; Contributor Bruce J. Avolio, Bernard M. Bass; Published by Lawrence Erlbaum Associates, 2002

Bass, B M (1990). Bass and Stogdills Handbook of Leadership. New York: Free Press

Bass, B M and Avolio, B J (1994). Improving organisational effectiveness through transformational leadership. Thousands OaKs, CA:Sage Publications

Jean M. Kummerow and Naomi L. Quenk, Working with MBTI Step II Results 2004 by CPP, Inc

READINGS

NLP for Managers How to achieve excellence at work Dr Harry Alder , Piatkus

The 8th Habit from Effectiveness to Greatness Stephen R Covey

Be Your Own Life Coach: How to Take Control of Your Life and Achieve Your Wildest Dreams by Fiona Harrold
http://en.wikipedia.org/wiki/Atlantic_Monthly_Presshttp://en.wikipedia.org/wiki/Harper_Collinshttp://en.wikipedia.org/wiki/Harper_Collinshttp://en.wikipedia.org/wiki/Atlantic_Monthly_Press

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Introductiontocoaching Presentation