Tracking the maturity of learning & development evaluation

Level 1Ad hoc

Level 2Managed

Level 3Defined

Level 4Integrated

Level 5Optimised

Practice is applied poorly or inconsistently and has an uncertain level of acceptance

Practice is performed and managed with some skill for compliance reasons

Practice is defined, familiar, shared and skilfully performed

Practice is embedded and seen as part of daily work and is adding real value

Practice is continuously improved and adapted for business outcomes

How do we motivate stakeholders to change?

Three Motivation Drivers of Change…

Importance of change

(willingness)Confidence

(ability)Readiness(priorities)

Assessing Levels of Motivation – Scaling Tool

1 5 10

Not at all important Somewhat important Very important

1 5 10

Not at all confident Somewhat confident Very confident

1 5 10

Not at all ready Somewhat ready Very ready

Resistance & Reluctance

The seeds of reluctance are in the client, whereas the stimulus for resistance is in the helper.

- Gerard Egan

Frustration with Clients

The source of stress is not just the behaviour of clients; it also comes from the helper’s own self-defeating attitudes and

assumptions about the helping process.

- Gerard Egan, Skilled Helper, p.167

Are definitions of “coaching” helpful?

Focus on what coaching is “about” rather than trying to

define what coaching “is”.

What is coaching about…?

Coaching is about change and about enabling people to get

onto a learning track…

Pre-contemplation

Contemplation

Preparation & Planning

Action

Maintenance

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Behaviour change is rarely a discrete, or a single event…

Inevitable

Pre-Contemplation(Not thinking about it)

Contemplating Change(Thinking about it)

Preparing & Planning for Change(Experimenting)

Action Stage:Change Begins

Maintenance Stage:Create Momentum

Return to Familiar Patterns of Working

• “What would have to happen for you to know that this is a problem?”

• “What will it take for you to begin thinking about a potential change in behaviour?”

• “Let’s image a problem did exist…what impact do you think this problem would have on the business?”

• “Have you tried to change in the past?”• “What warning signs would let you know

that there is a problem?”

• “What would keep you from changing at this time?”

• “Why do you want to change at this time?”

• “What would be the benefits of changing behaviour?”

• “Do you see some potential barrier to change? What would they be?”

• “What would help you at this time?”• “What do you think you need to learn

about changing?”

• “Describe a ‘high-point’ moment – a time that is memorable and stands out – when one or more of your strengths were engaged at work. What were you doing? Who were you working with? How did you feel? What did you experience? What capabilities did you demonstrate?”

• In the past, what has been your approach finding a solution to a difficult situation?”

• What will it take for you to achieve X outcome? Who can provide you with some input on best practice? What does best practice look-like?

Coaching people along the change trajectory…

Pre-contemplation

Contemplation

Preparation & Planning

Action

Maintenance

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Power Struggles and the “Righting Reflex”

The “Righting Reflex” is a barrier to change…

• Most managers seem to have a built-in desire to set things right. It is common, that when we see something awry, to want to fix it.

• When people perceive a discrepancy between how things are and how they ought to be, they tend to be motivated to reduce that discrepancy if it seems possible to do so.

• For many manager, they see it as their job to set people on the right path (as they so perceive it). It’s as if an automatic reflex kick-in to want to make things better.

• Taken to its extreme, the ‘righting reflect’ drives an almost uncontrollable impulse to meddle in people lives at work.

Paradox of the “Righting Reflex”

“The righting flex can have the paradoxical effect of widening a

performance gap when the goal of the manager is to close it.”

“Righting Reflex” drives self-justifications

“The righting flex helps a person to build a very strong case for

not changing.”

“Righting Reflex” destroys performance improvement

The righting flex can lead one toward overtly directive and confrontational communications, intended to ‘make the person face up to reality’. Follow the instinct of the righting flex, and you end up asking questions that potentially excite feelings of anger, resentment, and defensiveness:

“Why don’t you want to change?”“How can you tell me that you don’t have a problem?”“Why don’t you just…?”“Why can’t you…?”“What makes you think that you’re not part of the problem?”“Don’t you think you need to…?”

Coaching the “Righting Reflex”

“It is important for the manager to inhibit the righting flex when undertaking coaching

role.”

“Although we must remember…the righting flex may be appropriate in

management roles outside of a coaching relationship.”