1. Welcome to gci’s Leadership Coaching for Principals Relationships to Results

2. 2 LeadershipCulturePerformance Leadership  Culture  Performance

3. 3 © growth coaching international Winning Organisations in Australia Manage the downside Balance everything Perfect Alignment Adapt rapidly Clear Fuzzy Strategy Leadership, not leaders Looking out, Looking in Right people Effective Execution Hubbart et al (2002)

4. 4 © growth coaching international Coaching is not the same as... Therapy Tends to look for causes of problems & focuses on the past TrainingHas a set agenda & content to be delivered MentoringIs a relationship between expert & novice involving the giving of advice ConsultingAdvises & leaves rather than providing ongoing support

5. 5 © growth coaching international Coaching is… Coaching is a dialogue in which the coach and coachee collaborate to unlock a coachee’s potential and maximise performance. It is a relationship that helps coachees to learn and enhances their professional effectiveness and on-the-job performance, ensuring accountability and support for managing workplace issues, reaching goals and sustaining development. …and also it is about transforming good intentions into great results

6. 6 © growth coaching international Coaching is a way of helping people learn The sharing of theory or description of a new skill 10% Demonstration or modelling of a new skill or strategy 12-13% Practice trying out the skill 13-15% Feedback is given 18-19% As the new idea or skill is applied follow-up help or coaching is given95% Joyce & Showers, 1998

7. australian growth coaching 7 © growth coaching international 3 Pillars of Coaching Emotional intelligence Growth Model Coaching Skills © growth coaching international 7

8. 8 Emotional intelligence Self awareness Self management Social awareness Relationship management

9. 9 © growth coaching international Emotional Intelligence “When star performers were compared with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive ability.” Daniel Goleman, 2002

10. 10 © growth coaching international 8 key coaching skills 1. Developing trust 2. Being present 3. Listening actively 4. Clarifying 5. Empathising 6. Being succinct 7. Asking the best questions 8. Giving feedback

11. 11 © growth coaching international The GROWTH Model g r o w t h building the trust relationships results goals what do you need to achieve? reality what is happening now? options what could you do? will what will you do? tactics how and when will you do it? habits how will you sustain your success? celebrating the results

12. 12 © growth coaching international Coaching is achieving goals Where are you today? Where are you going? Desired State Existing State Cultural State Political State Internal State Technical State How will you get there?

13. 13 © growth coaching international The essence of coaching Awareness the product of focused attention, concentration & clarity the gathering of facts – what is relevant? Responsibility taking responsibility for our thoughts & actions commitment & performance rises from choice, not blame

14. 14 © growth coaching international Goal setting – professional or personal What’s something that you’ve been putting off, where, if only you did it, you’d feel so much more happy and/or successful?

15. 15 © growth coaching international The GROWTH Model g r o w t h building the trust relationships results goals what do you need to achieve? reality what is happening now? options what could you do? will what will you do? tactics how and when will you do it? habits how will you sustain your success? celebrating the results

16. 16 © growth coaching international I-SMART Goals! I nspiring S pecific M easurable A chievable R esults driven T ime-bound

17. 17 © growth coaching international Goal Setting On a scale of 1-10 how would you rate your job success and happiness presently? List 3 things within your area of control that you could focus on in the next few months to take it closer to 10.

18. 18 LeadershipCulturePerformance Leadership  Culture  Performance

19. 19 Satisfaction vs. Security Needs Higher-Order Needs Lower-Order Needs

20. 20 Task vs. People Orientation Task-CenteredPeople-Centered

21. 21 Principal of a School –LSI 2 Actual Culture –School was winner of the Director General’s Award for Excellence Example Leaders

22. 22 Director: Health Management 17 July 1997, N = 17 Description by Others Actual Organisational Culture September 1997, N = 21 Actual Culture Circumplex Example Leaders

23. 23 Human Synergistics – LSI Australian Results

24. 24 BLIND CLOSEDHIDDEN Area of potential Feedback Self-disclosure OPEN Known to me Not known to me Known to others Not known to others Johari Window

25. 25 Ask your people: “What are 3 things that I do as a (leader) that help you to do your job well?” “What are 3 things that I do as a (leader) that hinder you doing your job as well as you would like?” “What could I do: - more of, less of &/or differently…. to be a better (leader) a) for you b) for this organisation?” Raising self-awareness

26. 26 ‘ Watch Out Fors’ that Undermine Impact Following Praise with Correction – “This is very good but… Following Praise plus a Challenge “ You have done great work with engaging the boys in the class, the challenge next week is to focus on Fred in particular.”

27. 27 Positive comment… “You do a great job in supporting the school… And…it would be even better… …if you were also telling other parents about the positive aspects of the school… Because… …that will ensure we are all supporting each other and working together – parents and teachers, to improve what we are doing for our students… © growth coaching international 27 The feedback ‘bridge’ Feedback Bridge: Starr, J.

28. 28 “I” Statement 1. The action: R - Say what happened. No emotive words 2. Your response: State how you feel or how it affected you. No blame 3. Preferred outcome: G - What you’d like to be able to do or have or simply “I’d like to work something out together” 4. Constructive consequence: State the benefit of the outcome you are suggesting 5. Invitation to respond: ROWTH - Encourage a conversation

29. 29 Expanding the “I” Statement  When you….  I imagine you don’t understand…  That makes me feel…  What can we do about that?

30. 30 Giving Feedback using GROWTH model G Describe your observations Express your expectations R Invite him / her to respond Help him / her take responsibility O W T H Support him / her to make better performance choices

31. 31 © growth coaching international Other support Articles & other program information on website www.growthcoaching.com.au Grant O’Sullivan E: gosullivan@growthcoaching.com.au P: 08 9284 1470 Free monthly “Creative Coaching News” newsletter Leadership Coaching books

32. australian growth coaching 32 Vision without action is but a dream. Action without vision is a waste of energy. But a vision with action can move mountains. Lao-Tze