coaching for success

Coaching for Coaching for SuccessSuccessTodd M. GrivettiTodd M. Grivetti

MSN, RN, CCRN, CNMLMSN, RN, CCRN, CNML

President / CEO, Level V, Inc.President / CEO, Level V, Inc.

Four Step Coaching Four Step Coaching ProcessProcess

Explain

Practice

Feedback

Demonstrate

Enhancing ConfidenceEnhancing Confidence

Reassure

ChallengeHelp

Enhancing ConfidenceEnhancing Confidence ReassureReassure

Reassure the way they feel is normalReassure the way they feel is normal Share your own experiences by describing a time when you Share your own experiences by describing a time when you

experienced low confidence.experienced low confidence. EncourageEncourage

Challenge the person’s perception of themselves and the Challenge the person’s perception of themselves and the situationsituation

The may perceive obstacles where there are noneThe may perceive obstacles where there are none May feel overwhelmed by the size or unfamiliarity of the taskMay feel overwhelmed by the size or unfamiliarity of the task Remind them of their accomplishments and strengths in similar or Remind them of their accomplishments and strengths in similar or

related situationsrelated situations Offer to help them make realistic assessments of the risksOffer to help them make realistic assessments of the risks Help them by discussing the worse possible outcome and then Help them by discussing the worse possible outcome and then

related it to the more realistic outcomerelated it to the more realistic outcome HelpHelp

Offer concrete helpOffer concrete help Do not leave the personal aloneDo not leave the personal alone Offer realistic and practical support (offer a private rehearsal of the Offer realistic and practical support (offer a private rehearsal of the

program), or a review of the draft. program), or a review of the draft.

Encouraging FlexibilityEncouraging Flexibility

First in this process is to understand First in this process is to understand peoples’ psychological reactions to peoples’ psychological reactions to changechange Three Common factorsThree Common factors

FearFear UncertaintyUncertainty AngerAnger

Learning to recognize these will allow Learning to recognize these will allow you to help the person you are coachingyou to help the person you are coaching

Encouraging FlexibilityEncouraging Flexibility UncertaintyUncertainty

Most common reactionMost common reaction Provide them with information about what is going to Provide them with information about what is going to

happen in the future and how it will affect them. happen in the future and how it will affect them. AngerAnger

Often caused because the person has no control over Often caused because the person has no control over what is happening to them. what is happening to them.

The most affective way to respond to anger is to directly The most affective way to respond to anger is to directly involve the individual in the change. involve the individual in the change.

You allow them to have a say about how the change will affect You allow them to have a say about how the change will affect them personallythem personally

FearFear Common psychological responseCommon psychological response

Provide reassurance, support and encouragement – Provide reassurance, support and encouragement – Directly or Indirectly. Directly or Indirectly.


Strategies:Strategies: Exploring others’ concerns using Exploring others’ concerns using

questionsquestions Focusing on the aspects of the situation Focusing on the aspects of the situation

that are likely to change the mostthat are likely to change the most Helping others to see the situation from Helping others to see the situation from

a different perspectivea different perspective Modeling flexibility to encourage the Modeling flexibility to encourage the

same behavior from others. same behavior from others.


Resistance to change is usually Resistance to change is usually caused by the individual focusing on caused by the individual focusing on the disadvantages of changing and the disadvantages of changing and the advantages of not changingthe advantages of not changing ReframeReframe

Help the person see the change from a Help the person see the change from a different perspective. Ask:different perspective. Ask:

What are the advantages of changing?What are the advantages of changing? What are the disadvantages of not changing?What are the disadvantages of not changing?


Modeling FlexibilityModeling Flexibility Provide the individual(s) you are Provide the individual(s) you are

coaching with an example of how to be coaching with an example of how to be flexible with change. flexible with change.

If you model inflexibility, this gives the If you model inflexibility, this gives the person you are coaching the impression person you are coaching the impression you are inflexible or rigid and likely will you are inflexible or rigid and likely will be met with the same attitude. be met with the same attitude.

