coaching, coaching psychology and improving performance
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Coaching, Coaching Psychology and improving performance. Beyond GROW Dr Alison Whybrow Special Group in Coaching Psychology, British Psychology Society. Route Map. Coaching – why and the how GROW and similar models Is there more to coaching than GROW? - PowerPoint PPT PresentationTRANSCRIPT
Coaching, Coaching Psychology and improving
performance
Beyond GROW
Dr Alison Whybrow
Special Group in Coaching Psychology, British Psychology Society
Route Map
Coaching – why and the how
GROW and similar models
Is there more to coaching than GROW?
The Psychological underpinnings of Coaching – three frameworks
Practical tools
Reflections
Why? Improved effectiveness
Increase practical skills Increase resilience under pressure Enable a focus on the outcomes Increase decision making and
personal effectiveness Increase self-awareness
Coaching is….
….unlocking a person’s potential to maximise
their own performance. It’s helping them to learn rather than teaching
them (Whitmore, 2000)
GROW
GOAL
OPTIONS
WILL
REALITY
The underpinning questions…
GWhat is it you are trying to achieve?What does that look like?How will you know when you’ve achieved that goal?
RWhere are you now? What is happening at the moment in relation to this goal? What is a realistic deadline for achieving the goal?
OWhat options do you have?Who can support you to achieve this goal?What information / training do you need?
WWhat is the first step that you need to take towards this goal?How motivated are you to achieve this goal?What small action will you take when you leave this session?
Other models
STRONG
T-GROW
Any others
Some of the basic skills….
Rapport / engagement Delivering messages Listening skills Questioning skills Process skills Self Awareness
Psychology and Coaching
A little exercise
Spend 4-5 mins reading the story AND answering the 18 statements with ‘true’, ‘false’, and ‘don’t know’.
Add up the subtotal for each column
Be prepared to share those results
There is no one truth or ‘right’ world view
We don’t see the world as it is, we see the world as we are
(Anais Nin)
More on perception
oxxxxxxxoxxxxxxxoxxxxxxxoxxxxxxxoxxxxxxxoxxxxxxxo
Feelings and emotional about
the world and about changes
that they’ve identified in their
heads?
Acquiring the specific skills and
capabilities to succeed in
applying new practices,
behaviours and processes
Rational-analytical side,
addressing preconceptions/ ‘mental models’ that people have about the world
Three Psychological Frameworks
Gestalt – Existential Perspective
Cognitive Behavioural
Solutions Focused
Fritz Perls and Gestalt
Full awareness in the moment Patterns of behaviour / thought in
coaching sessions are mirrors of patterns outside sessions
Mindful interventions – noticing a word, a pattern, a position
Two chair work / meta mirror/ field experiments
Exploit and explore the physical senses
Cognitive Behavioural Therapy
There are three core ideas we hold about the world that underpin our thinking patterns (Albert Ellis).
Our beliefs about the world lead to situation specific responses that guide our choices (based on Aaron Beck)
We think like this because…
Ellis’s three core beliefs: I must be perfect If I don’t do well then it is
awful leading to stress, anxiety, depression, shame and guilt
Others must like me If you do not then you / I deserve to be punished leading to anger, passive-aggressiveness and violence
Life should be easy If not, I can’t stand it leading to self / other pity, procrastination, addictive behaviour, depression
Thinking errors
All or nothing thinkingMagnificationMinimisationPersonalisationEmotional reasoningMind readingLabelling
Discounting the positiveDemanding-nessFocusing on the negative Fortune tellingOvergeneralisationI-can’t-stand-it-it isBlame
Specific thinking patterns that lead to situation specific Automatic Negative Thoughts including:
What does this mean?People are not disturbed by events, but by the
view they take of them (Epictetus)
Everything is but what your opinion makes it; and that opinion lies within yourself (Marcus
Aurelius)
Hamlet: Why then ‘tis non to you; for there is nothing either good or bad, but thinking makes it
so (Shakespeare)
The good news….
