Becoming a Systemic Coach A Practical Perspective Dr Paul Lawrence Association for Talent Development Webinar April 11 th /12th
Systemic Systemic Systematic
Systemic V olatile U npredictable C omplex A mbiguous
Systemic V olatile U npredictable C omplex A mbiguous
The systemic coach
Coaching in 3D Coaching Coaching Individual Traditional PRACTICE APPROACH Group/ Dialogic Team Experience & Reflection Systemic Organisation Perspective Capability Competence Coach DEVELOPMENT
Systemic
Traditional Adam: I want to become more influential. Jill: What will it be like after you’ve become more influential? Adam: People will more readily accept my point of view. It will be easier to persuade others to come on the journey. People will seek out my perspective and want to know what I think about certain issues. Jill: How influential are you now? Adam: Not very, is what it feels like. When I sit in meetings with more senior managers I find it hard to speak up. I’m worried I might say the wrong thing. When I do speak up, sometimes it feels like I’m ignored. Jill: What could you do differently? Adam: I could speak up more often (looks doubtful). Jill: What else? Adam: I could spend some time preparing in advance for those meetings, think about what I might want to say. Jill: Any other possibilities occur to you? Adam: My manager suggested I go to Toastmasters, that I practice projecting my voice with confidence. I know I tend to speak quietly. Jill: Great! And which of those options do you feel most drawn to? Adam: Taking time to prepare, and maybe the Toastmasters option.
Traditional Five aspects 1. Two people in the room. 2. Strictly confidential. 3. ‘Active’ listening. 4. Focus on goals.
Dialogue Suspend Dialogue Listening Explore story, including without underlying assumptions parameters & beliefs. New insights & possibilities emerge. Skilful Choice point Conversation Rational reasoning based on hard facts and Defend data Listening within parameters Controlled Debate discussion Determination to ‘beat down’ the Abstract, other competitive exchange of views
Dialogic Adam: I want to become more influential. Jill: What does influential mean? Adam: It means that people will seek out my perspective and want to know what I think. Jill: I’ve just caught sight of a picture in my mind. The Dalai Lama sat cross-legged in front of an attentive audience ... Adam: Hmm (looks doubtful). I think it’s more about me believing that I’m talking good sense. I want to get involved, be informed and feel more confident. Jill: Now I have a picture of you walking around talking to people, watching what they do, listening to what they say, accumulating a kind of wisdom ... Adam: Yes! Correct. Jill: When have you felt like that before? Adam: In my last role I reported into a steering committee. I went to every meeting well prepared. They almost always agreed with what I suggested. Jill: You made time to think about what you would say and they respected you for that. Adam: Yes, and there was a structure that gave me regular access to senior management. Everyone cooperated with me and did what I needed them to do. Jill: You respected them and they respected you and others in the organization respected you for your place in the hierarchy. Is that part of it? Adam: It is! I believe in hierarchy and in being organized. Jill: With structure comes harmony ...
Dialogic Change emerges from dialogue. 1. Bringing others into the room. 2. Contract boundaries. 3. Listening and voicing. 4. Goals emerge and change.
Systemic
Systemic Change emerges from dialogue in the system. 1. Recognising change is constantly emerging. 2. Noticing patterns of dialogue across the system. 3. Leadership as systemic, not individualistic. 4. Ambiguity and uncertainty as the norm.
Let’s take a POLL! What approach do you adopt as a coach? 1. Mostly traditional 2. Mostly dialogic 3. Mostly systemic 4. It depends on the context 5. I don’t know what you’re talking about
The practical bit
1. Sketching the system
1. Sketching the system
1. Sketching the system Chatbox question: Who feels comfortable sketching the system?
2. Bringing the system into the room
2. Bringing the system into the room 3 1 2 4 3
2. Bringing the system into the room 3 1 2 4 3 Chatbox question: Are you a 1, 2, 3 or 4 (or don’t do three-ways)?
3. Encouraging feedback
3. Encouraging feedback Chatbox question: Who feels comfortable encouraging feedback?
4. Collaborating
4. Collaborating Chatbox question: Who feels comfortable collaborating?
5. Innovating
5. Innovating Chatbox question: Who feels comfortable innovating?
Coaching in 3D Coaching Coaching Individual Traditional PRACTICE APPROACH Group/ Dialogic Team Experience & Reflection Systemic Organisation Perspective Capability Competence Coach DEVELOPMENT
Coaching in 3D Coaching Coaching Individual Traditional PRACTICE APPROACH Group/ Dialogic Team Experience & Reflection Systemic Organisation Perspective Capability Competence Coach DEVELOPMENT
Perspective
Supervision Traditional Contemporary
Let’s take a POLL! Do you undertake supervision? 1. Yes – peer supervision 2. Yes – paid individual supervision 3. Yes – paid group supervision 4. No
Books Lawrence, P. (2014). Leading Change: how successful leaders approach change management. Kogan Page, UK Lawrence, P. (2016) Coaching and Adult Development. In: Bachkirova, T., Spence, G. & Drake, D.B. (Eds.) The SAGE Handbook of Coaching. SAGE: LA Lawrence, P. & Moore, A.(2018) Coaching in Three Dimensions. Meeting the Challenges of a Complex World. Routledge Lawrence, P., Hill. S. et al (2018) The Tao of Dialogue. TBC
References Lawrence, P. (2017). Managerial Coaching – a Literature Review. International Journal of Evidence Based Coaching and Mentoring, 15(2), 43-69. Lawrence, P. & Whyte, A. (2017) What do experienced team coaches do? Current practice in Australia and New Zealand. International Journal of Evidence Based Coaching and Mentoring, 15(1), 94-113. Lawrence, P. (2015) A best practice model for the effective deployment of 360 feedback Development & Learning in Organizations: An International Journal, 29(6), 13-16 Lawrence, P. (2015) Leading Change - Insights into How Leaders Actually Approach the Challenge of Complexity Journal of Change Management, 15(3), 231-252 Lawrence, P. (2015) Building a coaching culture in a small Australian multinational organisation Coaching: An International Journal of Theory, Research and Practice, 8(1), 53-60 Lawrence, P. & Whyte, A. (2014) Return on investment in executive coaching: a practical model for measuring ROI in organisations Coaching: An International Journal of Theory, Research and Practice, 7(1), 4-17 Lawrence, P. & Whyte, A. (2014) What is coaching supervision and is it important? Coaching: An International Journal of Theory, Research and Practice, 7(1), 39-55
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