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COACHING BEST PRACTICES: LWV Membership

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DISCLAIMER One of the keys to building trust is ... What words would you highlight on a resume? ... ASKING THE RIGHT QUESTIONS Powerful questions = Powerful answers ... – PowerPoint PPT presentation

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Title: COACHING BEST PRACTICES: LWV Membership


1
COACHING BEST PRACTICES LWV Membership
Leadership Development (MLD) Program2014
2
Our Coaching Team
  • Write down 3 words that describe your greatest
    assets.
  • What do you bring to a team?
  • What words would you highlight on a resume?
  • What is your value added?

3
Congratulations!
Thank you!
4
Our agenda
  • Overview of the role of the coach
  • Introduction to coaching models Appreciative
    Inquiry GROW ME
  • Roles at the training
  • Resources available
  • Questions?

5
What is the goal of the MLD Program?
6
The heart of the MLD Program
With the support of a coaching structure,
capacity building for high impact.
Member recruitment retention Leadership
development
7
The Big Picture...
8
MLD Program by the numbers
  • Started in 2005
  • 25 Shur Fellows
  • Over 170 state coaches across the country
    mentoring more than 300 local Leagues
  • Supported by the Fund for Local League Growth

9
Coaches are key...
10
Why are coaches so valuable?
  • Bondingthe links that tie a group together to
    build a strong organizational core
  • Mission-driven motivation
  • Can-do culture
  • Purposeful innovation/change
  • People-focused
  • Bridgingthe links that connect a group to others
    outside of its organization or network
  • Compelling communications
  • Active outreach
  • Meaningful involvement

11
According to the experts
  • Good coaches speak with credibility, make a
    personal connection, and focus little on
    themselves. They listen more than they talk.
    They are one hundred percent present in the
    conversation.
  • Jim Knight, director of the Kansas Coaching
    Project, University of Kansas

12
What makes a good coachaccording to our coaches?
13
A good coach. . .
  • Avoids being judgmental and is open to
    considering new ideas understanding that
  • All Leagues are different
  • Different personalities handle challenges
    differently
  • Multiple good solutions to every problem exist
  • Coaches guide, dont dictate

14
A good coach. . .
  • Focuses on membership and leadership development
    (org development strategies)
  • Empowers local Leagues to improve/expand what
    they are already doing
  • LISTENS

15
Role of a Coach
  • Clarity of expectations
  • Guide
  • Inform
  • Cheerlead
  • Mentor

What is the key to success? ASKING THE RIGHT
QUESTIONS
16
  • Powerful questions Powerful answers

17
Why Ask?
  • All the info is with the coachee.
  • Asking creates buy-in.
  • Asking empowers.
  • Asking develops leadership capacity.
  • Asking creates authenticity.
  • Asking taking opinions and ideas seriously.

18
Change begins the moment we ask a question
  • Asking questions influences change
  • Inquiry and change are simultaneous

19
Appreciative eyes
  • We choose how we look at things and how we talk
    about them
  • Every moment is full of an infinite array of
    possibilities
  • We can only see what we have grown an eye to see.
  • Look at strengths and look for opportunities
    and new things will emerge.

20
The Art of Asking Questions
  • DEFICIT APPROACH
  • AFFIRMATIVE APPROACH
  • What possibilities exist that we have not thought
    about yet?
  • What is the smallest change that could make the
    biggest impact?
  • What solutions would have us all win?
  • What is the biggest problem here?
  • What do you have to do to correct whats not
    working?
  • Why do you miss the mark so often?

21
A bit about our words
  • Three types of conversations
  • Relationship-canceling conversations
  • Relationship-tolerating conversations
  • Relationship-enhancing conversations

22
Ask! Ask! Ask!
23
What does this look like
  • SCENARIO
  • Every other year, we hold a candidate forum for
    the state representative candidates for our
    district. We want to increase the number of
    League members involved in planning and executing
    this event.

24
5 Core Strategies of Appreciative Leadership
5 Is Strategies of Appreciative Leadership
Inquiry Ask positively powerful questions
Illumination Bring out the best of people and situations
Inclusion Engage with people to coauthor the future
Inspiration Awaken the creative spirit
Integrity Make choices for the good of the whole
25
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26
Organizational Change
27
Change and Transition
  • Change is Situational
  • New Program
  • New Team Roles
  • New Policy
  • Transition is
  • Psychological
  • The process people go through to come to terms
    with the new situation

28
So many models, so little time
  • Conversational Coaching common elements
  • Setting an agenda
  • Defining the problem
  • Creating a goal
  • Exploring and developing options
  • Address obstacles
  • Take action

29
GROW Model
  • Most common or best known model
  • Just a way to organize or structure the
    conversation
  • Focuses on concrete action so it is a good model
    for getting practical things done
  • Goal ? Reality Check ? Options ? Will
  • This will be our focus today!

