Transcript Race Awareness and Action - British University in Egypt

Feedback and Coaching
Dr Andy Wilson
UK Staff Development Advisor to the BUE
Purposes
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To share some coaching concepts that may be
useful to you when giving feedback
To practise some of these ideas.
What is coaching?
Counselling
Teaching
Coaching
Managing
Mentoring
Definitions
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“…unlocking a person’s potential to maximise
their performance. It is helping them to learn
rather than teaching them.”
J. Whitmore
What do coaches do?
They help the coachee answer three
questions:
1. What is going on?
2. What do I want?
3. What will I do to get it?
 Coaches challenge
 You can insert a “really” in all of these.
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Change
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We need to recognise that we are asking
people to change
And change is not always comfortable
Shaw, “You have learned something. That
always feels at first as if you had lost
something.”
Force-field Analysis
Forces against change
Forces for change
Dilbert on change
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Change is good.
You go first.
Senge on change
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People don’t resist
change.
They resist being
changed.
Peter Senge
Organisational change
1.
2.
3.
4.
5.
6.
7.
8.
9.
Establish the case for change
Visualise how the new world will be better
Establish a set of shared values
Resource the change initiative appropriately
Lead by example
Assess capability and capacity
Engage the team in the change process
Communicate the change in a timely and
sensitive way
Ensure senior management commitment is
visible.
Dealing with negativity
Rational
Personal
Emotional
Explain the plan
Consider what happens without change
Involve people and demonstrate effectiveness
Reorganise systems from the bottom up
Stress future benefits
Present exciting possibilities
Accept management responsibility for past
failures
Provide concrete examples of the need
Communicate details face-to-face
Demonstrate long-term commitment
Explain honestly, and promise involvement
Change and loss
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Elisabeth Kübler-Ross, On
Death and Dying (1969)
Often applied to change,
sometimes in a rather
simplistic way, but…
People don’t neatly follow
the model
The downs and ups are
not straightforward
But loss is often a part of
even “good” change.
The stages ~ DABDA(M)
1.
2.
3.
4.
5.
6.
Denial ~ They can’t do that!
Anger ~ They can’t do that to me!
Bargaining ~ Well, if they’re going to do that
then I want…
Depression ~ It’s awful and I feel miserable.
Acceptance ~ OK, it’s going to happen
Moving on ~ Well it’s not so bad, I can deal
with this.
On Death and Dying
Emotional responses
Egan's “skilled helper” model
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A 3-stage model to help people solve problems
and develop opportunities
An emphasis on empowerment
Seeks to move the person towards action
leading to outcomes which they choose and
value
3 main questions :
'What is going on?'
'What do I want instead?'
'How might I get to what I want?'
Stage 1
Stage 2
Stage 3
Style
Current
Scenario
Preferred
Scenario
Action
Strategies
Don’t follow
slavishly
The Story
What's going
on?
Possibilities
Ideally, what
do I want
instead?
Possible
Actions
How many
ways are
there?
Expansive,
exploratory and
creative
Blind Spots
What's really
going on?
Change
Agenda
SMART goals
Best Fit
Strategies
What will
work for me?
Challenging,
reality testing,
and selecting
Leverage
Focussing/
prioritising
Commitment Plan
Check goals
What next and
are right
when?
Focussing,
committing,
moving
forward
The coaching conundrum
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What do I do next?
There are so many options that, at least in the
early stages of your coaching career, some
guidance is helpful.
Metaskills and monitoring
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Metaskills = skills about skills
The key skill is to know what skill to use
Monitoring, but how many things can you
monitor?
Style
Situation
Structure
Am I maintaining a good rapport?
Do I understand their situation?
Am I structuring the session OK?
Ownership
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Advice is dangerous!
People are more likely to change if they own
their actions
So getting commitment is key
It’s easy to manipulate people
Remember Meno’s slave.
“Yes Minister”
H Mr. Woolley, are you
worried about the
number of young people
without jobs?
B Yes
H Are you worried about
the rise in crime among
teenagers?
B Yes
H Do you think there is a
lack of discipline in our
Comprehensive schools?
B Yes
H Do you think young
people welcome some
authority and leadership
in their lives?
B Yes
H Do you think they
respond to a challenge?
B Yes
H Would you be in favour
of reintroducing National
Service?
B Yes
Or possibly “No Minister”
H Mr. Woolley, are you
worried about the danger
of war?
B Yes
H Are you worried about
the growth of
armaments?
B Yes
H Do you think there is a
danger in giving young
people guns and
teaching them how to
kill?
B Yes
H Do you think it is wrong
to force people to take
up arms against their
will?
B Yes
H Would you oppose the
reintroduction of National
Service?
B Yes
Permission
Questions
Open questions are
good for the early
stages and options
Feedback
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Feedback is a business term which refers to the
joy of criticizing other people’s work. This is
one of the few genuine pleasures of the job,
and you should milk it for all it’s worth.
Dilbert
Feedback is arguably the most effective tool in
any manager’s toolkit, as well as one of the
cheapest. It can be used to encourage people
to learn, to raise their morale and motivation,
and to improve their performance.
Penny Swinburne, 2001
Feedback 2
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Experience without feedback is useless
Self-reflection is the most powerful form of
feedback
A culture of reflection helps any team perform
Feedback needs to be owned, initially by the
giver and then by the receiver
Feedback can hurt
A mix of positive and negative feedback gives
meaning to both
Feedback must aid improvement.
Giving feedback
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build trust and rapport
encourage self-analysis
be specific
be honest
put yourself in their shoes
own your feedback
describe behaviour
use “I” statements
ask for upwards feedback too…
(“What can I do better to support you?”)
Receiving feedback
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be open
listen carefully
avoid filtering
ask questions
be prepared to contribute
decide to take action
Johari
window
Feedback 
Known to self
Joseph Luft &
Harry Ingham
Disclosure 
Yes
Yes
No
Public
Blind
Private
Hidden
Known
to others
No