People can learn to notice and change their own thoughts with
powerful emotional and behavioural benefits.
The Psychological Management Model
A – Activating eventB – BeliefsC - ConsequencesD – Dispute E – Effective
Techniques
Thinking skills – to create realistic (replacing the unreaslitic positive/negative thinking)
Imagery techniques Self acceptance exercises Hard work and practice
“Company politics make me furious”
“Making an error makes me useless”
“The Director makes me so angry”
“The lift gives me panic attacks”
“Giving presentationsmakes me feel dreadful”
“My workload makesme feel so depressed”
Common Statements
Investment Fund Manager
PITs‘this is a complete waste of time’
‘I’m not doing particularly well’
‘this is terrible’
‘I will be seen as the junior guy who’s just come along for experience’
PETs‘I can do this, I’m good at this’
‘The implications of making a mistake are not so bad’
‘Just because I’ve made one mistake, it doesn’t mean I’m entirely bad’
Joe, Climberfrom touching the void
SITs‘I am going to die’
‘This wasn’t in the game plan, this shouldn’t happen to me’
‘I can sit here hoping for things to get better’
SETs‘I am a fit 25 year old, who wants to climb the world’
‘Look back and realise how scary the night had been’
‘Could be sitting here for days’
‘Have to keep making decisions – if you don’t there’s no hope.’
‘Didn’t tie a knot in the end of the rope – then it would be quick’
Joe, Climber (Contd)from touching the void
SITs‘you haven’t even started mate, it’s miles and miles and on really bad ground’
SETs‘it occurred to me that I should set definite targets.’
‘I can get to that crevasse in 20 mins’
Exercise
Focus on one aspect of your performance that you’d like to improve
Examine the thoughts that might be inhibiting your performance
Write these down in the left hand column Challenge these thoughts: Are they realistic,
Logical, Helpful? Write down any performance enhancing
thoughts in the right hand column
Solutions Focused Part 1: In pairs, decide who is A and B. B – think of a time (sparkling moment) when you were at
your best and spend 3 mins describing it. A – Get as much detail as possible, observable, positive,
concrete details. Listen carefully to and note what your partner says
What was it about the moment that made it sparkle for you? What do you remember most about yourself as that
moment? What might others have noticed? What did other say / do? What else?
Sparkling moments
Part 2 Giving Affirms/ Identifying Resources
Based on what your partner has just said…. Reflect on what you now know about their
excellent qualities, skills and resources as a person – thin for a moment.
Then tell them and wait for them to say ‘Thank you’
Sparkling moments
Part 3 – find small actions Based on the discussion you’ve had so far A asks B – Choose a small action that will
increase the likelihood of more Sparkling moments happening at work in the following days and weeks
Make sure the action is small and specific.
Solutions Philosophy
“Problem talk creates problems…. Solution talk creates solutions.”
(Steve de Shazer)
Bringing coaching and psychology together
Psychologically based tools and techniques are used everyday by coaches, line managers and individuals to enhance their performance and effectiveness.
The tools and techniques discussed here today can be easily applied.
Psychological understanding is particularly helpful for coaches.
Ethical practice
Working to improve individual performance at work can take unexpected directions
Whatever tools and techniques used, there are boundaries to competence, where reference to a psychologically trained / more experienced coach, a counsellor, or therapist is the best next step
References Lee, G Leadership Coaching: From Personal Insight to
Organisational Performance: CIPD Neenan, M. & Dryden. W. (2002). Life Coaching: A
Cognitive-Behavioural Approach. Hove: Brunner-Routledge.
Palmer, S., Cooper, C., & Thomas, K. (2003). Creating a Balance: Managing Stress. British Library, London
Peltier, B. (2001).The Psychology of Executive Coaching: Theory & Application. Brunner-Routledge
Szarbo, P and Berg, I.K (2005) Brief Coaching Pemberton, C (2006) Solutions for Managers.