1. Coaching
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2. Reasons to start coaching
I have a new job/role in my institute
My students are panicking before their exams
I am panicking before my exam
I cannot learn things I should
My colleagues criticize me often

3. Reasons to start coaching
I didn’t get the promotion
I have too much work
My health is becoming bad
Conflicts in team
My team leader doesn’t make decisions
My boss says I have to change
Our project is too late, nobody has time
I am not allowed to make any decisions

4. Types of Coaching There are many different types of coaching e.g.
life coaching,
business coaching,
executive coaching,
sports coaching,
performance coaching,
transitional coaching,
transformational coaching…

5. Types of Coaches learning counseling career guidance
business start-up consulting
management consultation
substance abuse counseling
educational guidance
You can do this to the best of one´s knowledge
Or you can rely on theories and consolidated knowledge and experience in succesul counselling.
sexual counseling
nutritional counseling
financial advice

6. Counseling types fortuneteller scientist
Da gibt es methodisch sehr gro0e
There is a huge variety of approaches and methodological differences

7. disambiguation Coaching Consulting Counseling
It is time to set the terms right.
In everyday life counselling means a lot of things. Even when we exclude the function of a salesman/-woman, who calls himself a counsellor, counselling involves two very distinct courses of action: consulting and coaching.
Now I want to focus our attention on this distinction.
Consulting
Counseling

8. What brings a good counselor with him-/herself?
Expertise or counseling methodology?
Consulting and Counseling!
A good counsellor should know both and then decide.
Second point: human beings are autonomic, stand-alone systems – advice can be meant good and nevertheless result in the contrary.
This maybe sound incomprehensible, everybody knows that from one´s own experience. How do you react, if a friend tells you, what you should do? Even when he/she is right? You should save money, limit your alcohol consumption, look for a new job, let others finish speaking, whatever?
Hardly ever such a demand is useful. Psychology shows that real motivation and strength arises out of oneself, human beings have to feel out of their inner self the comprehension, the wish to change something. He/she has to get to a solution by him-/herself, maybe with the help of another person. Here counsellors are specialists. The definition of counselling means: initiate and accompany processes.
Third point: no one is expert and knows the solution. In every company, in every team, for each learner the solution to a problem is different and no one knows it from the outside. What takes affect on someone, has no effect on another person. We alway have to work with the person, if we want to be effective.
On all accounts there are moments in the professional work with people where approaches are required, where it would be of advantage if we can switch. Mostly these are moments where we fall back to counselling methods, if goals are or become dubious. Always at the clarification of the assignment (contracting), always if conflicts arise, always when we get annoyed by the client, alway when the client does not want, what I want.
In courses I had network administrators who say after the course their work became different. The constant quarreling with clients became less, work is more fun, customers are more satisfied and they are able to save nerves.

9. The International Coach Federation defines coaching as:
"An on-going professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organisations. "

10. Myles Downey (a recognised and respected coach and coach trainer) of the Executive School of Coaching
" ...the art of facilitating the learning and development of another without prescription".

11. The International Coach Federation describes the process:
"Through the process of coaching, clients deepen their learning, improve their performance and enhance the quality of their life.  In each meeting, the client chooses the focus of the discussion, whilst the coach listens and contributes observations and  questions.  This interaction creates clarity and moves the client into action.  Coaching accelerates the client's progress by providing greater focus and awareness of choice.  Coaching concentrates on where the clients are now and what they are willing to do to get where they want to be in the future, recognising that results are a matter of the client's intentions, choices and actions, supported by the coach's efforts and the application of the coaching process."

