Enhancing Coaching Skills: Insights from the PDC Winter Meeting Workshop

1. PDC 2013 Winter Meeting The Casual Coach Workshop December 11, 2013 Jennifer Rakstad Career Development Attorney, Dina Glassman Attorney Career Coach,

2. Introduction – Who We Are • Jennifer Rakstad, Career Development Attorney at Mayer Brown • i • International Coaching Federation Certification (ACC – Associate Certified Coach) • Started the PDC Coaching Interest Group • Dina Glassman, Attorney Career Coach at Perkins Coie • t • Member of PDC Coaching Group (co-facilitator)

3. Introduction – Workshop Goals • Participants will have a better understanding of: • What coaching is (and isn’t) • Why and when to use a coaching approach • The elements of a coaching relationship and application to your conversations • Coaching competencies and skills and an opportunity to practice them • Tools you can apply immediately to your coaching conversations • Answer any questions you have about coaching

4. Agenda • Part 1: Overview of coaching, why and when to use a coaching approach, coaching skills and competencies, set up coaching triads (2:00 – 2:30) • Part 2: Practice coaching skills in triads (intake meeting) (2:30 – 3:00 ) • STRETCH/BIO BREAK (3:00 – 3:05) • Part 2 (cont’d) Practice coaching skills in triads (coaching meeting); report back to group/group discussion (3:05 - 3:45)

5. What Coaching Is • ICF Definition: “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” • Coaching is: • Future focused (identifying and achieving a desired future) • Action and behavior oriented • Client sets the agenda and chooses the direction forward • Partnership between coach and client to achieve a client’s stated goals • Coaching outcomes include goals, vision and an identified plan; forward progress on action steps

6. What Coaching Is Not • Giving advice, “fixing” or problem-solving • Mentoring • Counseling/Therapy • Consulting • Training

7. Why Use a Coaching Approach? • Benefits of a coaching approach or taking a “coaching stance” Individual Perspective Sustained Change Accountability Progress Metrics

8. When to Apply a Coaching Approach? • Group Discussion – When might you use a coaching approach? • When there is a “coachable issue” or an “opening” for coaching • The client is motivated to make a change or shift • The client presents an issue that is not a “one-size-fits-all” • The issue involves a transition and/or an area of growth or development

9. How to take a Coaching Stance • Powerful Questions (see Handout) • Open Ended • Lead to deeper insights and awareness • Active Listening • Being present & engaged • Reflect back what you hear • Comfort in dealing with strong emotions • Body/somatic awareness • Coaching Presence & “Self as Coach” awareness • Curious & non-judgmental • Transparency

10. Key Elements of an Intake Conversation • Taking a coaching stance and conducting an “intake meeting” • Official start to the coaching relationship • Establish trust and respect, leading to client openness and expression • Confidentiality • Ethical obligation • Let client know up front the limits of confidentiality • Understanding Client Issue • What issue does the client want to address? • Inquire to deepen understanding (is this a coachable issue/is there an “opening” for coaching?) • What have they tried? What has worked/not worked? • Assess the client’s readiness and commitment

11. Key Elements of a Coaching Conversation • Building and Executing a Forward-Looking Plan • Coach restates and frames coaching issue • Creating Awareness • Identify strengths and obstacles • Consider offering self awareness exercises and potential practices • Planning and Goal Setting • Check for fit/feasibility • What have they tried? What has worked in other contexts? • Help client set realistic goals and action steps • Offer practices (behaviors client can try on) • Explore support systems • Managing Progress and Accountability

12. Practice • Get into Groups of 3/Triads • Each person will coach 2 times (once before and once after the brief break), using the same scenario • One person will be the client (you will act as client for the same coach in both practice sessions) • One person will be the observer (use Observer checklist) • Review scenarios – each group will work with both scenarios • Scenario 1: Amy transitioning back from leave • Scenario 2: Bob integrating as a lateral • Coach for 8 minutes (we will keep time for group) • Observer and client will provide feedback for 2 minutes • First Session (2:30 – 3:00) • Intake Conversations • Second Session (3:05 – 3:35) • Coaching Conversations

13. Group Discussion • Intake Conversations • What worked well? • What proved challenging? • Key take-away • Coaching Conversations • What worked well? • What proved challenging? • Key take-away • Outstanding questions?

14. Further resources • Books • Pam McLean, The Completely Revised Handbook of Coaching: A Developmental Approach • Wendy Palmer, The Intuitive Body: Discovering the Wisdom of Conscious Embodiment and Aikido • Daniel Pink, A Whole New Mind • Jenny Rogers, Coaching Skills: A Handbook • Douglas Stone, et. al., Difficult Conversations, How to Discuss What Matters Most • Handouts • Powerful Questions • Observer Feedback • Certification Information

15. QUESTIONS? • Jennifer Rakstad, jrakstad@mayerbrown.com • Dina Glassman, dglassman@perkinscoie.com