Transcript Slide 1

An Introduction to Coaching
Conversations
Ed Tempest & Rebecca Williamson
East Midlands Leadership Academy
14th July 2014
Aims for the
day….
What is coaching?
European Coaching and Mentoring Council
Coaching is a process limited to a specific period of time that supports individuals,
teams or groups in acting purposefully and appropriately in the context they find
themselves in. The coach supports clients in achieving greater self-awareness,
improved self-management skills and increased self-efficacy, so that they develop
their own goals and solutions appropriate to their context
Or simply…
“Coaching is unlocking a person’s potential to maximise their own
performance. It is helping them to learn rather than teaching them”
Sir John Whitmore
Coaching Vs Mentoring…
European Coaching and Mentoring Council
Mentoring is a developmental process in which a more experienced person shares
their knowledge with a less experienced person in a specific context through a
series of conversations. Occasionally mentoring can also be a learning partnership
between peers.
“Coaching is primarily focussed on performance within the current job and
emphasises the development of skills. Mentoring is primarily focussed on longer
term goals and on developing capability.” David Clutterbuck
A brief (and factually debateable)
history of coaching in the workplace…
+
+
•“The Inner Game of Tennis” 1974, Tim Gallwey
• “The Inner Game of Golf” 1981, Tim Gallwey
•“Coaching for Performance” 1982, Sir John Whitmore
Today, how many people are
practising coaches?
The International Coaching Federation (ICF) estimates
that it has in excess of 20,000 members worldwide
Based on this figure, there are likely to be in excess of
80,000 coaches in total in an industry that is worth over
$1 Billion Dollars a year
Coaching as a Leadership Style
The consultancy firm The Hay Group categorise leadership into six styles. These
are:
Coercive: gaining immediate compliance from employees
Authoritative: providing long term vision and leadership
Affiliative: creating trust and harmony
Democratic: reaching group consensus and generating new ideas
Pacesetting: leading by example and accomplishing tasks to high standards
Coaching: focusing on the professional growth of employees.
Pace-Setting Leadership
Recent research has found that managers and leaders in
Healthcare settings have favoured the pacesetting style. The
King’s Fund report ‘Leadership for Engagement in the NHS’
(2011) argues that leaders need to shift their style more
towards a predominantly coaching style.
In groups, think about the six different styles and discuss
examples of when it has been necessary to utilise different
approaches with your staff and trainees. 10 Mins
The Business-Case for Manager-Coaches
Impact of manager coaching - 10 main areas:
• changes the culture or helps to embed a coaching culture
• improved management skills and capability
• behaviour change in the coaches
• benefits for the coachees as a result of receiving coaching
• greater employee engagement and commitment
• improvements to business indicators or results
• savings in HR time/costs
• achievement of external awards and recognition
• unexpected spin-offs
• accelerated talent development
CIPD, 2013
Coaching to Reinforce Training
The Xerox Corporation showed that in the absence of follow-up
coaching 87% of the skills change brought about by the training
program was lost. However good skills' training is in the
classroom, most of its effectiveness is lost without follow-up
coaching. For example: Most sales people try out the new skills
for a few calls, find that they feel awkward and the new method
isn't bringing instant results, so they go back to their old ways
What are Coaching Conversations?
• Start with the end in mind
• Outcome & Learning focussed
• Open Questions – What & How
• The Perfect Question….
“Being an effective coach requires a continuously expanding portfolio of MDQs -Massively Difficult Questions. These are what stimulate the client to reflect and gain
personal insight. Equally important, however are the MDQs we ask ourselves. For
example: For whose benefit am I asking this question? Can I do more here by saying
nothing? What am I afraid of in this conversation or situation? What can I learn from
this person? What emotions am I feeling and to what extent are these influencing my
approach the client's issue?” Clutterbuck 2006
The GROW Model
Exercise
In groups of 3, take it in turns to play the role of Coach, Coachee, and Observer.
Each Coachee is to think of a situation that they would like help with and it’s the
coach’s job to try and come up with an MDQ to help them learn. Try to use the
GROW model to structure the conversation and find a SMART objective to take
away. The observer feedbacks back at the end of the session.
30 mins, 10 mins each role including feeding back.
Think about how it feels to be in each role? What are you seeing? What are
you hearing? How are you feeling?
Break…
Coaching Tools
The Disney Method
Exercise…
In pairs, one person take the role of coach and the
other coachee. The coach takes the coachee
through the 3 different perspectives, focussing on
finding a solution to a specific issue.
5 minutes each.
Perceptual Positioning
1st Perspective
See the situation through your own eyes. Run through the meeting or interaction as if you are there in it. Pay
attention to your own thoughts and feelings. Consider your own needs.
2nd Perspective
Imagine what it is like to be the other person. Put yourself in their shoes - as if you are looking back at
yourself, seeing, hearing, and feeling as the other person. How is 'that you over there' coming across to you.
Are they in rapport with you? Are they respecting you? Is he/she taking your views into account?
3rd Perspective
Take a detached viewpoint. Imagine you are looking at yourself and the other person 'over there' - seeing the
two of them speaking, gesturing etc. Pay particular attention to non-verbal behaviour such as the body
language and the sound of their voices. Then consider, as a result of taking this view, what advice you wish to
give 'yourself' about how you are handling the situation
Exercise…
In pairs, one person take the role of coach and the
other coachee. The coach takes the coachee
through the 3 different positions, remembering a
specific conversation. The coach should focus on
asking questions that allow the coachee to
recognise what they are seeing, hearing and feeling
in the different positions.
5 minutes each.
Group Discussion
What went well?
What did you find tricky?
The Coaching Environment
What things should you consider?
What makes a good coaching environment?
The Coaching Conversation
In Pairs, 20 minutes per pair, take it in turns to play the role of
coach and coachee. Have a coaching conversation drawing
together the tools and techniques we’ve learned.
Think about what you see, hear and feel at different points as
coach and coachee
Questions?
Thank you!
[email protected]
www.leadershipeastmidlands.nhs.uk