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1. The coach approach to adaptive Leadership. Developed by Coach Approach Partners. 2. Introductions. Your Name Your Role One or two outcomes you would like as a result of this training- what would make this worth your time?. 3. Training Desired Outcomes. Our Desired Outcomes:. 4.
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1 The coach approach to adaptive Leadership Developed by Coach Approach Partners
2 Introductions • Your Name • Your Role • One or two outcomes you would like as a result of this training- what would make this worth your time?
3 Training Desired Outcomes Our Desired Outcomes:
4 Agenda (Morning) • Introductions/Outcomes • The Case for the Coach Approach to Adaptive Leadership • SCARF and VUCA • Coaching Mindset and Foundation • Coaching Demonstration • Coaching Skills and Self-assessment
5 Agenda (Afternoon) • Coaching Presence • Listening from a Coaching Perspective • Reflecting/Clarifying • Inquiry • Practice Throughout the Day
6 Focusing Attention
7 The Case for a Coach Approach To Adaptive Leadership
8 Leadership Development
9 Most Important Team Leader Skills (Google Project Oxygen) • They demonstrate effective coaching skills • They empower the team and do not micromanage • They express interest and concern for team members wellbeing and career development • They are productive and results oriented • They are good communicators – listeners • They have a clear vision and strategy • They have key technical skills
10 Setting the Context: Neuroscience Research • Status • Certainty • Autonomy • Relatedness • Fairness
11 SCARF video
12 Monkey Video
13 Setting the Context: VUCA Reality • Volatility • Uncertainty • Complexity • Ambiguity The role of the leader is to help their people thrive in the VUCA world, even though our minds are wired for SCARF!
14 Reflection What are the implications of SCARF and VUCA on how you lead? Given this new insight, what might you do more of or less of to strengthen your teams?
15 A Coach Approach to Leadership Means • We are present, focused, and listening to understand building status and relatedness • We ask questions to build critical thinking skills, helping the person build autonomy • We offer mostly positive feedback, building certainty and relatedness • We are open to other perspectives – balcony view – and encourage feedback, building fairness • Being transparent: “You will always know what I know and where I stand” builds certainty, status, and fairness
16 Coaching Mindset • The leader/coach is not the expert, or the judge, but creates a partnership for learning and change. • We bring and model deep respect for each individual’s own learning and development. • Our intention is always to strengthen the team member and to support his/her success. • We assume the person has good ideas and that when we ask powerful questions from curiosity those ideas can come out
17 Common Things Leaders Can Address Using a Coach Approach • Identifying and addressing performance goals • Decreasing feelings of being overwhelmed, stressed, anxious • Challenges in working relationships • Determining next steps • Breaking old patterns • Shifting priorities • Facing challenges • Dealing more effectively with change • Building courage and risk taking • Facing the unknown
18 Coaching is Effective Because… • Outcomes/achievements are reached more quickly • Staff develop critical thinking skills • Knowledge and skills of staff are tapped; morale is boosted • Managers’ stress is reduced – people answer their own questions • Coaching is aligned with system of care practice and models a strengths-based approach
19 In Summary, Coaching is… • Aligned with our SOC values of strengths-based – we are modeling as leaders and program administrators how we expect our organization to give support to people. This is how we engage each other. • An investment in developing others and making our agency more effective. • A mindset and skill set to apply broadly to the work we do.
20 Coaching is Not… • Punitive • Remedial or only for people with performance issues • Another thing we have to do…it’s another way to do what we’re already doing
21 Coaching is Not Therapy… “Therapy looks at the past to create understanding in the present…” “Coaching is forward looking – we look at the present situation and from there, move towards a desired future”
22 Coaching is Not Mentoring
23 Creating Systemic Change Coaching Culture Formal and Informal Coaching Dialogue Coaching Skills Used Consistently SYSTEM
24 Use of the Coach Approach to Adaptive Leadership • We are asking more questions and giving less direction • We are focused on strength and skill development over time, in addition to day to day instruction and oversight • We are offering more affirming grounded assessment and feedback, with the intention of strengthening skills and we are identifying opportunities for improvement from a developmental perspective
25 Use of the Coach Approach to Adaptive Leadership • We are using language of commitment and holding team members accountable • We are seeking feedback from team members on how we can be more effective in our work with them • We are consciously modeling adaptive, strengths-based leadership all the time
26 5-minute Coaching for Supervisors When someone comes to you with a problem/issue that has more than one possible answer: • What options do you see in this situation? • What are your thoughts about the right way to handle this? • What have you tried already? • Based on your experience, what do you think the next step should be?
