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An Introduction to Coaching Conversations

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An Introduction to Coaching Conversations Ed Tempest & Rebecca Williamson East Midlands Leadership Academy 14th July 2014 – PowerPoint PPT presentation

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Title: An Introduction to Coaching Conversations


1
An Introduction to Coaching Conversations
Ed Tempest Rebecca Williamson East Midlands
Leadership Academy 14th July 2014
2
Aims for the day.
3
What is coaching?
European Coaching and Mentoring Council Coaching
is a process limited to a specific period of time
that supports individuals, teams or groups in
acting purposefully and appropriately in the
context they find themselves in. The coach
supports clients in achieving greater
self-awareness, improved self-management skills
and increased self-efficacy, so that they develop
their own goals and solutions appropriate to
their context
Or simply
Coaching is unlocking a persons potential to
maximise their own performance. It is helping
them to learn rather than teaching them Sir
John Whitmore
4
Coaching Vs Mentoring
European Coaching and Mentoring Council Mentoring
is a developmental process in which a more
experienced person shares their knowledge with a
less experienced person in a specific context
through a series of conversations. Occasionally
mentoring can also be a learning partnership
between peers.
Coaching is primarily focussed on performance
within the current job and emphasises the
development of skills. Mentoring is primarily
focussed on longer term goals and on developing
capability. David Clutterbuck
5
A brief (and factually debateable) history of
coaching in the workplace

  • The Inner Game of Tennis 1974, Tim Gallwey
  • The Inner Game of Golf 1981, Tim Gallwey
  • Coaching for Performance 1982, Sir John
    Whitmore

6
Today, how many people are practising coaches?
The International Coaching Federation (ICF)
estimates that it has in excess of 20,000 members
worldwide
Based on this figure, there are likely to be in
excess of 80,000 coaches in total in an industry
that is worth over 1 Billion Dollars a year
7
Coaching as a Leadership Style
The consultancy firm The Hay Group categorise
leadership into six styles. These are Coercive
gaining immediate compliance from
employees Authoritative providing long term
vision and leadership Affiliative creating
trust and harmony Democratic reaching group
consensus and generating new ideas Pacesetting
leading by example and accomplishing tasks to
high standards Coaching focusing on the
professional growth of employees.
8
Pace-Setting Leadership Recent research has
found that managers and leaders in Healthcare
settings have favoured the pacesetting style. The
Kings Fund report Leadership for Engagement in
the NHS (2011) argues that leaders need to shift
their style more towards a predominantly coaching
style. In groups, think about the six different
styles and discuss examples of when it has been
necessary to utilise different approaches with
your staff and trainees. 10 Mins
9
The Business-Case for Manager-Coaches
Impact of manager coaching - 10 main areas
changes the culture or helps to embed a coaching
culture improved management skills and
capability behaviour change in the coaches
benefits for the coachees as a result of
receiving coaching greater employee engagement
and commitment improvements to business
indicators or results savings in HR
time/costs achievement of external awards and
recognition unexpected spin-offs accelerated
talent development CIPD, 2013
10
Coaching to Reinforce Training
The Xerox Corporation showed that in the absence
of follow-up coaching 87 of the skills change
brought about by the training program was lost.
However good skills' training is in the
classroom, most of its effectiveness is lost
without follow-up coaching. For example Most
sales people try out the new skills for a few
calls, find that they feel awkward and the new
method isn't bringing instant results, so they go
back to their old ways
11
What are Coaching Conversations?
  • Start with the end in mind
  • Outcome Learning focussed
  • Open Questions What How
  • The Perfect Question.

Being an effective coach requires a continuously
expanding portfolio of MDQs -- Massively
Difficult Questions. These are what stimulate the
client to reflect and gain personal insight.
Equally important, however are the MDQs we ask
ourselves. For example For whose benefit am I
asking this question? Can I do more here by
saying nothing? What am I afraid of in this
conversation or situation? What can I learn from
this person? What emotions am I feeling and to
what extent are these influencing my approach the
client's issue? Clutterbuck 2006
12
The GROW Model
13
Exercise
  • In groups of 3, take it in turns to play the role
    of Coach, Coachee, and Observer. Each Coachee is
    to think of a situation that they would like help
    with and its the coachs job to try and come up
    with an MDQ to help them learn. Try to use the
    GROW model to structure the conversation and find
    a SMART objective to take away. The observer
    feedbacks back at the end of the session.
  • 30 mins, 10 mins each role including feeding
    back.
  • Think about how it feels to be in each role? What
    are you seeing? What are you hearing? How are you
    feeling?

14
Break
15
Coaching Tools
16
The Disney Method
17
Exercise
In pairs, one person take the role of coach and
the other coachee. The coach takes the coachee
through the 3 different perspectives, focussing
on finding a solution to a specific issue. 5
minutes each.
18
Perceptual Positioning
1st Perspective See the situation through your
own eyes. Run through the meeting or interaction
as if you are there in it. Pay attention to your
own thoughts and feelings. Consider your own
needs. 2nd Perspective Imagine what it is like
to be the other person. Put yourself in their
shoes - as if you are looking back at yourself,
seeing, hearing, and feeling as the other person.
How is 'that you over there' coming across to
you. Are they in rapport with you? Are they
respecting you? Is he/she taking your views into
account? 3rd Perspective Take a detached
viewpoint. Imagine you are looking at yourself
and the other person 'over there' - seeing the
two of them speaking, gesturing etc. Pay
particular attention to non-verbal behaviour such
as the body language and the sound of their
voices. Then consider, as a result of taking this
view, what advice you wish to give 'yourself'
about how you are handling the situation
19
Exercise
In pairs, one person take the role of coach and
the other coachee. The coach takes the coachee
through the 3 different positions, remembering a
specific conversation. The coach should focus on
asking questions that allow the coachee to
recognise what they are seeing, hearing and
feeling in the different positions. 5 minutes
each.
20
Group Discussion
What went well?
What did you find tricky?
21
The Coaching Environment
What things should you consider?
What makes a good coaching environment?
22
The Coaching Conversation
In Pairs, 20 minutes per pair, take it in turns
to play the role of coach and coachee. Have a
coaching conversation drawing together the tools
and techniques weve learned. Think about what
you see, hear and feel at different points as
coach and coachee
23
Questions?
24
Thank you!
Edward.tempest_at_nottshc.nhs.uk
www.leadershipeastmidlands.nhs.uk
25
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26
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