Leadership Principles from God’s Word:

Coaching: Module 508 DMario Denton

LL EE AA DD EE RR SS HH II PPCC OO AA CC HH II NN GG

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 intentionsInternational Coach Federation

Definition of Coaching

Dev

elop

men

t

Effectiveness

Current Reality•Level of competence•Described in behavioural terms•Levels of commitment •Obstacles to improving

Intended Outcomes• Intended future state• Described in behavioural terms

The Path•Milestones•Actions•Timeline•Support

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 fastest-growing personal development strategies

Coaching has its roots in: sports coaching clinical and counselling psychology business consulting education & training

Discontent with the present

Unfulfilled dreams

Self-examination

Recognition of missed opportunities

The individual change process Grant & Greene

Step 1

Vision of the future

Inspirational

Motivational

Based on values and beliefs that are congruent with ourselves

Broad vision

Specific goals

Step 2

Skills to get there

Motivational enhancemen

t

Maintain action

Form a plan of action

Begin action

Celebrate success

Understand change process

Examine assumptions about self and world

Remember where we want

to go Monitor progress

Change what’s

not working

Step 3

Continuous and deliberate action

Step 4

Financial Performance

Quality & Client

Relationships

Employee Satisfaction

Empowerment Coaching High Standards

Long-term Orientation

Enthusiasm, Commitment &

RespectTraining &

DevelopmentFair

Compensation

Practice What You Preach

David Maister

B’s•Keep in place

Performance / Potential GridC’s

• Give warning• Provide coaching• Consider if in

appropriate job

C’s• Manage out

High

Potential

Low

PerformanceLow High

Source: War for Talent - HBSP

A’s• Plan next move• Provide extra coaching

A’s• Plan multiple moves• Ensure pay is sufficient

A’s• Identify next

development opportunity

Providing

overall

direction

Power of

analysis

Power of

analysis

Creative

innovation

Creative

innovation

Drive for

results

Drive for

results

Breadth of

vision

THE TOUCH OF CLASS COACHING MODEL

Business acumen

Customerchampion

Open

communi-

cation

Building

team

success

Coach

and

developer

Influence

Gaining

compet-

itive

advan-

tage

Takingdifficult

decisions

Taking

people

with

you

Catalystfor change

Continuous FeedbackCopyright Reserved: Mario Denton

Touch of Class Overall Competencies

5575

4045

6052

6985

6848

6550

0 10 20 30 40 50 60 70 80 90

Coaching and Developing Others

Breadth of visionCustomer champion

Business AcumenPower of Analysis

Creative InnovationCatalyst for Change

Taking difficult decisionsDrive for Results

Open communication

InfluenceBuilding Team success

the International Coach Federation include the following areas of specialisation among others:executive corporate coaching

leadership developmentburnout prevention and/or cure360-degree reviews

personal/life coachingLife planning (including vision and

enhancement)Financial freedomRelationships (including family & friends)CreativityHealth and self-care Spirituality

career/transition coachingcareer transitioncareer satisfactionbig career decision to makeworking in a corporate environment

work coachingchanging expectationstrends in the workplacevalues performance evaluation criteriastrategy implementationworking in teams

small business coachingstarting a new businessworking from homethe transition from corporate to your own business

Coaching Conversations - Types

Sharpening or

improving a competence

Building a new competence over several sessions

Longer conversation for

fundamental change

Type 2Depth

OfIssue

Time

Type 1

Type 3

Coaching Conversations Type 1, 2 and 3Type 1

Resolving Problems

Type 2Building a

competence

Type 3Fundamental

change

Client ProblemsWalk-insBroken promisesAimless

complaintsHow to do?Standards for

perfection

Mistake repeats

Performance reviews/ assessments

Skill improvementSomeone not

open to feedback / change

Disorganized

Over-commitment

Unassertiveness

Requested helpUp or Out “Fast track”Employment EquityLife purposePrimary relationshipNew RoleMajor Investments

Single Session Coaching1. 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 actionSeeing 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 OverviewIntake Session•Relationship•Opening•Focus Topic•Missing Competence

Coaching Session•Enrolment•Clarify Purpose & Outcomes•Distinction•New Practice

Integration Session•Design & Structure•Address Breakdowns•Network of Support

Reflect, AssessAnd Design

Ways in Which We LearnThe Kolb Learning Cycle

The Meta Learning Cycle

I. Primary Learning

Cycle

1. Experiencing(doing)

2. Reflection:(data)

4. Planning andHypothesizing(knowledge)

Paradigm•Assumptions•Beliefs•Values

II. Meta-ReflectionCycle

Goals

3. Conceptualisation (Information)

Accountability ParadigmAs a Manager As a CoachTop down. One person judging.Manager controls when, how and it accountability

Two way. Open ended.Interdependent. Teamwork, Open flow created proactively

Re-active. Punishment/rewardAccountability a “have to”

Proactiveaccountability a “want to”

Seen as judging failure rate. Win/loseBased 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 ChangeWe act in certain ways.

The kind of person we are.

And because of all these things

Turns us into

We pay attention to certain things

And because we pay attention to certain things

or how stay the sameor how stay the sameis exactly the same processis exactly the same process

challenge

support

empathy objectivity

motivator goal-setter

friend observer

Dimensions of coaching Clutterbuck & Sweeney

Model of coaching styles Heron

informingconfrontingprescribing

PUSH

PULLcatalytic

cathartic

supporting

Directive coach leads

Facilitative coach helps client lead

Performance

Climate of trust

Beha

viour Values

Diagnosing

Counseling

Monitoring

Contracting

Flow of coaching

Tangible Business Impacts of Coaching

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

(Frequency of impacts reported by executives)

Intangible Business Impacts of Coaching

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

(Frequency of impacts reported by executives)

“We build great people, who then build great products and services.”

~Jack Welch, CEO, General Electric

Sources

Rozanne WetmoreEdith Sievers

Flaherty, J. 1999. Coaching – Evoking Excellence in others. USA: Butterworth-Heinemann