Transcript Slide 1

Purposeful Leadership – Module 5
Coaching Opportunities (:75)
On headset with working mic
No headset, using chat box
Purposeful Leadership
Leadership
and Personal
Accountability
Emotional
Intelligence
Balancing
structure
and freedom
Leading
Change
Coaching
Opportunities
Hard
Conversations
They build on each other, AND
they stand alone
2
Learning Objectives
• Determine the best coaching approach to use
with someone based on their competence and
motivation
• Conduct “check-in” chats with others and be
empathetic vs. sympathetic when listening
3
Agenda
• Coaching continuum (:05)
• Betty Story – coaching in a new task (:05)
• Matching coaching approach to the situation
(:25)
• Listening to show caring without caretaking
guidelines and demo (:15)
• Listening practice in dyads (:25)
4
5
Writing on whiteboard in breakout rooms
Breakout Discussion
1.
In your breakout group, …..
2.
Read the quote and …..
3.
Summarize your thoughts using …..
Once you are in your breakout room
and the instructions slide is pushed out,
you will see a menu like above
where you can navigate to a blank
page and enter group discussion
Notes. Use this same menu to go back
and forth between the instructions slide
and your “notes” page.
6
Writing on whiteboard in breakout rooms
1.
In your breakout group, …..
2.
Read the quote and …..
3.
Summarize your thoughts using …..
Click on the drop down
menu then pick the
blank page you want
to go to jot down
thoughts/notes.
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other
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Coaching Continuum
Coaching to
complete a
task
Coaching to
“check-in”
Coaching to
address a
troubling
pattern
Easier
(Low EQ)
Harder
(High EQ)
1
What
Why
2
Who
When
Where
3
How
Today
Module 6
9
Betty
Story
Job
Duties
Tasks
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Relationship vs. Task Behavior
Can He?
Will She?
High
“Retired on the job”
Relationship
Behavior
(from Mgr)
Low
3) Participating
LM/HC
“Star”
4) Delegating
Low
“Ignorance on Fire”
2) Coaching
HM/LC
•Adapted from Paul
Hersey and Ken
Blanchard, Situational
Leadership model
“Hesitant Harriet”
HM/HC
1) Telling
Task behavior
(from Mgr)
LM/LC
High
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Breakout Practice
Imagine you are getting ready for cookie program for
the year and you have a meeting with a number of
staff who are all over the place with some being brand new,
to some very experienced and a bit disengaged, etc. each breakout
room will have one “group”. Discuss what you would do to get them
ready for the upcoming cookie “sale”.
•Room 1 = Hesitant Harriet’s (LM/LC)
•Room 2 = Ignorance on Fire (HM/LC)
•Room 3 = Retired OTJ (LM/HC)
•Room 4 = Stars (HM/HC)
Take :10 and have someone ready to report out.
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Which of these approaches do you
find easy to do/plays to a strength?
“Retired on the job”
(Low M, High C)
“Ignorance on Fire”
(High M, Low C)
C) Participating
B) Coaching
“Star”
(High M, High C)
“Hesitant Harry”
(Low M, Low C)
D) Delegating
A) Telling
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Which of these approaches do you
find is most challenging for you?
“Retired on the job”
(Low M, High C)
“Ignorance on Fire”
(High M, Low C)
C) Participating
B) Coaching
“Star”
(High M, High C)
“Hesitant Harry”
(Low M, Low C)
D) Delegating
A) Telling
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Listening Choices*
Low
Ignoring
Pretend Listening
• Energy
Required
Selective Listening
Attentive Listening
(facts only)
Empathic Listening
(facts and emotions)
• Relationship
Built
High
•Adapted from Stephen Covey’s
7 habits of Highly Effective People
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Listening Choices*
Low
Ignoring
Pretend Listening
Selective Listening
• Energy
Required
• Relationship
Built
Attentive Listening
(facts only)
Sympathetic
Listening
(agreement)
Empathic Listening
(facts and emotions)
High
•Adapted from Stephen Covey’s
7 habits of Highly Effective People
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Listening to Show Caring
Without Caretaking
Move to
problem-solving
3
• Advising
• Probing
• Interpreting
• Evaluating
2
1
Ask for detail
Reflect emotion/feeling
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Demo
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Breakout Practice
Have someone with a situation they are
dealing with, be the “Teller” who tells the story
The “Listener” is restricted to:
• Asking questions
• Summarizing/clarifying
• No advice giving
Goal = help the Teller find their own answer; be empathetic
where appropriate
Observers see if you can notice what your response tends
to be as you listen to the Teller’s story
Take :10
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Suggestions…
1) When talking with others looking for “answers” they need to
figure out for themselves, avoid giving advice. Instead, prompt
them to do their own thinking “What are your thoughts?” “What
do you think makes sense?” “What do you want to do with this?”
2) When delegating a task, ask the person you’re coaching to
summarize back to you what they heard to assess their
understanding.
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“In the improv world the working paradigm
is one of shared control. It differs from the
“I lead and you follow” model in that both parties must
stay alert and energized and actual leadership is likely to
change moment by moment. Both (or all, if more than
two) are always responsible, while neither (or no one) is
‘in control’ in an absolute sense. The rule is that all
improvisers have the right and responsibility to move the
scene forward, adjusting always to what the new reality
is. Doing what needs to be done becomes the guiding
principle.”
Patricia Madsen, Improv Wisdom
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Questions/
Observations?
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