Coaching for Chapter Leaders Based on Effective Coaching by Myles Downey

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Coaching for Chapter LeadersBased on
Effective Coaching by Myles Downey
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Synergistic Relationship

• Individuals join organizations to realize some of
  their goals
• Financial
• Learning
• Making a difference
• Organizations hire individuals to help fulfill
  its mission and reach its goals
• Strategic
• Mission/vision

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• As a chapter leader, as well as in the workplace,
  there are three skill areas that you will need to
  use to assist individuals achieve their goals and
  benefit the organization
• Leadership
• Management
• Coaching

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Overlapping Spheres of Influence
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What is Leadership?

• Leadership is the element in your role that is
  concerned with the FUTURE
• Strategic planning
• Succession planning
• Vision
• Values

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What is Management?

• Management is the part of your role that deals
  with current operations
• Finances
• Tactics
• Standards
• Rules and legal obligations

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What is Coaching?

• Coaching is a process of helping another
  individual realize their inner potential,
  delivering fulfillment to both the individual and
  the related organization.
• Motivation
• Excellence
• Achievement
• Intrinsic learning
• Intense satisfaction

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• Coaching is the art of facilitating the
  performance, learning and development of another
• Myles Downey
• Effective Coaching

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Coaching is NOT

• Leading
• Managing
• Instruction
• Mandating
• Disciplinary
• Giving advice
• Offering opinions

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A Coach Does Not Need

• To be right
• To be the expert
• To know the right answer
• To be in control
• To fix it
• To heal it or make it better

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A Coach Needs

• To remove any interference an individual might
  be experiencing in order to realize that
  individuals own extraordinary innate abilities

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What is Interference?

• Interference is anything that distracts the
  individual from being successful
• Fear
• Lack of concentration
• Anger
• Boredom
• Trying too hard
• Lack of self-confidence

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Mentoring vs. Coaching

• Coaching is not mentoring. A mentor is usually
  long-term, while a coach is for immediate
  performance issues.

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How Do I Coach?The GROW Model
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TOPIC

• This is setting the boundaries for the
  discussion
• Scale
• Importance
• Emotional significance
• Understand specifically what the person wants to
  talk about

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GOALS

• Establish the desired outcome of the conversation
• Identify and agree to a number of achievable
  outcomes within the session

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REALITY

• Get an accurate picture of the problem
• Discuss and become more aware of all aspects of
  the topic
• The goal for the coach is simply to UNDERSTAND
  (not to fix it, offer guidance, advice or
  conclusions!)

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OPTIONS

• Draw out a list of possibilities that address the
  goals
• Encourage the person to think. Do not think for
  them
• Do not judge or evaluate the options
• Like a brainstorming session

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WRAP UP

• Have the person being coached select the most
  appropriate option
• Agree to the next steps
• Check commitment

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When to Coach

• Performance Reviews
• Team setting (to generate buy-in for all team
  members)
• Individually
• In conjunction with set tasks

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When Not to Coach

• When your task is to manage or lead, not coach
• When the person is not willing to be coached

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Coaching is Successful When

• There are both action and awareness
• Clear goals have been set
• Understanding is achieved
• Interference is gone
• There is a balance between the skill level and
  the desired outcome

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A Coach is successful when

• The individual or team they are coaching is
  successful at attaining a higher level of
  performance.
• It is not the coach who wins.

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Coaching for Teams

• Coaching for teams is, very specifically, to help
  them achieve their set goals and that of their
  organization
• ALL activities must help achieve goals
• Coaching teams is similar to coaching
  individuals, but multiplies it by team dynamics
• Each person needs to be heard, and consensus and
  team must be built

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Doubt

• Doubt is a very contagious form of interference.
  To a team, it can be paralyzing and can quickly
  evolve into panic.
• But potential is contagious too!

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Potential is Contagious

• Potential is contagious. It also can allow a
  team to add up to more than the sum of its
  individual parts as unique talents are exploited
  and complemented.

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Team Interference

• Lack of trust in other team members
• Competition between members rivalry
• Fear of looking ridiculous or uninformed
• Need for attention
• Hidden agendas
• Lack of understanding of goals
• Absence of process and ground rules

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Teams Controlling Interference Team Think

• Absence of hierarchy
• Open conversations
• Focus
• Desire to understand
• Creativity and innovation
• Big (but achievable) goals
• Feedback sought and given
• Mutual accountability

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Elements of Successful Teams

• Top three elements of successful teams
• Who know them enough that you can trust them
  and know their goals
• What know the teams goals and what success
  would look like if achieved
• How agreed on processes (strategy,
  communication, ground rules)

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Reducing Interference

• Create a common vision
• Agree on a process (strategy, communications,
  ground rules)
• Disclosure of personal goals (builds trust)
• Identification of internal and external obstacles
• Recognize and discuss conflict

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Stages of Teams

• Stage 1 Pretence that everyone is on the same
  page
• Stage 2 Disagreement, conflict, confusion
• Stage 3 Letting go of individual rights and
  learning to listen
• Stage 4 Fully present team

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Stage 1 Pretence

• The belief is that everyone should get along
  and be in agreement
• To preserve this precarious balance, people
  pretend
• The result is that no-one is happy and the team
  will not perform well.

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Stage 2 Conflict

• Individual disagreements will arise
• Tendency is to retreat back to stage 1 and
  pretend everything is OK
• Individuals try to convert others to their point
  of view
• Camps can evolve in this stage
• Teams do not perform well

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Stage 3 Losing the Individual

• Individuals need to listen and give up on their
  positions, acknowledging differences
• Individual positions move to team interests
• Very difficult stage may try to impose order
  through committees, task forces, etc. leaving the
  team with unresolved differences

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Stage 4 High performance team

• In this stage, the team is able to
• Focus on task
• Be creative, innovative
• Decisions easily made
• Team is aligned with goals
• High level of trust

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Team Cycle

• Teams will naturally cycle through these stages
• Once teams get adept at getting to stage 4, they
  will get there more often and stay there longer
• Coaches can simply notice the stages and work
  through them or can explicitly reveal the model
  to the team, to help them understand the process

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GROW

• Use the GROW model for teams the same way as you
  would with an individual
• It will be more complex but the principles remain
  the same
• Ask the question How can I help my team be
  brilliant today?

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The GROW Model
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Philosophy of Coaching

• When people are achieving their goals, when
  those goals have some meaning and when learning
  and developing is part of the process, enjoyment
  ensues. These three components, achievement,
  fulfillment and joy, are interlinked and the
  absence of any one will impact and erode the
  others. Learning without achievement quickly
  exhausts ones energy. Achievement without
  learning soon becomes boring. The absence of joy
  erodes the human spirit.
• Myles Downey

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Last Word

• The only way to become adept at coaching is to do
  it.
• How will I help my team be brilliant today?