Leadership Principles from God’s Word:
Coaching: Module 508 D Mario Denton
L EADERSH I P COA CH I NG
Passage to memorize
Introduction No serious athlete would expect to progress very far without a coach However people believe that “hard work and doing it on your own” are the keys to finding the success desired They believe that a price must be paid to attain what they want And often that price is poor health, not having enough time to enjoy life, strainged family relationships or lessened productivity
Introduction cont. The saddest part is that, even though this effort may result in more of something… It is often not the somethings you had in mind And you are back where you started, or worse, further from your real intentions International Coach Federation
Definition of Coaching Intended Outcomes
The Path Current Reality •Level of competence •Described in behavioural terms •Levels of commitment •Obstacles to improving
•Milestones •Actions •Timeline •Support
Effectiveness
Development
• Intended future state • Described in behavioural terms
Coaching concentrates on where a client is now and what he/she is willing to do to get where he/she wants to be in the future International Coach Federation
The origins of coaching During 1960’s sports coaching techniques were adapted to the business world for use in training & development These have been developed and enhanced and today coaching is one of the fastestgrowing personal development strategies Coaching has its roots in:
sports coaching clinical and counselling psychology business consulting education & training
The individual change process Grant & Greene
Step 1 Unfulfilled dreams
Discontent with the present
Selfexamination Recognition of missed opportunities
Step 2
Vision of the future
Inspirational
Motivational
Based on values and beliefs that are congruent with ourselves Broad vision
Specific goals
Step 3 Motivational enhancement
Skills to get there
Form a plan of action
Understand change process
Examine assumption s about self and world
Begin action Remember where we want to go
Maintain action
Celebrate success Change what’s not working
Monitor progress
Step 4
Continuous and deliberate action
Practice What You Preach David Maister
Financial Performance
Quality & Client Relationships
Employee Satisfaction
Empowerment
Long-term Orientation
High Standards
Coaching
Enthusiasm, Commitment & Respect
Training & Development
Fair Compensation
Performance / Potential Grid High
C’s • Give warning • Provide coaching • Consider if in appropriate job
Potential
A’s • Plan next move • Provide extra coaching
B’s •Keep in place
A’s
• Identify next development opportunity
A’s • Plan multiple moves • Ensure pay is sufficient
C’s • Manage out
Low Low Source:
War for Talent - HBSP
Performance
High
THE TOUCH OF CLASS COACHING MODEL Breadth of vision
Gaining
Providing Customer
overall direction
champion
Business acumen
competitive advantage
Power Powerofof analysis analysis
Open
Taking
communication
Creative Creative innovation innovation
people
Catalyst for change
with
Influence Building
Taking
team
difficult
success
decisions
Drive Drivefor for results results
Continuous Feedback Copyright Reserved: Mario Denton
you
Coach and developer
Touch of Class Overall Competencies 0
10
20
30
40
50
60
70
Customer champion Power of Analysis
75 40 45 60
Creative Innovation
52
Catalyst for Change
69
Taking difficult decisions
85
Drive for Results Open communication Influence Building Team success Coaching and Developing Others
90
55
Breadth of vision Business Acumen
80
65 50 68 48
the International Coach Federation include the following areas of specialisation among others: executive corporate coaching leadership development burnout prevention and/or cure 360-degree reviews
personal/life coaching Life planning (including vision and enhancement) Financial freedom Relationships (including family & friends) Creativity Health and self-care Spirituality
career/transition coaching career transition career satisfaction big career decision to make working in a corporate environment
work coaching changing expectations trends in the workplace values performance evaluation criteria strategy implementation working in teams
small business coaching starting a new business working from home the transition from corporate to your own business
Coaching Conversations - Types Type 3 Longer conversation for fundamental change
Type 2 Depth Of Issue
Building a new competence over several sessions
Type 1 Sharpening or improving a competence
Time
Coaching Conversations Type 1, 2 and 3 Type 1 Resolving Problems Client Problems
Type 2 Building a competence
Type 3 Fundamental change Requested help
Walk-ins
Performance reviews/ assessments
Broken promises
Skill improvement
“Fast track”
Up or Out
Aimless complaints Employment Equity Someone not open to feedback / change Life purpose How to do? Standards for perfection Mistake repeats
Disorganized
Primary relationship
Over-commitment
New Role
Unassertiveness
Major Investments
Single Session Coaching 1. Structure of Interpretation Questions: • • • • • •
What did you intend to accomplish? Did it happen? How can you tell? How did you analyse what to do? What were you feeling? Don’t ask “Why did you do that?” it triggers justification and defensiveness If the clients intentions were off, realign intentions
2. New way of seeing • • •
Invite the client to see in a new way that can be more effective Enrol the client in this new view Provide distinction – not action
2. New action Seeing the situation in a new way • What actions will you take? • How will you correct yourself? • In what ways can I support you?
