Essentials of Leadership and Management Programme Coaching Skills Workshop 27 th February 2019 Helen Campbell People Development Advisor
Housekeeping
Aims • To enable participants to understand what coaching is • To establish the benefits that coaching can bring • To explore coaching skills and techniques and put them into practice
Objectives • To be familiar with the origins of coaching • To understand key coaching principles • To recognise how coaching differs from mentoring • To examine the benefits of coaching for students, staff and the organisation • To explore situations when coaching would be useful • To understand what characteristics and skills are required in order to coach • To recognise and apply coaching techniques
Introductions • Your name • Your role • What you are hoping to get out of today Rate, as a coach, on a scale of 0-10, where... 0 = "I really struggle with coaching" and 10 = "coaching skills are fully integrated into my management/leadership style " Write the number on a post-it to share with the group
Exercise Share with your neighbour: How would you define coaching? Write your definition on the white board
What is Coaching? 2,410,000,000 results (0.58 seconds)
Origins of Coaching • Originated in sport in the early 1800s with a focus on behaviour and instruction • Has roots in psychotherapy • Timothy Gallway; The Inner Game of Tennis (1974) “the opponent within one’s own head is more formidable than the one the other side of the net” • As much about learning as instruction • Good coaching is a skill that requires a depth of understanding and plenty of practice • Professional associations e.g. International Coach Federation and European Mentoring & Coaching Council
What is Coaching? • Structured, focussed interaction using appropriate strategies, tools and techniques for desirable and sustainable change • Asking open questions • Essentially a non-directive form of development • A powerful vehicle for increasing performance, achieving results and optimising personal effectiveness • Considers people in terms of their potential • Personal issues may be discussed - but the main emphasis is work • Potentially has both individual and organisational goals • A space for reflection
Coaching Definition ' 'Coaching is a process limited to a specific period of time that supports individuals, teams or groups. The coach supports clients in achieving greater awareness, improved self-management skills and increased self- efficacy, so that they develop their own goals and solutions appropriate to their context.‘’ European Mentoring & Coaching Council (EMCC)
The Essence of Coaching “Coaching is unlocking people’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” Whitmore, J (1996 & 2009) in Coaching for Performance
Key Coaching Principles • The Essence of Coaching... ' unlocking people’s potential to maximise their own performance. It is helping them to learn rather than teaching them.' • Relationship and Trust • Environment • Questions and Curiosity • Active listening • Self-awareness and non-judgemental • Clarification • Goals • Commitment to action
Good Practice for Leaders and Managers To have coaching conversations in your day-to-day interactions with others. With this in mind, in what situations would you apply coaching?
Good Practice for Leaders and Managers Role Model Meetings In the moment conversations Academic Advisor role Leadership Career frameworks Capabilities Difficult Performance and Development conversations Reviews Feedback Collaborative partners Coping with change
Situational leadership model Leaders still define roles and tasks, but seeks ideas and suggestions from the team member. Decisions remain the leader's prerogative, but communication is much more two-way. Supporting Coaching Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions. Delegating Directing Leaders define the roles and tasks of the team member, and supervise them closely. Decisions are made by the leader and announced, so communication is largely one- way. Adapted from Hersey and Blanchard 15
Coaching - Key Points • Coaching skills need to be developed • Time and commitment are important ingredients. Think of coaching as an investment • Coaching encourages accountability and independence of thought • It is rewarding to see people develop and take ownership of their actions • Be patient - change happens slowly for people • Coaching is not a way of persuading someone to your way of thinking or imposing your solutions
? Exercise In groups: What's the difference between coaching and mentoring?
What is Mentoring? “ Mentoring is a development process in which a more experienced person shares their knowledge with a less experienced person in a specific context through a series of conversations. Occasionally mentoring can also be a learning partnership between peers” EMCC
Coaching & Mentoring Spectrum COACHING MENTORING -non-directive -directive -experienced -supports the coachee in person sharing developing their knowledge in a specific context goals specific to their context -buddying -usually 6 -usually 12 months months A coach has some great questions for your answers, a mentor has some great answers for your questions 20
Comfort break: tea/coffee 21
Exercise In groups: 1. What are the benefits of coaching for individuals? 2. What are the benefits of coaching for organisations? Think about your role - current or past situations
Benefits of Coaching - Individuals • Increase responsibility • Increase performance and accountability • Increase awareness • Improve working • Increase confidence relationships • Improve decision • Better work/life making skills balance • Improve communication skills • Embed holistic thinking Personal and Career development
Benefits of Coaching - Organisation • Demonstrates commitment to staff and students • Increases qualities of leadership • Allows for talent management • Increases organisational performance and creativity • Improves culture • Improves learning and knowledge • Motivates people • Decreases levels of stress and tension
? Exercise In groups: 1. What characteristics and skills should an effective coach have? 2. How does an effective coach demonstrate these? What should they do? 3. What should a coach avoid doing? Think about your real-life experiences of coaching
Typical characteristics and skills of an effective coach • Collaborate • Support • Explore • Empathy • Perceptive • Encourage • Clarify • Non-judgemental • Patient • Rapport • Self-aware • Focused • Active listener • Optimistic
Differences: Counselling, Coaching, Mentoring Counselling Coaching Mentoring • Past-focused • Future-focused • Future-focused • Problem-focused • Solution-focused • Works towards personal growth • Works towards emotions • Works towards outcomes • Acts as a role model • Gives advice and • Does not give advice • Asks the question 'how recommendations • Asks the question 'how can can I help you change?' • Asks the question 'why we change?' • Both parties have the should we change?' • The client has the answers answers - 2-way learning • The counsellor has the - assisted to find their own • Backtracking - using client answers - gives diagnosis solutions language and tone to and treatment • Backtracking - using client recap important words or • Paraphrasing - language and tone to phrases restatement of a recap important words or • Corrects and makes statement or text using phrases other words suggestions
What does an effective coach do? • Establishes and manages the relationship • Asks open questions • Explores the current situation with the coachee • Discusses the coachee's ideas • Encourages a range of alternative methods to try out • Guides the coachee and together they work out a solution • Obtains commitment to action • Tailors their help and style to suit the needs of the individual • Encourages learning to be transferred back into the workplace
What things should a coach avoid doing? • Making assumptions • Asking lots of questions at once • Asking leading/closed questions that prevent emergent dialogue • Giving advice • Ignoring the signals people are sending with their body language • Panicking if people do not respond immediately (silence is powerful) • Becoming accusatory (e.g. why on earth would you do it that way?)
Key coaching skill: Active Listening Why is it important? What does active listening look like? As a manager or leader, how do you pay attention to that person in that moment?
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