30
Goal
  • What do we want to accomplish?
  • Clear, specific
  • Sample questions
  • What specifically do you want to accomplish?
  • By when do you want to have this done?
  • What will be different as a result of working on
    this?
  • How will we know when weve achieved it?
  • Leagues will set membership leadership goals.

31
Reality Check
  • How are things now?
  • Concrete facts about present situation
  • Understanding our starting point
  • Sample questions
  • What have you tried already?
  • Who else is involved in this situation/goal?
  • What is the situation right now?
  • Use the evaluations/pre-training form to complete
    this.

32
Options
  • What are the potential solutions?
  • Think creatively listen dont suggest
  • Sample questions
  • What are five potential solutions?
  • If you had unlimited resources, what would your
    try?
  • Who else can help?
  • What have you seen others do that might work for
    you?
  • Generate options during coaching session.

33
The 5 Options Technique
  • We stop thinking creatively after 2-3 options.
  • 5 Options Technique gets us unstuck and moves
    us to the creative zone.
  • What are five options for how you could tackle
    this challenge?
  • What else could you do?
  • If you got really radical, what would you try?
  • What have you done in similar situations?
  • Who else could you bring into this?
  • What is already being done? How does this fit?
  • Which of these would you like to pursue?

34
Practical applications
  • Small wins are motivating.
  • Whats the smallest change that we can make to
    have the biggest impact?

35
Will
  • How can we turn our preferred option into
    action steps?
  • Concrete plans high buy-in
  • Sample questions
  • Which option do you want to pursue?
  • What step could be taken this week? This month?
  • What will you commit to doing?
  • Who else will we enlist?
  • Discuss this later this afternoon with Leagues.

36
Is it higher than an 8?
  • Coaching is not always linear, but we can try to
    add some definition (i.e., how to measure will).
  • If the perfect outcome is a 10, where are we now?
  • On a scale of 1 to 10, whats the motivation to
    do this?

0 1 2 3 4 5 6
7 8 9 10
37
The M and the E
  • Monitor progress
  • Evaluate
  • Sample questions
  • What do you need to track during the to assess
    progress against overall goals?
  • What is your story of success?
  • Your coaching calls. Set your first call up
    today!

38
Keeping on Track
  • Reporting consistently can help you keep track of
    what is happening.
  • Every month, you will
  • Complete an online survey report about each
    League you coach
  • Usually takes about 8-10 minutes per survey

39
Membership Numbers
  • Provided 2 times per year
  • Can gauge progress
  • Gives you time to debrief and recognize strengths
    and weaknesses

40
Success is More than Numbers
  • Increased visibility
  • Collaboration with media and community
    organizations
  • Connecting levels of League
  • Renewed enthusiasm and pride a can do
    attitude
  • Strategic thinking and planning

41
What does this look like
  • SCENARIO
  • Our membership goal is to target the young
    professional women in our community and get 5 new
    members in the next 6 months.

42
What about the Event Planning Checklist? Still
want to use this sheet to plan intentionally for
what to do BEFORE, AT, and AFTER the event.
Encourage Leagues to think about how the events
fit with the GROW components.
43
Ready? Go!
44
Your 1 Goal as a Coach
  • BUILD a RELATIONSHIP with the individuals you
    coach!

Part of something great
Trust
Supported
Optimistic
Heard
45
DISCLAIMER
  • One of the keys to building trust is
    confidentiality.

Its a secret. Shhhh!
46
What we dont expect from a coach
Miracle worker
Perfection
Instant success
solver of all problems
47
Its a process
  • Lifecycle of any team/group

PHASE TEAM OUTPUT
FORMING Uncertain but optimistic Low
STORMING Conflict surfaces Low
NORMING Sense of team emerges Moderate
PERFORMING Fully functional Very high
48
What it looks like every month. . .
49
And then. . .
50
Calendar of calls each month
Weeks 1 2 State coaches talk with local League teams
Week 3 Fellows talk with state coordinator and coaches
Week 4 Fellows talk with MLD Support team (i.e. LWVUS)
51
Resources Available
  • Guidance
  • Linda, Erin, and Nancy
  • Each other
  • Forums

52
Questions?
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