1. Coaching LFGSM

2. What is Coaching? Life & Executive Coaches facilitate desired behavior changes in the executive by facilitating self-discovery Coaching is executive-centered, not problem- centered. Takes place over 3-12 months, meeting 10-25 times. 3. The Neuroscience of Leadership by David Rock & Jeffrey Schwartz For insights to be useful, they need to be generated from within, not given to individuals as conclusions. This is true for several reasons. First, people will experience the adrenaline-like rush of insight only if they go through the process of making connections themselves. The moment of insight is well known to be a positive and energizing experience. This rush of energy may be central to facilitating change A 1997 study of 31 public-sector managers by Baruch College researchers Gerald Olivero, K. Denise Bane, and Richard E. Kopelman found that a training program alone increased productivity 28 percent, but the addition of follow-up coaching to the training increased productivity 88 percent. 4. Coaching Issues LIFE COACHING Personal issues Life traumas Divorce Marriage Relationships Purpose Creativity Commitment EXECUTIVE COACHING Business issues Strategy Interpersonal skills Communications Influence Team building 5. Coaching Process Coaching Conversation Model 1. Establish Focus 2. Discover Possibilities 3. Plan the Action 4. Remove Barriers 5. Recap Specific behavior change goals Possible Assessments 360 interviews Personality profile MBTI Possible Executive Summary Action Plan for Executive 6. Why Coaching Works Commitment Accountability PRACTICE! 10-30 sessions, 7-60 hours 7. Can I trust you? Do you care about me? Are you committed to this? Questions We Have About Our Coaches 8. Coaching Through the GapCURRENT REALITY GOALS of Executive Coaching Conversation Model Coaches facilitate discovery in clients, NOT solve their problems 9. Coaching Conversation Model Establish Focus Step 1 Discover Possibilities Step 2 Plan the Action Step 3 Remove Barriers Step 4 Recap Step 5C U R R E N T R E A L I T Y C O A C H E E G O A L S Coaching Skills Contextual Listening Discovery Questioning Messaging Acknowledging and Celebrating The Coaching Conversation Model is a registered copyright of CoachWorks International, Dallas, TX USA and is used by CCUI with permission. Coaching Through the Gap 10. Step 1. Establish Focus What would you like to accomplish today? What are the gaps between your intentions and your reality? What specific perceptions of you that you wish to change? What are the behaviors driving those perceptions of you? 11. Step 2: Discover Possibilities (Ask open-ended questions) What outcomes do you want? What is the best thing that could happen? Paraphrase to confirm understanding. What is another perspective? Help draw out the consequences of their suggestions. What does it look like from 1,000 feet? 12. Step 3: Plan the Action (Moving the clients towards their choice) Which perspective resonates with you? What do you need to do now? Focus on the outcome desired beyond the problem definition. Would it help to do this in smaller pieces? Set target dates for completion of agreed to tasks or practice reports. How will I know you have done it? What will you do if this does not work? Current Reality The Goal 13. Step 4: Remove Barriers (Ask questions, clarify, support) What is preventing you from succeeding? Who do you need to talk to? What do you need that you dont have now? What needs to be different to work? Who could help you? 14. Step 5: Recap What will you commit to now? What are you doing and when? How would you like me to hold you accountable? Re-emphasize your support and acknowledge your clients strengths. 15. Coaching Management Caveat Selectively use coaching techniques for managing others The Helping Hand. Possible conflict of interest with boss coaching a subordinate: Personal issues Confidentiality Performance Judgment Best personal coach is non-company coach. 16. Our Agenda Others Ask Understand Strengths Outcomes My agenda Self Tell Judge Weaknesses Problems Shifting from Traditional Management To Coaching Management 17. Shifting from Traditional to Coaching Management TRADITIONAL Management COACHING Management 1 Managing only for results Creating sustainable results, engaging employees 2 Controlling the employees action Empowering individuals to take better actions 3 Creating a fear of consequences Creating a safe place for risk taking 4 Focusing on weaknesses Recognizing strengths 5 Pointing out failures/errors Endorsing effort and growth 6 Reinforcing a we/they attitude Optimizing everyones styles and strengths 7 Solving all the problems Helping others solve and prevent problems 8 Listening to what employees say Understanding what employees are meaning 9 Setting an expectation of long hours Modeling a healthy work/life balance 1 0 Being the source of approval Being the resources for collaboration and resolution 18. LISTENING = Most important coaching skill Level 1 = Internal/Facts Level 2 = External/Client context Level 3 = Global/Holistic present/past-future Hear, see, sense, process at 100% awareness! Ask open-ended questions (WhatHow?) 19. People dont care how much you know until they know how much you care. You can get anything you want as long as you help others get what they want. Zig Ziggler