Exploring FlexibilityExploring Flexibility

In the following three scenarios, In the following three scenarios, identify which of the following best identify which of the following best matches these skills:matches these skills: Exploring ConcernsExploring Concerns ReframingReframing Modeling FlexibilityModeling Flexibility


ScenariosScenarios


Scenario One: RichardScenario One: Richard Mark, a member of my team is having Mark, a member of my team is having

difficulty with the new invoicing system difficulty with the new invoicing system the organization has recently the organization has recently introduced. During our discussion, I introduced. During our discussion, I agreed to let him continue using the old agreed to let him continue using the old system until he became more system until he became more comfortable with the new system.comfortable with the new system.Modeling FlexibilityModeling Flexibility


Scenario Two: CarolineScenario Two: Caroline When discussing the introduction of a When discussing the introduction of a

new quality control procedure to the new quality control procedure to the team, I discovered that Thomas was team, I discovered that Thomas was uncomfortable with the changes. I uncomfortable with the changes. I asked him how he felt about his asked him how he felt about his concerns and discovered he was concerns and discovered he was worried about how fast he could adapt worried about how fast he could adapt to the changes.to the changes.Exploring ConcernsExploring Concerns


Scenario Three: SeanScenario Three: Sean Our department is being relocated to the Our department is being relocated to the

corporate office and several members of corporate office and several members of my team are complaining about the my team are complaining about the disruption to their work. I told them the disruption to their work. I told them the relocation will increase the efficiency of relocation will increase the efficiency of communication with the other units and communication with the other units and that the organization can only operate that the organization can only operate efficiently if it is centralized. efficiently if it is centralized. ReframingReframing

Understanding FlexibilityUnderstanding Flexibility

U.S. Capital

Washington, DC, May 2010

Understanding ConflictUnderstanding Conflict

Nature of ConflictNature of Conflict Which of the following best describe the Which of the following best describe the

three things that happen during three things that happen during conflict?conflict? People Don’t ListenPeople Don’t Listen People tend to agree in the endPeople tend to agree in the end People become rigid and blamingPeople become rigid and blaming People don’t reach a solutionPeople don’t reach a solution People reach a solutionPeople reach a solution People form a relationshipPeople form a relationship


Nature of ConflictNature of Conflict Which of the follow best describe the Which of the follow best describe the

three things that happen during three things that happen during conflict?conflict? People Don’t ListenPeople Don’t Listen People agree in the endPeople agree in the end People become rigid and blamingPeople become rigid and blaming People don’t reach a solutionPeople don’t reach a solution People reach a solutionPeople reach a solution People form a relationshipPeople form a relationship


The Conflict SpiralThe Conflict Spiral Nobody listens to each otherNobody listens to each other Anger and blaming beginAnger and blaming begin Lack of solutions being reachedLack of solutions being reached

Often people in conflict are intent on Often people in conflict are intent on having their say, they do not having their say, they do not acknowledge what others are saying. acknowledge what others are saying.

As conflict progresses, the people As conflict progresses, the people involved often become rigid and begin involved often become rigid and begin blaming others.blaming others.


As conflict continues to spiral, people As conflict continues to spiral, people become progressively angrybecome progressively angry In these situations, it is very unlikely a In these situations, it is very unlikely a

solution will be reaching without coaching. solution will be reaching without coaching. When coaching to resolve conflict, you When coaching to resolve conflict, you

may need to apply this three step may need to apply this three step processprocess Break the conflict spiralBreak the conflict spiral Gain CooperationGain Cooperation Don’t compromiseDon’t compromise


Break the conflict spiralBreak the conflict spiral Prevent interruptions between each otherPrevent interruptions between each other Control who is talking at any one timeControl who is talking at any one time Control what they are talking aboutControl what they are talking about

You can break the conflict spiral by making a You can break the conflict spiral by making a suggestion or simply stating what you want the other suggestion or simply stating what you want the other party to do. party to do.

Gain cooperationGain cooperation Most effective way is to explore a plan that is Most effective way is to explore a plan that is

acceptable to both parties. acceptable to both parties. This can lead to a solution, resulting in both parties This can lead to a solution, resulting in both parties

focusing on the solution rather than the conflictfocusing on the solution rather than the conflict


Don’t CompromiseDon’t Compromise Simply do not accept a compromise Simply do not accept a compromise

solution because this means that both solution because this means that both parties have given up something that is parties have given up something that is important to them. important to them.

