Welcome to gci’s Leadership Coaching for Curriculum Leaders Relationships to Results

2 © 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)

3 © 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

australian growth coaching 4 © growth coaching international 3 Pillars of Coaching Emotional intelligence Growth Model Coaching Skills © growth coaching international 4

5 You can’t change people You can change: * your attitude towards them * your way of communicating with them * their behaviours (sometimes!)

6 © growth coaching international Emotional intelligence Self awareness Self management Social awareness Relationship management

7 © 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

8 © 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

9 © 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

10 Appreciative Inquiry What is the best thing that has happened to you in the last few weeks? What do you enjoy most about your work? Tell me a time when you were at your best? Tell me about some major successes in your life? Tell me 3 of your greatest strengths? What gets you most excited about your job?

11 © 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?

12 © 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

13 © 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?

14 © 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

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

16 © 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.

17 LeadershipCulturePerformance Leadership  Culture  Performance

18 Group Styles Consensus decision making Solutions superior to independent solutions High level of enjoyment & satisfaction View group process as a way of increasing effectiveness Treat group as means for satisfying own goals Marginal quality solutions limited by level of expertise of those who gain control Impersonal, sometimes tension-ridden group process Individual members become dominated by the group as a whole Lack of constructive differing, creative thinking & individual initiative Low level of satisfaction with solution Passive Defensive Styles Constructive Styles Aggressive Defensive Styles

19 © growth coaching international 7 Principles of Teamwork Develop Clear Goals & Directions Create a Sense of Shared Ownership Build Enthusiasm for Innovating Invest in Collaborative Relationships Make the Most of Team Thinking Promote Real Conversations Create a Climate of Responsibility

20 “ The coaching & leadership work undertaken by gci with Heads of Departments and myself has been one of our best ever investments into our professional development. I’ve seen genuine transformational change as a result.” Dr Rod Kefford, Headmaster, Barker College, Sydney. “The gci coaching accreditation program has been one of significant professional & personal development for me. It provided a great source of confidence and self belief in making the possible happen.” Carey McIver, Director, Leadership Development, Dept of Education, Tas. “The introduction of leadership coaching with gci has been one of the most powerful and effective professional development programmes undertaken at Presbyterian Ladies College. “ Beth Blackwood, Principal, Presbyterian Ladies College, Perth What others have said about gci’s programs

21 © growth coaching international Other support Articles & other program information on website Grant O’Sullivan E: P: Free monthly “Creative Coaching News” newsletter Leadership Coaching books

australian growth coaching 22 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