Transcript PORMSPA
2011 VISTA CONFERENCE Contemporary coaching and mentoring that supports workforce development Graham Hoult B.Ec., Dip. Ed., ACC 23rd May 2011 © Auxilium 2011 Personal Professional Learning “The challenge is for many staff and formal leaders to conceive of staff professional development more broadly as opportunities for learning that occur naturally in the workplace as well as outside on special occasions”. Dr Neville Johnson, Uni of Melb © Auxilium 2011 Continuous Self Improvement “It’s what you learn after you know it all that counts”. John Wooten © Auxilium 2011 Dreyfus Model of Performance growth © Auxilium 2011 Mentor/Coaching and training Effectiveness Training Component Get It Attain Skill Change Work Behaviour Theory 85% 15% 5-10% Modelled by trainer 85% 18% 5-10% Practice & feedback in training 85% 80% 10-15% Mentor/Coaching 90% 90% 80-90% © Auxilium 2011 Reflection Who has been an outstanding coach/mentor in your experienceeither directly to you or indirectly. What were the characteristics that made this person special? © Auxilium 2011 Qualities of a successful Coach/Mentor Self aware Capacity to inspire others Capacity to build open, honest relationships Flexible Good communicator, especially good listener Forward-looking Self-disciplined Professional and can manage professional boundaries Analytical- conceptual thinker Empathic Intuitive and wise Adapted from The Complete Guide to Coaching at Work, Penny Zeus and Suzanne Skiffington © Auxilium 2011 Professional & Ethical “Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” International Coach Federation © Auxilium 2011 Coaching: A Continuum Training/Teaching/Demonstrating Facilitating growth and learning © Auxilium 2011 Coaching : Mentoring Mentoring traditionally a hierarchical relationship Mentor often the expert passing on specific knowledge Focus of mentoring is on the provision of wise counsel to the less knowing (who must seek that wisdom) © Auxilium 2011 Sustaining the Change Level Of Distress Sustaining the change Limit of Tolerance Productive Range of Distress DIALOGUE Change Occurs Avoid work / change “Simple” change 0 Change Fully Implemented Knowledge Imbedded Time Source: Adapted from Eva Wong, President, Top Human Technology Ltd. China and Ronald A Heifetz, Co-Director of Centre for Public Leadership, Harvard University © Auxilium 2011 Coaching & Mentoring A cognitive process about enhanced learning, understanding & decisionmaking Supports person to construct meaning and knowledge from experiences Allows person to take time to reflect on practice © Auxilium 2011 Empowering Coach/Mentor Supports growing and learning Gives advice/information in a neutral, nonjudgemental way Avoids developing a dependence relationship © Auxilium 2011 Group Coaching Type A Coach works with several people at the same time Coach works with each person in turn Group need not know each other Others do not engage but may discuss at end of session Each person coached on their own goal Each person’s time is quite short © HADG and Auxilium 2010 © Auxilium 2011 Group Coaching Type B Coach works with each person in turn Coach works with several people at the same time Others do not engage until end of session when coach becomes facilitator Group need not know each other: issue of trust vital Each person coached on similar goal Each person’s time is extended © Auxilium 2011 Group Coaching Type C Clarity of goal and unity crucial Coach works with several people at the same time Coach works with group as one Coach at times becomes facilitator Group is a functional group Each person engaged for entire time Group coached on goal they wish to achieve © Auxilium 2011 Team Coaching A team is not simply a machine with replaceable parts. It is a living, dynamic system. It is a culture with both spoken and unspoken rules and values. The system itself exerts tremendous influence on what gets done and how it gets done “how things are done around here”. The team needs to be coached as a system —a separate entity that has a life of its own. This is where the leverage is for team performance. © Auxilium 2011 The Four Quadrants Low Team Productivity High Positivity Low Positivity High Team Productivity High Positivity/Low Productivity High Positivity/High Productivity • • • • Collegial, Friendship Based Lack of Effective Focus Insufficient Sense of Urgency Change Resistant — Don’t “Rock the Boat” • Incompetence Tolerated • Not Results Oriented • Sense of Connection and Fun • • • • • • Low Positivity/Low Productivity Low Positivity /High Productivity • Atmosphere of Criticism, Blame & Cynicism • Overwhelm • No Fun • Fear of Job Loss and/or Company Failure • “Firefighting”, Short-term Orientation • Turf Protection • One Step Forward; Two Steps Back • Poor Teamwork • Focus is efficiency • “Just Do It!”, Bottom-Line Orientation • Retention Problems, High Turnover, Burnout • Guarded • Clear Objectives • Driven • Competitive © Auxilium 2011 Successful, Fun Synchronicity, Flow Challenging Goals, Inspiring Vision Change Proactive Open Communication Great Teamwork — “ How do we continue to improve?” The Model – Productivity Goals & Strategies Alignment Team Leadership Productivity Strengths Accountability Proactive Decision Making © Auxilium 2011 Resources The Model - Positivity Trust Respect Constructive Interaction Positivity Strengths Camaraderie Communication Values Diversity © Auxilium 2011 Optimism Keep in contact … Graham Hoult 03 9505 6393 0422 068 311 [email protected] AUXILIUM: Sustaining people … sustaining change © Auxilium 2011