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MISSION: CREATING WORKING CULTURES OF DREAM I Coaching in practice Definitions – coaching related with other? - Councelling, Teaching, Advicing, Knowledge providing, - Supervising: based on wellbeing of an individual - therapy - Coaching: based on strategy -1) linear: solution based -2) circular: understanding based - more therapeutic - Directive & Controlling – Selfdirective? -Mentoring -Confronting - …”godfather / godmother” Date Mentor Coach Lecturer Process promoter Technical expert Identity of a Consultant ? Challenger Facilitator Problem solver Administrator Date Influencer Strategist Other 3 What is coaching? “Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” Date 4 Consultant’s approaches & identities Consultant as a process promoter & facilitator & coach Nondirective Consultant as mentor Content knowledge Process skills Consultant as a problem solver (Helps to solve) Consultant as an expert (I tell you) Directive Date 5 Key Competences in Coaching • Creating context & frames & space • Listening • Art of listening hearing • Listening in 3 levels • Asking questions • Art of asking questions creating awareness • Useful questions for different purposes and phases • Examples of powerful questions • Being a Coach • Curiosity and not-knowing • Avoiding own assosiations • Discussion structures and storytelling • Mental locks & keys • Useful methods • GAINS • STEPS in a conversation • Dreaming method • Role playing (changing places) Date 6 Linear and circular coaching approach 2 basic modes: A) AIMS on understanding (Circular approach) B) AIMS on solutions (Linear approach) Now Future Past Getting more understanding No need to find out solution Connections and motivation Different perspectives Involves and energizes, respects personal growth Forcing towards solutions: Fast solution, next steps and action points Role expectations towards coach Client’s expectations Expert Collaborator Expert Collaborator Pair-of-hands Pair-of-hands Coach’s own approach Date 8 Structure of coaching approaches Coaching attitudes & techniques: Thinking tools: - Curious attitude - leave your own agenda behind - SWOT and other analysing tools & matrixes -GAINS - Listen actively & silence - Scales (1-10) - Circular interviewing - Understand - Ask & go into more depth - Appreciative inquiry (positive way & strengths) - Paraphrase / restate - Clear-unclear analyses - Collect facts (no assumptions) - Questions with comparisons Coaching models: - 4-faces talks (starting, thinking, action, evaluation) - Express your feelings - Find common goal Date - Mind maps, drawing - Time perspectives - Different conversation levels 9 Flow of a G A I N S discussion Goals: What Assessment: Ideas: What Next Steps: Support: are you trying to achieve? Where are you now? are your ideas? What are you going to do next? What support do you need? G A I N S 4. Ask the employee 3. Ask the employee for ideas: how to 1. Ask the employee what s/he wants to achieve: desired achievement, objectives, focus, challenge Date 2. Ask the employee to evaluate the current situation: involvement, what has been done, results, stoppers, plans to move forward tackle the issue, what else can be done, suggestions, different views about next steps: how 5. Ask the employee to meet the goal, what about needed support: to do already today, what s/he expects from you, who else can how to overcome support, the best ways to challenges give support, is everyone committed to proceed 10 VALMENTAMISSESSION RAKENNE: G A I N S -malli NEXT STEPS: Mitä valitset, mikä on paras ratkaisu? Milloin /dead line Mitä seuraavaksi? GOAL: mikä tämän keskustelun tavoite on? Kysy ja palauta Tarkenna tavoite Löydä yhteisymmärrys tavoitteista G ASSESSMENT: mikä on tilanne? mitkä asiat vaikuttavat Ajatteluta, kysy esiin kaikki aiheeseen liittyvä tieto ja faktat Historia, nykytila, vaikuttavat asiat Eri näkökulmat Viivytä ratkaisuja July 21, 2015 A I N IDEAT: miten tilannetta voisi ratkaista: Kaikki ideat esiin, Huonot saavat hyvät loistamaan. Jaa omat ideat, pyydä lupa © Humap Oy, www.humap.com S TULOS: Valmennettava tietää tarkasti mitä seuraavaksi tekee, lähtee motivoituneesti työhön SUPPORT: Mitä tukea tarvitaan? Kuka voi tukea etenemisessä? sivu 11 Coaching model: GAINS Date 12 Active Listening Listening in 3 levels: 1. You hear the words said ”What you said is ..” (and repeat exact words, the summary of what you heard)” 2. You hear also other things than exact words said based on e.g. your analyze, own filters and feelings ”What I am hearing is…” 3. You hear and it makes you think, what else is there (your interpretation behind the words) ”What I’m hearing is this.. and it makes me wonder/think/notice, that…” Rehearse this Date 13 Key Ideas LISTEN AND REPLAY Start What you have heard End If I undertood correctly… …did I understand correctly, what you told? You are about to say… …am I right? I hear that… …did I get it right? To be certain of what I heard… …was this what you just said ?