COACHING SKILLS AND IMPROVING PERFORMANCE

FOR MENTORING, TEACHING AND MORE…

Jules Willcocks

• Feelings of inadequacy?

OBJECTIVES

• Establish the difference and similarities between coaching and mentoring are

• Identify useful tools and techniques in coaching

• Extrapolate these to other areas

• Do a brief practice session using GROW model

• Take these away and apply them to mentoring, teaching and more

OTHER APPLICATIONS

• LNAs

• Goal setting

• Teaching

• History taking

• Mentoring

SOME CAVEATS!

• Know which hat you’re wearing

WHAT IS COACHING?

COACHING DEFINITION

• Coaching is a structured conversation with a measurable outcome that is collaborative and in the service of the coaching counterpart.

• Note the terminology Coaching Counterpart

WHAT COACHING IS NOT

• Leading

• Lecturing

• Managing

• Counselling

• Consulting

• Training

• Mentoring

HOW DOES IT WORK?

• Coaching conversations identify strengths and challenges and guide a coaching counterpart towards reaching their potential.

HOW DO WE DO THIS?

• By building rapport

• Setting goals

• Exploring options for sustainable change

• Challenging new thinking in the context of support

• Reflecting on new understandings

• Gaining commitment for actions

• Providing support for sustainability of learning and actions

• (usually within the context of the GROW model)

MINDSET: PERFORMANCE FORMULA

= P -

WHO LIKES BMW?

• Ownership

• Accountability

• Responsibility

• ___________________Choice point______________________

• Blame

• Excuses

• Denial

INCHWORM THEORY

SMART GOALS

SO HOW DO WE DO THIS?

QUESTIONING

• A basic skill of coaching is asking questions

• Questions are the means of exploring intentions and goals and building rapport

• The greater the range of questioning skills, the faster we can be at getting to the heart of the matter and assisting a person to reach their goals

COACHING SCENARIO A

COACHING SCENARIO B

CLOSED VS OPEN QUESTIONS

• Tell me – Not really a question. Makes it about the coach not the counterpart

• How do you feel? – usually leads to a single answer

• Why? Can imply criticism and evoke defensiveness

• Closed questions tend to lead to Y/N answers

• (Did you? Do you? Have you? Is? Can? Will? Could?)

OPEN QUESTIONS

• What….?

• Where….?

• When….?

• Who….?

• How….?

• Trust

• Value

• Tension

WHAT, WHICH, WHY + 2

THE IDEAL COACH!!

• Coaches should be:

• Dumb – asking questions, not being smart and solving problems

• Lazy – Make the coaching counterpart do the work

• Heartless! – Engaged detatchment

PRACTICE SESSION

• Get into groups of 3

• You will take turns being the coach, the coaching counterpart and an observer

• Observers – rate the coach on their use of open questions, engagement, active listening, body language, rapport etc etc

• Coach – you are only allowed to ask questions. You are not allowed to give advice or problem solve!

PRACTICE SESSION

• Use the questions on the handout as a guide

• You do not need to use all the questions or use them in order.

• Take your time. You do not have to get through the whole of the GROW model.

• The most important thing is to accurately define the goal.

CONFIDENTIALITY

•What is said in this room stays in the room!

HOW WAS THAT?

• Observations?

• Thoughts?

• Questions?

SUMMARY

• Rapport is really important

• Try not to just give advice, but help them come up with solutions

• Be dumb, lazy and heartless!!!

• PRACTICE (and do a coaching course at IECL)

• Good Luck and enjoy!

COACHING TRAINING