“Coaches are trained to listen, observe and customise their approach to the individual client needs They seek to elicit solutions and strategies from the client They believe the client is naturally creative and resourceful The coach’s job is to provide support to enhance the skills, resources, and creativity that the client already has.” International Coach Federation
Coaching Program Overview Intake Session
•Relationship •Opening •Focus Topic •Missing Competence
Integration Session •Design & Structure •Address Breakdowns •Network of Support
Reflect, Assess And Design
Coaching Session •Enrolment •Clarify Purpose & Outcomes •Distinction •New Practice
Ways in Which We Learn The Kolb Learning Cycle
The Meta Learning Cycle II. Meta-Reflection 3. Conceptualisation Cycle
4. Planning and Hypothesizing (knowledge)
(Information)
I. Primary Learning Cycle
Paradigm •Assumptions •Beliefs •Values
2. Reflection: (data) Goals
1. Experiencing (doing)
Accountability Paradigm As a Manager
As a Coach
Top down. One person judging. Manager controls when, how and it accountability
Two way. Open ended. Interdependent. Teamwork, Open flow created proactively
Re-active. Punishment/reward Accountability a “have to”
Proactive accountability a “want to”
Seen as judging failure rate. Win/lose Based on a lack of trust
Seen as a discovery process. Win/Win. Based on Trust
Accountability as an excuse or justification
Accountability as a dialogue to raise level of collective intelligence
Extrinsically driven
Intrinsically driven
Source: Black
How We Change We act in certain ways.
And because we pay attention to certain things
Turns us into
or how stay the same is exactly the same process We pay attention to certain things
The kind of person we are.
And because of all these things
Dimensions of coaching Clutterbuck & Sweeney
challenge
motivator
goal-setter
empathy friend
observer
support
objectivity
Model of coaching styles Directive informing prescribing
coach leads
confronting
PUSH PULL catalytic Facilitative coach helps client lead
supporting cathartic
Heron
Flow of coaching Performance
Diagnosing Counseling
Values
Behaviour
Contracting
Monitoring
Climate of trust
Tangible Business Impacts of Coaching (Frequency of impacts reported by executives)
Productivity
53%
Quality
48%
Organisational Strength
48%
Customer Service
39%
Reduced Complaints
34%
Own Retention
32%
Cost Reductions
23%
Bottom Line Profit
22%
Top Line Revenue
14%
Reduced Turnover
12%
Other Business
7%
Source: The Manchester Review 2001 Vol 6 # 1
Intangible Business Impacts of Coaching (Frequency of impacts reported by executives)
Improved Relationship: Reports
77%
Improved Relationship: Stakeholder
71%
Improved Teamwork
67%
Improved Relationship: Peers
63%
Improved Job Satisfaction
61%
Reduced Conflict
52%
Increased Commitment to Org
44%
Improved Relationship: Clients
37%
Other Intangibles
31%
Source: The Manchester Review 2001 Vol 6 # 1
“We build great people, who then build great products and services.” ~Jack Welch, CEO, General Electric
Sources Rozanne Wetmore Edith Sievers
Flaherty, J. 1999. Coaching – Evoking Excellence in others. USA: ButterworthHeinemann