27 Video example: Supervisor
28 Coaching Model (in a coaching session)
29 Coaching Demo Observe the demo and note: • What is the coach doing that is supportive? • What other approaches might you take in coaching this person? • What additional questions might you ask? • What questions do you have for the coach?
30 Coach Approach Skills
31 ICF Core Competencies A. Setting the foundation 1. Meeting ethical guidelines and professional standards 2. Establishing the coaching agreement B. Co-creating the relationship 3. Establishing trust and intimacy with the client 4. Coaching presence C. Communicating effectively 5. Active listening 6. Powerful questioning 7. Direct communication D. Facilitating learning and results 8. Creating awareness 9. Designing actions 10. Planning and goal setting 11. Managing progress and accountability
32 Self-Assessment My strengths and areas to develop
33 First Coaching Practice • Choose a partner you do not know or do not know well • One of you will be the “coach”. You will be listening and asking clarifying questions ONLY as the “coachee” reviews his/her self-assessment and shares, as he/she is comfortable with. • Coachee to use the following questions as reflection and sharing
34 Self-Assessment Reflection: My Strengths to Develop • Which of these skills am I already strong in? • What is the evidence I can share for that? • How would I want to further strengthen these skills? • Which skills do I feel less strong in right now? • Which one or two skills would I like to focus my learning on during this training?
35 Core Skill: Being Present How do you become present and stay present?
36 Building a Trusting Relationship Trust is essential to keeping the conversation “real” Trust is established through: • Commitment to confidentiality • Clear mutual understanding of coaching, the process and expectations – and how coaching is part of the supervisory and leadership role • Modeling the coaching mindset/skill set
37 Managing Your Emotions • Remember - why am I here? • Commit to staying present – they are worth it! • Pause, breathe and notice (in self and other) • How am I showing up to support this person? • What do I need to show up in a better way? • Still the Body, Calm the Heart, Quiet the Mind • Resistance is information. Stay on the balcony. • If there is resistance, check-in and pause to give space. You are in service of their learning!
38 Four Modes of Listening
39 “Not Really Listening” Activity • In pairs, identify one partner to be the coach and one to be the client. The client will describe a recent frustration, and the coach will listen using either a self-referential, fix it, or superficial listening approach. • After 2 minutes, switch roles • Notice what it feels like to listen and be listened to in this way!
40 Core Skill: Engaged Listening What does engaged listening look like? What are characteristics of engaged listening?
41 Guidelines for Engaged Listening • LISTEN TO UNDERSTAND rather than listen to respond. • Put aside distractions • Be aware of internal thoughts and stay focused on the person speaking; hold off on forming your response/question • Use empathy, perspective, openness and curiosity • Listen for what isn’t being said • Watch non-verbals • Listen for the heart of the matter • Allow room for emotions and silence
42 Engaged Listening Activity • In the same pairs, share a different frustration you have recently experienced, this time with the coach listening from an engaged listening approach. • After 7 minutes, switch roles • Notice how it feels to listen and be listened to in this way
43 Core Skill: Clarifying Key elements:
44 Reflecting/Clarifying Practice • In pairs, Person A talks about what drew you to the field of human services • Person B is listening and reflecting/clarifying only • After 10 minutes, switch roles
45 Core Skill: Inquiry What makes a good coaching question? How might questions be more helpful than answers?
46 Qualities of Powerful Questions: • They are real questions, not advice in disguise • They come from sincere curiosity and respect • They are not leading to a particular outcome • They invite reflection • They often begin with “What” and “How”
47 Rather Than… • Yes/no questions • Why questions • Questions that you know the answer to or are using to steer the person to a conclusion: • “Don’t you think…..” • “Wouldn’t it be better if…” Their good thinking is more important than your good question
48 Four Basic Question Types
49 Some Great Coach Approach Questions • What could go wrong? How will you deal with that? • Situational-focused/Opening • What is most important for you in this situation? • Situational-focused/Closing • What changes might you need to make to help make this happen? • Person-focused/Opening • How would you like this work relationship to look? • Person-focused/Closing
50 Some Great Coach Approach Questions • What have you tried before? How did that work? • Situation-Focused/Opening • What is the one thing that you could do that would have the biggest impact in this situation? • Situation-Focused/Closing • As you hear yourself describe the situation, what is coming up for you? • Person-focused/Opening • What is the most important outcome for you in this situation? • Person-focused/Closing