12. McMillan‘s continuum Skills Coaching Performance Coaching
Development Coaching
Training
concrete
directive
short term
Development
complex
non directive
longer term

13. Skills Coaching
Client‘s needs relate to developing specific needs and abilities
similar to training but individualized in one to one setting
can contain an expert advice
often build in group based training, to provide individual support
for executive managers since less time

14. Performance Coaching
client’s performance more generally in her or his current role
usually by enabling her/him to develop particular behaviours or remove blockades
no clarity about the role, or moving to a new role

15. if the reason is underperformance, it is to be clarified, whether the „boss“ gave direct and clear feedback
first step is to enable to get a feedback
in first sessions client‘s active participation has to be ensured
three to six months
quite directive role in „keeping the client on the track“

16. Development Coaching client wants changes in her/his personality
coaching objectivs are complex and emergent
longer term

17. The power is in the consultant.
Consulting
The power is in the consultant.
Functional counselling: the consultant chooses probably
The systematic consideration of the crisis
Its development
The current portfolio of the client organisation
The cost-effectiveness of the individual products, the possible effect of the crisis on these products, etc.
He or she knows about the matter and is able to give advice, how to position. The best consultant is firstly the one who gives the best advice. I say firstly, because here it is also important, if the advice is given it is still not sure that the customer wants to or is able to implement them. Anyway – the consultant has the knowledge.

18. The power is in the client.
Counseling:
The power is in the client.
A counsellor reacts differently, even if the knowledge about the crisis and the product portfolio is useful: the counsellor focuses on the goal and asks: what are the most important goals for you in this year? No sales collapse, no suspension of staff, keep all sites?
Did you have sales collapses yet, which were accompanied by suspension of staff? 
Which were the reasons?
What was your reaction on that?
What did you learn out of this?
Where are the similarities in the situation, what are the differences?
Which are strengths that you now have and did not have in the past situation?
Which are your best and safest products, which are the most insecure? Which bring the best sales results, which the best benefit?
How do you evaluate these strengths?
Which are your current weknesses?
How can you deal with them?
What does it mean for you personally, if the sale collapse would happen?
Is this realistic?
How do your partners handle the crisis? How your trade rivals? Et cetera….
Questions – questions which enable the client to evaluate and complete their strategy.
It is not about the expertise of the counsellor about the crisis and their effects, it is about a clarification process with the idea of the power is with the client.
Out of these kind of processes clients leave invigorated with the feeling that they know what to do and how they should do it.
The methods and questions I presented are oriented on the solution-oriented counselling and systemic counselling.

19. counseling - definition
Counseling offers scientifically based and evaluated methods and knowledge for an aggreed-on advancement of clarification processes, decision support and actions that initiate, accompany and implement processes.
With other words it is a system of skills and abilities, which an expert can use to support a client to achieve the goals which were defined at the beginning.
These skills are more than intuitive people skills, which every consultant or counsellor needs.

20. Coaching factors
Counseling deals with several factors: context, process, methods, relationship and the personality of the counsellor.
Context: where am I working, what is my role and my assignment, what am I allowed to tell whom?
Process of the counseling:
How can a counselling run, how do I start, what has to be agreed on in advance, how does the clarification and change of the client happen?
How can I take care that the change is useful to the client and that the effects of the channge becomes predictable (not that we counsel a team leader how to handle his team better, but then becomes to good for his position and he gets fired.
Methods: which methods get used in the counseling to achieve the agreed goal – I will continue with methods later on.
Relationship: how can I arrange the relationship betwenn me as the counselor and the client, so it becomes beneficial for both
Last but not least: which are significant aspects of a good coaching personality: which personal characteristics are useful, not useful, which are essential and which are not acceptable?
All these factors cause another. A counsellor with a certain personality will tend to other methods which have an effect on the process. The process and the methods effect the relationship and these will affect the personalities.

21. Setting in Coaching there are usually two persons
the one who wants help, who looks for solution, who has a problem
the other one who is the professional for helping
the first is called Coachee, the later is called Coach

22. Coaching Session How does a coaching session look like?
this here is the ideal, smooth, simple session.
Ussually client jumps forward and backward, and many times tha counsellor also doesnt know what he is doing - but this is a structure which can be helpful

23. process and methods relationship history problems systems goals
client 2
abilities
client 1
counselor

24. Theories
give ideas to the coach, what is healthy and what is harmful, what are good goals and what could be harmful goals
further: how do humans develop
how do humans change
how does communication function

25. coach personality and preferred theories
do they fit to each other:
the theory says „Look for resources!“, the personality says „I prefer to find mistakes!“

