coaching & feedback

© 1998 Center for Creative Leadership. All Rights Reserved.

COACHING

An Overview of Theory and Practice


AGENDA

COACHING THEORY- What is Coaching?- A Model for Coaching

COACHING PRACTICE- Tools: Listening, Questioning,

Giving Feedback- Trio Practice


WHAT IS COACHING?

A way to facilitate learning A mutual endeavor; not done to

someone Helps coachees gain clarity about

themselves and the challenges they face Assists coachees to expand options and

make choices among them Supports coachees to develop

themselves and reach their goals


How Do People Change?

What motivates people to change?

What stops people from changing?


A Model for Coaching

Two Components

Coaching Relationship

Coaching Process- Assessment- Challenge- Support

CCL® Coaching Framework


The Coaching Relationship

The coach creates a SAFE environment in which the coachee can take risks and learn

The coach FACILITATES and COLLABORATES rather than acting like an expert, making recommendations or giving answers

The coachee is responsible for decisions about what actions to take


Assessment

Clarify session purpose Determine what is/is not

working Define

strengths/development areas Note unintended and desired

results


Assessment

Who is involved? What has been

done so far?

What is working or not working right now?

What unintended results are each of us seeing?

What is the purpose of the meeting?

What exactly does each of us want to see differently?

When do we want to achieve this?


Challenge

Brainstorm options Identify obstacles –

internal/external Set developmental goals Create action plan and

measurement


Challenge

What are the options?

What are the pros and cons of each?

How could we view this differently?

What do you want to do?

Will this meet your goal?

Who needs to be involved?

What short-term and long-term measures will be taken?

How will we know you are on track?

How will we know you have reached the goal?


Support

Determine resources needed Create plan to monitor progress Link to motivation Define support from coach


Support

What are the major constraints and supports?

What support is missing that could make a difference?

What can I do to support you?

How will we monitor progress?

What are our milestones?

Will we use deadlines?


How to give FEEDBACK –S-B-I Model

Situation – Describe where and when the observed behavior occurred.

Behavior – Describe what you saw or heard (a videotape would capture this – no interpretations or judgments).

Impact - Share the impact of the behavior on you or others. “I felt…” or “I was…”. If you hear yourself saying “YOU were…” you’re probably on the wrong track.


Trio Practice –Three Rounds of 25 mins.

5 minutes – Coach shares with trio his/her coaching strengths and developmental areas then targets specific areas for feedback in debrief after role play

10 minutes – role play; observers take notes in Situation-Behavior-Impact model format

10 minutes – debrief with feedback on coaching behaviors; focus here IS NOT problem solving

Repeat process for Coach #2


Develop as a Coach

Practice coaching in real time: 3 events between now and Sept. 27

• a conflict situation (or give difficult feedback)• switch from advice-giving to coaching• coach someone about career development

Feedback• ask your coachees for feedback after each practice

event above• journal what worked well and what was difficult – be

ready to discuss at the training on Sept. 27


Selected Resources

Sharon Ting and Peter Scisco (Eds.) (2006). The CCL Handbook of Coaching: A Guide For The Leader Coach

Terry Bacon and Karen Spear (2003). Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement

Hargrove, R. (2003). Masterful Coaching.

Whitmore, J. (2002) Coaching for Performance: Growing People, Performance and Purpose


Agenda

Coaching & core competencies Coaching & leadership Teams Coaching techniques: feedback,

motivation & questioning Best practices Do’s & Don’ts


COACHINGCOACHING

IS NOT Disciplining Counseling Mentoring Managing

IS 100% of your time 2-way communication Focusing on future

opportunities About them Ability to help stretch

individuals out of their comfort zones


Manager?

Coach?


Manager or Coach? Manager

– Solves Problems– Controls– Provides Answers

“It’s my job” “It’s your job” “Have to”


Manager or Coach? Manager

– Solves Problems– Controls– Provides Answers

“It’s my job” “It’s your job” “Have to”

Coach– Ensures Solutions– Facilitates– Asks Questions

“It’s our success” “Want to”


Coaching Core Competencies

Knowledge of Business Clarity of Purpose & Responsibilities Active Listening Questioning for Understanding &

Options Trust Fairness Encouragement


Leadership is not a spectator sport.

“Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward.”

The Leadership Challenge, Kouzes & Posner


Leadership ChallengeDemonstrate what is important by:

how they spend their time,

the priorities on their agenda,

the questions they ask,

the people they see, the places they go, the behaviors and

results that they recognize & reward

Planning: direction Priorities: Set & keep

– Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services

Questioning/understanding Relationships/partnerships &

communication

Modeling behaviors; re-enforcing positive behaviors


Teams & Coaching


Teams & Coaching What type of team

are you building? Team style =

Coaching style– Baseball?– Orchestra?– Tennis?– Running?– Basketball?– Hockey?

Choir, Band, Precision Skating,Dance Troupe

Board, committee


COACHING TECHNIQUES

Explain importance of issue being addressed (purpose & part)

Clarify how it’s done (process) Show how to do it (picture) Observe person doing it (practice) Feedback (pats & pointers) Agree on next steps (proceed on

path)


How do I?

Communicate?Communicate?

Feedback?Feedback? Motivate?Motivate?


Feedback: What, How, Why??

WHAT you saw or heard BEHAVIOR HOW you felt EMOTION WHY you are discussing IMPACT

“When you......I feel (felt)......because.....”


Adjusting Feedback

WHAT you would prefer would work better

WHY you prefer/suggest this

“I would like.....because..... What do you think?”


FeedbackFeedback ““feed back” to us their perceptionsfeed back” to us their perceptions

their perceptions are our realitytheir perceptions are our reality increase our understanding of their realityincrease our understanding of their reality

is a gift for usis a gift for us is a must is a must silence is not assentsilence is not assent what we don’t know CAN hurt uswhat we don’t know CAN hurt us


When feedback chews us up:When feedback chews us up:

The human brain is like a garbage can.The human brain is like a garbage can.

What comes out first often depends on the last What comes out first often depends on the last time it was shaken up.time it was shaken up.


THISTHIS is a gift? is a gift?

“Before you say what you think, be sure you have.”

Malcolm Forbes


Motivation: Why & How?

Confidence breeds Confidence

Seize or create opportunities Be specific; what “results” are you

recognizing? Clarify; what’s the overall impact? Reinforce; articulate continuing

support


Coaching Core Competencies

Knowledge of Business Clarity of Purpose & Responsibilities Active Listening Questioning for Understanding &

Options Trust Fairness Encouragement


Questioning for Understanding

How do I know this? Why do I think this? What do I know about this? Why is this happening? Why? Why?

– Let the why take you to the actual problem


Best Practices

Dottie Moon, Pratt & Whitney

Lynn Berard, Carnegie-Mellon University


Coaching: Don’t

Show favoritism Do it all yourself/take over Belittle or be mean Tease or use sarcasm Rely on email to communicate


Coaching: Do

Map out different strategies & share them with everyone

Allow everyone to participate to their ability

Let minor problems go unless repeated regularly

Provide lots of time & opps for practice Provide lots of positive feedback as well as

adjusting feedback Ask questions to help others think through


All coaching is, is taking a player where he can’t take himself

• Bill McCartney, Defensive Coordinator, San Francisco ‘49ers (Super Bowl Season)

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