1. Introducing Systemic Coaching

2. Welcome

3. Getting to know each other

4. 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).

5. Today`s overview Introduction to Coaching Introduction of participants Introduction 9.00 – 9.30 The coach and the client – defining the setting Session 1 9.30 – 11.00 The mindset of a coach Session 2 11.15 – 13.30 Coaching with a specific structure (the Kiel Counselling Model) Session 3 14.30 – 16.00 The problem versus the solution focus in coaching Session 4 16.00 – 17.00 Evaluation the training Closing 17.15 – 17.45

6. Coaching: origins of the word Coach comes from the French word coche who 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.

7. 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.

8. 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?

9. 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.” (Uwe Grau).

10. SESSION 1 THE COACH AND THE CLIENT – DEFINING THE SETTING

11. Differences CounsellingTherapyCoaching

12. Coaching and other professions Differences Psycho therapy: a method of treatment which is directed at people who suffer from mental disorders or are in critical life events. More deep and complex personal and private problems are worked on considering the life story of the person. Coaching basically aims at reaching “healthy” people.

13. Coaching and other professions Differences Training: communicating skills which the client did not have before or were not there in high gear. The trainer has specific expert knowledge at hand which is communicated to the trainee. The coach works with a more neutral and broader perspective. Working with existing resources is the central focus.

14. Coaching and other professions Differences Counselling works with a more pedagogic approach and is rather instructive. The stile is more direct, the counsellor has authority through the expert knowledge he/she possesses. Coaching aims at promoting self reflection and perception in order to help the person to help himself/herself. A coach bases his/her interventions on the existing expertise of the client.

15. Coaching and other professions Differences Supervision aims at reflecting job-related behaviour. The focus of supervision is quality assurance and quality control which makes it necessary to have specific expert knowledge. The roots of supervision lie in the social and therapeutic area. Coaching aims at reflecting job-related behaviour. Coaching is rooted in sports and was later transferred to management. Coaching processes are limited in time and work with a more future - und solution - driven approach.

16. Coaching and other professions Differences Organisational development puts the organisation in the centre of a process. It contains more than one aspect of a counselling process, of which one can be coaching. Coaching puts the individual in the centre of a process.

17. 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.

18. 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.

19. SESSION 2 THE MINDSET OF A COACH

20. Coaching as an expert process ClientCoach Expert for his/her problems and the systems in which these problems arise Expert for the coaching process and methods Client and coach cooperate on the same level – both as experts – in a non-hierarchical way.

21. The mindset of a coach CooperateReflect Make public Respect

22. The mindset of a coach Coaching process is an open process of communication The coach respects the world of the client without stepping into it Coaching process creates the possibility for change on all levels Coaching is a joint process between client and coach CooperateReflect Make public Respect

23. Discussion: What is difficult from your perspective? How can it be solved? The mindset of a coach

24. SESSION 3 COACHING WITH A STRUCTURE

25. JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING Phases in the coaching process

26. 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? JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING

27. 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. JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING

28. 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. JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING

29. SMART approach Specific Measurable Time framed RelevantAchievable

30. 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). JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING

31. 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. JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING

32. 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. JOINING AND GROUNDING ISSUESAIMCONTRACTING COACHING PROCESS LANDING

33. Role game Structured coaching process coach client observer

34. SESSION 4 THE PROBLEM VS. THE SOLUTION FOCUS IN COACHING

35. 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.

36. Examples Problem or solution driven behavior

37. Problem-driven questions Solution-driven questions

38. Problem-driven questions  Explore the problem in depth.  Examples:  why the problem occurs,  where is occurs,  what occurs exactly,  who makes the problem and  how the problem occurs.

39. Solution-driven questions  Focus on the future  Planning the next steps  The goal – to (dis)solve the problem.

40. Exercise Problem Questions vs. Solution Questions

41. Exercise Solution-Focus

42.  How useful was the training for you?  Which parts of the training will you take home with you? Closing

43. Thank you! Name of the coach: Tel.: E-mail: