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Introducing Systemic Coaching. Welcome . Getting to know each other. Expected results from the training module. After having run through the training, participants should: Have a basic understanding about coaching and its differentiation to counselling and therapy;
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Expected results from the training module After having run through the training, participants should: • Have a basic understanding about coaching and its differentiation to counselling and therapy; • Have a basic understanding of Systemic Coaching; • Have experienced coaching in exercises; • Know which next steps to take if interested in further training for coaches; • Have basic resources to deepen their knowledge in coaching (e.g. literature).
Coaching: origins of the word Coach comes from the French word cochewho indicate a carriage (coming fro the Hungarian kotczy - kocsis). In English, the word indicated a railway carriage or a pullman, till its transposed use in the sport environment and then in the consultancy.
The Coach: motivator and mentor In USA the word Coach (which was used in the English universities to indicate the tutor) was assigned to define the sport trainer. Not only a technical trainer, but also a motivator, an inspirer, a mentor.
Coaching according to the Kiel Model During the Eighties U. Grau, professor in the University of Kiel, and J.-I. Gunnarson, trainer of the national handball team THW, decided to integrate their experiences. The core question was: would the psychology methodologies oriented by a systemic-constructivist approach, be efficient for the daily work in a team-system like a sport team, thus in a “non-clinical” sector?
Coaching according to the Kiel Model The Kieler Consulting Model is a specific coaching construct which supports and encourages clients on a variety of levels with their job-related activities. It was devised for the sport, but soon applied in areas of business and management, for several aspects of the clients’ professional life, such as: carrier planning, making decisions, optimize team working, etc. . “The principles of this approach in coaching: the individual is the most important decision maker. Coaching assists clients to help themselves and keep a positive focus on solutions and resources.” (UweGrau).
Coaching - description • Coaches and clients together form a counselling system that can be held upright in the long run with the aim of (dis)solving problems. • Coaching is a concept of external counselling for clients, separated from the organisation. • The client is at the centre of the coaching which builds upon the main principle of cooperation. • The client brings constructions of problems into the coaching. • During the conversation about the problem-system additional information is brought to light. • Coach and client develop changed perspectives about the problem-system together. • The change of perspectives makes the development of alternative ways of action possible. • In every day life a client can implement changed ways of action in relation to the occupational setting and system.
Leading principles in coaching process • Main principles - Confidentiality and secrecy. • Everything heard in the coaching room stay there. • The client decides which information he/she would like to pass on. • All notes the coach takes are at disposal of the client after the session.
The mindset of a coach Discussion: What is difficult from your perspective? How can it be solved?
Phases in the coaching process • In the first phase coach and client set up a relationship of trust. • They develop a common understanding of what coaching can do and cannot do. The coach explains how coaching works. • The coach then explains with which methods he/she works. • The coach centers on: • Establishing a trustworthy and cooperative relationship with the client; • Clarifying how clients were referred to coaching ; • Clarifying questions of clients about the service „coaching“; • Explaining the setting and the role of the coach • Then the coach asks questions like: What are you here with? Which issues have you brought with you?
Phases in the coaching process In the phase of issues the client explains his/her problem and why he/she is here. The job of the coach is to listen and to differentiate between different issues.
Phases in the coaching process In the phase of the aim, coach and client work towards a goal in the future. They talk about what needs to be changed in order for the problem to (dis)solve. The goal is worded according to the SMART rules and written down.
SMART approach Specific S Measurable Time framed T M R A Relevant Achievable
Phases in the coaching process In the contracting phase the coach and client talk about how the goal can be reached within one coaching session and how they can work towards that goal (e.g. with which methods).
Phases in the coaching process Then the actual coaching process starts and coach and client work to the goal with the methods chosen in the contracting phase.
Phases in the coaching process After the coaching process coaches try to support the client in landing and transferring, which means that both make sure, the client can concretely apply the solutions he/she worked on in his/her professional life. The coach asks: Which concrete steps can you now take in order to implement your goal? In the end after 60 minutes they say goodbye.
Role game Structured coaching process coach observer client
Problem vs.solution focus in coaching Coaching is meant to be a solution-driven process, because: • Clients are competent – in their problems and their solutions; • People who come to have coaching are able to construct what they want different in their lives and to construct how to make that happen; • All clients have useful strengths and resources that can be made visible in the coaching session; • All clients, when they decide to, can change their behaviour if listened to, respected, asked useful questions, and provided support and adequate resources.
Examples Problem or solution driven behavior
Problem-driven questions Solution-driven questions
Problem-driven questions • Explore the problem in depth. • Examples: • whythe problem occurs, • whereis occurs, • whatoccurs exactly, • whomakes the problem and • howthe problem occurs.
Solution-driven questions • Focus on the future • Planning the next steps • The goal – to (dis)solve the problem.
Exercise Problem Questions vs. Solution Questions
Exercise Solution-Focus
Closing • How useful was the training for you? • Which parts of the training will you take home with you?
Thank you! Name of the coach: Tel.: E-mail:
