Coaching Skills for Leaders & Managers - lcldnet.org Skills for Leaders & Managers 2016 LCLD Fellows Program First Mee7ng March 4, 2016 John “The Purple Coach” Mitchell

CoachingSkillsforLeaders&Managers

2016LCLDFellowsProgramFirstMee7ngMarch4,2016

John“ThePurpleCoach”Mitchell

©2016KMAdvisors,LLCAllRightsReserved.

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OurAgenda

• RulesofEngagement• CoachingDemonstra7on&Debrief•  Explora7onofCoachingandCoachingSkills/Tools• CoachingDemonstra7on&Debrief• Break!• CoachingPrac7ceandDebrief


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RolePlay#1


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DemonstraIonObservaIonandFeedback

• Whatdidyousee?• Whatdidyouhear?• Whatkindoftoolswereused?•  Thoughts/Ques7ons/Comments


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WhatisCoaching?

• partneringwithclientsinathought-provokingandcrea7veprocessthatinspiresthemtomaximizetheirpersonalandprofessionalpoten7al

Source:Interna7onalCoachFedera7on

•  aprofessionalrela7onshipthathelpspeopleproduceextraordinaryresultsintheirlives,careers,businessesororganiza7ons,helpingthemtobridgethegapbetweenwheretheyarenowandwheretheywanttobe

Source:Ins7tuteforLifeCoachTraining


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WhatisCoaching?

Anongoingapproachtomanagingpeople:•  createsagenuinelymo7va7ngclimateforperformance•  improvesthematchbetweenanemployee'sactualandexpectedperformance

•  increasestheprobabilityofanemployee'ssuccessbyproviding7melyfeedback,recogni7on,clarityandsupport

Source:MIT’sHumanResourcesWebSite


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DisIncIons

Howdoescoachingdifferfrom:•  Mentoring–anexpertwhoprovideswisdomandguidancebasedonhisorherownexperience.Mentoringmayincludeadvising,counselingandcoaching.

•  ConsulIng–asubjectma]erexpertwhocandiagnoseproblemsandprescribeand,some7mes,implementsolu7ons.

•  Therapy–dealswithhealingpain,dysfunc7onandconflictwithinanindividualorinrela7onships.Thefocusiso_enonresolvingdifficul7esarisingfromthepastthathamperanindividual'semo7onalfunc7oninginthepresent.


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ProfessionalCoachingCoreCompetencies

I.  SeangtheFounda7onA.  Mee7ngEthicalGuidelinesandProfessionalStandardsB.  EstablishingtheCoachingAgreement

II.  Co-crea7ngtheRela7onshipA.  EstablishingTrustandIn7macywiththeClientB.  CoachingPresence

III.  Communica7ngEffec7velyA.  Ac7veListeningB.  PowerfulQues7oningC.  DirectCommunica7on

IV.  Facilita7ngLearningandResultsA.  Crea7ngAwarenessB.  DesigningAc7onsC.  PlanningandGoalSeangD.  ManagingProgressandAccountability



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OurFourCompetencies

• Communica7ngEffec7velyo  Ac7veListeningo  PowerfulQues7oning

•  Facilita7ngLearning&Resultso  Crea7ngAwarenesso  DesigningAc7ons


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AcIveListening

Abilitytofocuscompletelyonwhattheclientissayingandisnotsaying,tounderstandthemeaningofwhatissaidinthecontextoftheclient'sdesires,andtosupportclientself-expression.



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AcIveListening(cont’d)•  Integratesandbuildsonclient'sideasandsugges7ons.•  “Bo]om-lines”orunderstandstheessenceoftheclient'scommunica7onandhelpstheclientgetthereratherthanengaginginlong,descrip7vestories.

•  Allowstheclienttoventor"clear"thesitua7onwithoutjudgmentora]achmentinordertomoveontonextsteps

•  A]endstotheclientandtheclient’sagendaandnottothecoach’sagendafortheclient.



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AcIveListening(cont’d)•  Hearstheclient'sconcerns,goals,valuesandbeliefsaboutwhatisandisnotpossible.

•  Dis7nguishesbetweenthewords,thetoneofvoice,andthebodylanguage.

•  Summarizes,paraphrases,reiterates,andmirrorsbackwhatclienthassaidtoensureclarityandunderstanding.

•  Encourages,accepts,exploresandreinforcestheclient'sexpressionoffeelings,percep7ons,concerns,beliefs,sugges7ons,etc.



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PowerfulQuesIoning

Abilitytoaskques7onsthatrevealtheinforma7onneededformaximumbenefittothecoachingrela7onshipandtheclient.•  Asksques7onsthatreflectac7velisteningandanunderstandingofthe

client'sperspec7ve.•  Asksques7onsthatevokediscovery,insight,commitmentorac7on

(e.g.,thosethatchallengetheclient'sassump7ons).•  Asksopen-endedques7onsthatcreategreaterclarity,possibilityor

newlearning.•  Asksques7onsthatmovetheclienttowardwhattheydesire,not

ques7onsthataskfortheclienttojus7fyorlookbackward.