26. variety of methods is a must
Systemic counseling
transactional analysis
solution-oriented counseling
Structural line-up
Tele-counseling

27. Systemic questioning
To generate new conversations about the situation, moving people away from their stuck accounts, to increase the options.
A more connected systemic perspective can help the client to understand her-/ or himself better in the situation

28. Future-oriented questions
If this discussion ended in a satisfactory way, what would be happening? How would you recognise a successful outcome? What do you want to achieve long term?
Miracle question

29. Observer-perspective questions
When you have this discussion with y, how would x describe the conflict?
... and what might x be feeling at that point?
When x and y stop communicating how does z react?
Does he get involved or stay out of it?

30. Miracle question Steve de Shazer
"Suppose our meeting is over, you go home, do whatever you planned to do for the rest of the day. And then, some time in the evening, you get tired and go to sleep. And in the middle of the night, when you are fast asleep, a miracle happens and all the problems that brought you here today are solved just like that. But since the miracle happened over night nobody is telling you that the miracle happened. When you wake up the next morning, how are you going to start discovering that the miracle happened? ... What else are you going to notice? What else?"

31. Yes Set (Milton Erickson)
Refers to an technique outlined by M. Erickson where the conversation between the therapist and patient is intentionally structured in such a way that the patient must respond with the word "yes" (in other words obtaining a positive rather than a negative response). This sets a positive mood for interaction and begins the re-framing process.
It is also possible to use the momentum of the repetitive response to have someone agree to something without full consideration. Sales people often utilise this technique by asking a series of innocuous questions for which the answer can only be "yes" followed quickly a line such as "so you want to buy this then?" When the unwary will often answer "yes" without due thought.  

32. Examples for Homework enhancing the symptom
looking for things we do not want to change
observing the situation and not changing anything

33. Transform the client from being a "visitor" or "complainant" into a "customer."
A "customer" for therapy is ready to do the "work" of therapy because he or she recognizes, in his or her own way, the benefits of actively participating in therapy.

34. Transform the client from being a "visitor" or "complainant" into a "customer."
A "visitor," at bottom, maintains a wariness or distance from the expectation that he or she might change. Sometimes when a client is sent by someone against his will, he arrives in a "visitor" mode, that is, he just physically shows up for his sessions without the intention of making any personal changes.

35. Transform the client from being a "visitor" or "complainant" into a "customer."
A "complainant" comes into therapy complaining that someone else is responsible for their difficulties, or feels frustrated by their difficulties yet isn't ready to change. The client may feel no need to change. Visitors and complainants often are in therapy at the suggestion of someone and are less there out of their own choice or sense of needing help

36. What theories of personality, communication, change do you know?
What intervention types do you know?

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38. four sides to a message (Schulz von Thun 1981)
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four sides to a message (Schulz von Thun 1981)
factual information
self-revelation
message
appeal
relationship

39. What does he want to say to her? Please choose a corner!
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Darling, green traffic lights ahead!
What does he want to say to her? Please choose a corner!

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Contact/ opening the conversation
Questioning techniques:
Open questions: Open questions help to build trust, collect information about topics, cognitive patterns and emotions. Often the clients direct the conversation to the points which are important for them, if the coach leaves them the space to do that.
And as heard before: yes-set, etc. With the goal to create a positve atmosphere between coach and customer

41. Change weiterbildung netzwerk Systemic coaching
How to change attitudes and interactions?
Social systems are communicative closed systems.
Within a system every behavior does make sense.
To achieve change within the coachee’s system, the coach needs to provoke some kind of system error to disturb the pattern.
Therefore a coach can use e.g. circular questions.