Focus on the needs of all parties and Focus on the needs of all parties and stay in discussion until you have found stay in discussion until you have found a lateral solution that meets everyone’s a lateral solution that meets everyone’s needs. needs.

Coaching to Coaching to DevelopDevelop

MotivationMotivation

Developing MotivationDeveloping Motivation

Which of the these statements about Which of the these statements about motivation do you thing are true and which motivation do you thing are true and which are false?are false?The best way to motivate someone is to lecture The best way to motivate someone is to lecture them on how important it is that they make the them on how important it is that they make the efforteffort

TRUETRUE FALSEFALSE

Money is the best motivatorMoney is the best motivator TRUETRUE FALSEFALSE

Unmotivated people can safely be left to handle Unmotivated people can safely be left to handle customerscustomers TRUETRUE FALSEFALSE

A team’s effectiveness depends on its ability to A team’s effectiveness depends on its ability to motivate itselfmotivate itself TRUETRUE FALSEFALSE

People who are motivated are prepared to help People who are motivated are prepared to help othersothers TRUETRUE FALSEFALSE

You should always attempt to coach someone to You should always attempt to coach someone to motivate themselvesmotivate themselves TRUETRUE FALSEFALSE

Unmotivated people will always listen to good Unmotivated people will always listen to good adviseadvise TRUETRUE FALSEFALSE


What do you think are the four signs What do you think are the four signs which indicate a motivated person?which indicate a motivated person?

They care about their They care about their performanceperformance

They collaborate with They collaborate with othersothers

They initiate actionThey initiate action They always agree They always agree with otherswith others

They initiate conflictThey initiate conflict They provide supportThey provide support


When coaching to develop motivation, you the When coaching to develop motivation, you the leader need to determine who is and who is not leader need to determine who is and who is not motivated. motivated.

Four characteristics for identifying a Motivated Four characteristics for identifying a Motivated person:person: They care about their performanceThey care about their performance

Individually and on a teamIndividually and on a team Take initiative to problem solveTake initiative to problem solve Gauge how well do they collaborate to find ways to Gauge how well do they collaborate to find ways to

improve performanceimprove performance Gauge how prepared are they to help others and Gauge how prepared are they to help others and

provide mutual supportprovide mutual support


Characteristics of Unmotivated people:Characteristics of Unmotivated people: Appear uninterested in their own Appear uninterested in their own

performanceperformance Do Not initiate actionDo Not initiate action Do Not collaborateDo Not collaborate Do Not seek to find solutions to problemsDo Not seek to find solutions to problems Poor Attitude and lack of accountabilityPoor Attitude and lack of accountability Provide little or no support to othersProvide little or no support to others


Common approaches to motivatingCommon approaches to motivating Offer incentivesOffer incentives

Provides praise and recognitionProvides praise and recognition May be in the manner of a raise, opportunity to do more May be in the manner of a raise, opportunity to do more

challenging tasks, or some other type of incentivechallenging tasks, or some other type of incentive

Give adviceGive advice Provide feedback on what they CAN DO to motivate Provide feedback on what they CAN DO to motivate

themselvesthemselves Ask questionsAsk questions

Help the person identify their reason(s) for the lack of Help the person identify their reason(s) for the lack of motivation. motivation.

This approach allows them to develop their own This approach allows them to develop their own solutionssolutions


Asking questions:Asking questions: Ask the What and how questionsAsk the What and how questions

What can you do to change?What can you do to change? What do you need to make this happen?What do you need to make this happen? How can you make it less boring?How can you make it less boring? How can you challenge yourself?How can you challenge yourself?

Stay silentStay silent Using silence places a subtle pressure on the person to Using silence places a subtle pressure on the person to

respondrespond Push for more detailPush for more detail

Utilize when the person begins to answer your questionsUtilize when the person begins to answer your questions Helps them explore a solution Helps them explore a solution


The key to coaching motivation is to The key to coaching motivation is to let the person work it out for let the person work it out for themselves. themselves.

By using questions and avoiding By using questions and avoiding giving advice, you help others take giving advice, you help others take responsibility solving their own responsibility solving their own motivational problems. motivational problems.

QUESTIONS?

coaching for success

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coachingthe person

realistic assessments

practical support

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affective way

related situationsremind