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CreaIngAwareness

Abilitytointegrateandaccuratelyevaluatemul7plesourcesofinforma7onandtomakeinterpreta7onsthathelptheclienttogainawarenessandtherebyachieveagreed-uponresults.



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CreaIngAwareness(cont’d)•  Goesbeyondwhatissaidinassessingclient'sconcerns,notgeanghookedbytheclient'sdescrip7on.

•  Invokesinquiryforgreaterunderstanding,awareness,andclarity.

•  Iden7fiesfortheclienthis/herunderlyingconcerns;typicalandfixedwaysofperceivinghimself/herselfandtheworld;differencesbetweenthefactsandtheinterpreta7on;anddispari7esbetweenthoughts,feelings,andac7on.

•  Helpsclientstodiscoverforthemselvesthenewthoughts,beliefs,percep7ons,emo7ons,moods,etc.thatstrengthentheirabilitytotakeac7onandachievewhatisimportanttothem.



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CreaIngAwareness(cont’d)•  Communicatesbroaderperspec7vestoclientsandinspirescommitmenttoshi_theirviewpointsandfindnewpossibili7esforac7on.

•  Helpsclientstoseethedifferent,interrelatedfactorsthataffectthemandtheirbehaviors(e.g.,thoughts,emo7ons,body,andbackground).

•  Expressesinsightstoclientsinwaysthatareusefulandmeaningfulfortheclient.

•  Iden7fiesmajorstrengthsvs.majorareasforlearningandgrowth,andwhatismostimportanttoaddressduringcoaching.

•  Askstheclienttodis7nguishbetweentrivialandsignificantissues,situa7onalvs.recurringbehaviors,whendetec7ngasepara7onbetweenwhatisbeingstatedandwhatisbeingdone.



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DesigningAcIons

Abilitytocreatewiththeclientopportuni7esforongoinglearning,duringcoachingandinwork/lifesitua7ons,andfortakingnewac7onsthatwillmosteffec7velyleadtoagreed-uponcoachingresults.



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DesigningAcIons(cont’d)•  Brainstormsandassiststheclienttodefineac7onsthatwillenabletheclienttodemonstrate,prac7ce,anddeepennewlearning.

•  Helpstheclienttofocusonandsystema7callyexplorespecificconcernsandopportuni7esthatarecentraltoagreed-uponcoachinggoals.

•  Engagestheclienttoexplorealterna7veideasandsolu7ons,toevaluateop7ons,andtomakerelateddecisions.

•  Promotesac7veexperimenta7onandself-discovery,wheretheclientapplieswhathasbeendiscussedandlearnedduringsessionsimmediatelya_erwardinhis/herworkorlifeseang.



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DesigningAcIons(cont’d)

•  Celebratesclientsuccessesandcapabili7esforfuturegrowth.•  Challengesclient'sassump7onsandperspec7vestoprovokenewideasandfindnewpossibili7esforac7on.

•  Advocatesorbringsforwardpointsofviewthatarealignedwithclientgoalsand,withouta]achment,engagestheclienttoconsiderthem.

•  Helpstheclient"DoItNow"duringthecoachingsession,providingimmediatesupport.

•  Encouragesstretchesandchallengesbutalsoacomfortablepaceoflearning.



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HowtoUseCoachingToolsWithPeers

• AskFirst!•  Focusonyourpeer’sagendanotyouragenda• Beinservicetoyourpeer


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HowtoUseCoachingSkillsWithSubordinates

•  Is“coaching”anexplicitpartofyourjobdescrip7on?Ifnot,askpermissiontocoach.• Alterna7vely,usecoachingtoolstofacilitatethefeedbackanddevelopmentalprocess•  Thereisaninherentconflictbetweencoachingfordevelopmentandhavingperformancereviewauthorityforsomeone.


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RolePlay#2


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DemonstraIonObservaIonandFeedback

• Whatdidyousee?• Whatdidyouhear?• Whatkindoftoolswereused?•  Thoughts/Ques7ons/Comments


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BREAK!

PleaseBeBackin30Minutes


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CoachingTriadsFormtriadsatyourtable(i.e.groupsofthree)•  Ineachtriad,eachpersonwilltaketurnsplayingcoach,accountabilitypartnerandobserver.

•  Theaccountabilitypartnerwillbrieflysharetheissuearoundwhichyouseekcoaching.

•  Thenthecoachwillspend5minutesorsocoachingtheclientwhiletheobservertakesnotesonwhatcoachingskillswereused.

•  Attheendofthecoachingsessiontheclientwillbrieflydescribehowitfelttobecoachedandthentheobserverwillshareinsightsfromthesession.

• Anyques7ons?


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DebriefingtheCoachingExperience

• Whatdidyoulearn?• Whatworked?• Whatdidn’t?• Wheredidtheclientendup?


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JohnE.MitchellKMAdvisors

1341W.FullertonAvenue#222Chicago,IL60614(773)486-4620

[email protected]

ThankYou!

Documents

Coaching Skills for Leaders & Managers - lcldnet.org Skills for Leaders & Managers 2016 LCLD Fellows Program First Mee7ng March 4, 2016 John “The Purple Coach” Mitchell