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Circular Questioning
opens up a new way of thinking for the coachee.
The coachee changes his/her own perspective to a perspective of another individual in the relevant social system.
The coachee becomes empathic and understands other role demands by changing his/her perspective.
Example:
´If your boss would be here now, what would he say if he’d be asked why he always shouts at you?`

43. Goals of circular questioning
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Goals of circular questioning
collect information about the communication context of the coachee
disturb frozen patterns of communication, behavior and relationship
spread ideas for new patterns of interpretation and options

44. problem-oriented questions
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Change:
problem-oriented questions
focus the part each protagonist contributes to maintain the problem and define what is possible for the client to change
Examples:
´What can you do to feel even worse?`
Combined with circular aspects: `What could your boss do to make you feel even worse?`

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Change - Questions of difference
To describe a phenomenon and separate it from others
distinguish between describing, explaining and evaluating
Broaden the picture: enable the coachee to develop new perspectives and different interpretations
Examples:
quantitative differences: something is worse/better, more/less
Qualitative differences
Who is the most active/adventurous in your familiy
Who is the least active...
most question techniques can be used as standard questions (non-circular) but also combined with a circular perspective

46. Change: solution-oriented questions
focus improvement - what is necessary to change?
looking for resources
Examples:
a) Wonderquestion: What if a fairy took away the problem next night? What will be different tomorrow?
b) Questions of exceptions from the problem:
´When did the problem not occur?`or scaling questions: “Did you have any situations where the problem did affect you less?”
c) Questions for resources:
´Which aspects of your life should remain as they are?`
Scaling questions: differences when the problem occurs
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47. COACHING IN BUSINESS
GROW
MODEL
Structure the session

48. COACHING IN BUSINESS GROW MODEL STEP 1: GOAL
What would you like to discuss?
What would you like to achieve?
What would you like to change?
What outcome would you like?
What would be succes for you?
Is that realistic? Can we manage it?

49. COACHING IN BUSINESS GROW MODEL STEP 2: REALITY What is the situation?
What do you consider to be a problem?
What is happening at the moment?
What effect does this have?
Who is involved?
What factors are relevant?
What have you tried so far?

50. COACHING IN BUSINESS GROW MODEL STEP 3: OPTIONS / OBSTACLES
What could you do to change the situation?
Who might be able to help?
What alternatives do you see?
Which options do you like the most?
What are the benefits and pitfalls of these options?
Which options are of interest to you?
Rate from 1-10 your interest ...

51. COACHING IN BUSINESS GROW MODEL STEP 4: WAY / WRAP UP / WILL
What are the next steps?
When will you take them?
What might get in the way?
What support do you need, from whom?

52. CONTRACT LISTEN EXPLORE ACT REVIEW COACHING IN BUSINESS CLEAR MODEL
Structure the session – different focus

53. COACHING IN BUSINESS CONTRACT LISTEN EXPLORE ACT REVIEW CLEAR MODEL
Structure the session – different focus

54. REFRAMING "It all depends on how you look at it." -- Tom Sawyer
Frames – view of the world
How we see it, not reality
A focus strategy relies on both a low-cost position and differentiation, with the objective of serving a narrow target market better than other firms. The HR strategies likely to fit the focus strategy best would be somewhere in the middle of those described for low-cost producers and differentiators.
Stefanıa Hrıvnakova Transfer Slovensko. Project VET Coachıng 54

55. 1st step in skill of reframing
Exercise:
In pairs (with partner next to you) write on the slip of papers:
3 observation from this training room, what have you noticed from the first moment you entered the room (about people, group, atmosphere – whatever)
Write each observation at separate slip of paper with captial letters
Trainer will collect the papers

56. Physiological reasons for our being negative or evaluative
Evaluation and negatives comes from lower parts of our brain
Logical and neutral form upper parts
Lower parts of our brain are more faster, quicker

57. How to re-frame Paraphrasing Evaluative words - no
Bring facts: make it smaller, bring new aspect
Paraphrasing
The success of HR strategies depends on the situation or context in which they are used. An HR strategy’s effect on firm performance is always dependent on how well it fits with other factors. This slide depicts the key factors that firms should consider in determining which HR strategies will have positive impact on firm performance: organizational strategies, environment, organizational characteristics, and organizational capabilities.
Be neutral 57

58. Example
I do not know anything
I have tried this so many times and failed
So your qualification is for some of the job
You are telling me that you will have to adopt another approach