Jp resource booklet network event 1
- 1. Northern Regional Coaching Network 3 Developing Coaching Skills Workshop 26 June 2012 Facilitators: Gillian Forrester, Chris Andreou and Jan Portillo
- 2. At the end of this session participants will: • Identify the similarities and differences between teaching, mentoring and coaching • Demonstrate the skills of active listening, questioning and giving feedback whilst coaching their peers • Explain how a coaching approach can be used within the context of their current role.
- 3. Introductions 3 I am currently Head of Teaching and Learning at Gateshead College. I was first introduced to coaching in 2004 as a tool to develop the practice of teachers within the classroom. I have since developed my understanding of coaching as a leadership and management approach and would describe myself as a practising coach.Gillian Forrester
- 4. Introductions 4 I am currently overseeing the Academy of Leadership and Management. My interest in coaching is that I genuinely believe that enabling talented people can be accomplished through coaching skills. Chris Andreou
- 5. I work regionally, nationally & internationally as an Executive and Leadership Coach with a range of clients in the public & private sectors including chief executives, directors, front line managers and practitioners. The main focus for my professional coaching is leadership development at all levels: supporting individual and organisational change through reflection, learning & action. Jan M Portillo Introductions
- 6. What is the difference between: • Teaching • Mentoring • Coaching • Please use the Venn diagram to explore your current understanding of these approaches. Activity
- 7. What is the difference between: • Teaching • Mentoring • Coaching Please use the literature/articles on your table to develop your understanding further. Activity – Fox’s Thinking Tool
- 8. “Unlocking a person’s potential to maximize his or her performance. It is helping a person to learn rather than teaching him or her.” John Whitmore What is Coaching?
- 9. “Coaching is helping others in their intentional change” Boyatzis, Smith & Tresser (2003) What is Coaching?
- 10. A Therapist helps you explore what is stopping you driving the car A Counsellor will listen to your anxieties about the car A Mentor will give you tips from the experience of driving car A Consultant will advise you on how to drive the car A Coach will encourage and support you in driving the car Differences
- 11. Directive Telling Guidance Mentoring Coaching Counselling Non-directive Coaching differs from other helping relationships such as mentoring and guidance in that it does not offer advice nor do coaches suggest that they are experts. How is Coaching different from other helping processes?
- 12. Directive • I know how • I tell you • You follow instruction 1 2 3 4 5 6 7 8 9 10 Dependence Reliance Guidance Support Possibility Less Directed • Suggesting options • Listening • Agreement Self-Directed • You know how • I ask you • You decide Dependence to Self Directed
- 13. At work many bosses rely on telling others - directly or indirectly - what to do and how to do it, but as a coach it is important to have a broader range of approaches in developing staff use a range of approaches from telling to asking. ask questions & paraphrase make suggestions give advice tell what & how more empowering more controlling PUSHPULL Ask Tell Continuum Demonstrate
- 14. • Coaching is the opposite of telling someone what to do. Coaching involves the use of questions to help raise awareness and understanding of the person being coached. • Coaching is basically the art of asking good questions, knowing when and how to ask them and of actively listening to the answer. • Effective coaches have the ability to, and the willingness to: • ask effective questions, actively listen, be aware and attentive to non verbal language • give and receive feedback • remain detached and non-judgmental • build rapport and empathy Coaching
- 16. wrap up options goal reality The GROW model
- 17. vision - the company vision or mission statement outcome goals - the company objectives and targets to achieve the mission and/or vision performance goals - targets & measures of performance at department and team level to achieve the Company objectives and targets. process goals - what the individuals needs to do, work on and improve in order to achieve the performance goals. vision outcome goals performance goals process goals Goal setting
- 18. Goal what would you like to achieve? how will you know when you have it? what aspects of X would you like to improve? how this would help you if you achieved this? Wrap Up what option do you choose to act on? what are the next steps? when do you think you can start this? what resources will you need? precisely when will you do that? Options what could you do to change the situation? what options have you considered? what are the benefits or pitfalls of these options? who might be of help? Reality what is happening at the moment? what is happening now that tells you there is an issue/problem? what have you done so far to improve things? what were the results? how do you feel about? The GROW model
- 19. Outcome (Your destination) • What is your long-term outcome? • What would success look like? • What would you like to achieve from today’s session? (This is where you clarify the outcomes around any given situation) Situation (Your starting point) • What is the current situation? • What’s actually happening? (This is where you get clarity around where you are right now) Choices and consequences (Your route options) • What choices do you have? • What are the consequences of each choice? • Which choices have the best consequences? (This is where you increase awareness about the consequences of each choice) Actions (Your detailed plan) • What actions will you take? • What will you do next? • When will you do it, with whom? • On a scale of 1 to 10 how willing are you to take those actions? (This is where you take responsibility for your own action plan) Review (Making sure you are on track) • What steps will you take to review your progress? • When are we going to get together to review progress? • Have the actions been taken? • Have the actions moved you towards your outcome? If not, what corrective action needs to be taken? (This is where you continually check that you are on course) The OSCAR coaching model
- 20. Now practise your coaching • Coaching in Action – a practical exercise to develop the skills of coaching conversations.
- 21. Tailored Coaching Interventions Programmes Developing Coaching Skills One to One Coaching Team Coaching Using coaching to embed organisational initiative Coaching skills for managers Developing an internal coaching capability Tackling difficult conversations Mentoring skills www.gateshead.ac.uk | www.lsis.org.uk