Coaching Skills for Managers Scottish Enterprise Coaching Skills for Managers Facilitated by CFM Consulting Ltd.

Welcome & Introductions Who you are, what you do and where you do it? What you want from this programme Your perceived weakness as a coach Your perceived strength as a coach www.cfmi.co.uk©

The Paperwork Sponsorship agreement - line manager involvement Development Contract - information from the iReview & Hay ECI Report Session Notes 180° Checkpoint www.cfmi.co.uk©

Coaching Definition .

Corporate Intentions? .

Key Skills Listening Questioning Statements

Coach’s Responsibilities & Role Focus & Engage Raise Awareness Raise Aspirations & Motivate? Trusted confidante on learning Thinking Partner & Sounding Board What others?

What makes someone coachable? Active engagement Change Readiness Clear Goals Communication Skills Emotional Intelligence Ambition Sense of Psychological Safety Commitment to organisation Courage Source: HBR study of Executive Coaching 2015

Coachee’s Responsibilities & Role Engage Ground Rules & Trust Taking Responsibility Business Relationship Time Commitments Responsibilities to their manager and the organisation What others?

Where does Coaching fit?

Contracting Consider The various Stakeholders & their Maps Timescales Note taking Confidentiality Your role as the Coach Their role as the Client Expectations Your style Their/Your FOE Factor Feedback Using the flip chart ask them to think about what might go into a ‘contract’ What are the benefits of a contract? When do you contract (at start and during the sessions, session to session) www.cfmi.co.uk©

F.O.E. Factor www.cfmi.co.uk© Ask the delegates to mark themselves out of 10 on each of the above – and point out that a low FOE factor makes them their own worst enemy. www.cfmi.co.uk©

Psychological Contract 1 Gives Coachee Receives Gives Coach Receives Psychological Contract www.cfmi.co.uk©

Psychological Contract 2

Psychological Contract 3

Contracting Consider from perspective of ‘stakeholders’: client, organisation, coach, line manager, supervisor, other? In pairs write down all the key elements required in a coaching contract. www.cfmi.co.uk©

The Brain & Coaching www.cfmi.co.uk©

Poor Contracting Unclear Ground Rules Mismatched Expectations Uncertainty Previous Bad Experience Process Person Others? www.cfmi.co.uk©

The Coaching Spectrum PUSH PULL NON-DIRECTIVE DIRECTIVE solving LISTENING TO UNDERSTAND PUSH REFLECTING PARAPHRASING solving someone’s problem for them SUMMARISING PULL ASKING QUESTIONS THAT RAISE AWARENESS helping someone solve their own problem MAKING SUGGESTIONS GIVING FEEDBACK OFFERING GUIDANCE GIVING ADVICE INSTRUCTING TELLING DIRECTIVE www.cfmi.co.uk©

Using The Coaching Spectrum NON-DIRECTIVE Knowledge Skills Attitude LISTENING TO UNDERSTAND PUSH REFLECTING PARAPHRASING solving someone’s problem for them SUMMARISING PULL ASKING QUESTIONS THAT RAISE AWARENESS helping someone solve their own problem MAKING SUGGESTIONS GIVING FEEDBACK OFFERING GUIDANCE GIVING ADVICE INSTRUCTING TELLING DIRECTIVE www.cfmi.co.uk©

Coaching & Mentoring Styles Excludes Coachee Telling Manipulating Problem Centred Coachee Centred Advising Counselling Includes Coachee www.cfmi.co.uk©

Feedback Definitions The sudden. High, unpleasant noise sometimes produced by an amplifier when sound it produces is put back into it! Ref: Cambridge dictionary online Process in which the effect or output of an action is returned (fed-back) to modify the next action. In an organisational context, feedback is the information sent to an entity (individual or group) about its prior behaviour so that the entity may adjust its current or future behaviour to achieve the desired result. Ref: Business Dictionary .com

The Road Ahead Theory of Core Qualities Creating the right Environment Coaching & Managing Coaching & Behavioural Change Performance Management www.cfmi.co.uk©

Non Directive Counselling What went really Well What went Well Slightly Higher Differently Next Time -ve Duration of Feedback Session www.cfmi.co.uk©

First Ask – “What were you trying to achieve?” NIP First Ask – “What were you trying to achieve?” N - Negative The Coach states objectively, what was negative about the performance. I - Interesting The Coach would then ask for comments from the coachee on what they found interesting. P - Positive The Coach would state what was positive about the performance after observing. www.cfmi.co.uk©

AID Feedback Actually Happened What Actually happened? What were your Intentions? What do you need to Do to correct the situation? Need to Do Intentions www.cfmi.co.uk©

Core Quadrant Pitfall Core quality Challenge Allergy The core quadrant can help you to become more aware of your own and others qualities and challenges It also shows that you can learn most/a lot from the people you have an allergy for You can learn the most from the things you find most difficult to deal with Allergy

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Core Quality A core quality is a specific strength that characterises you It is a strong and positive personal quality It makes you what you are It is one of the first things people say about you when they are asked to describe you Each person has at least one core quality

Examples qualities You are decisive You are modest You are rational

Pitfall Your pitfall goes hand-in-hand with your core quality It is the distortion of your core quality when you show too much of it It is the reversed side of the medal, your quality becomes a weakness

Creating the quadrant Core Quality Pitfall too much Strength becomes pitfall Core Quality Pitfall To every sunny side is also a shadow side

Other examples Core Quality Pitfall Decisive Forcing Modest Invisible Rational Distant

A distortion is too much of something good Strength becomes pitfall Determined ? Self-confident – arrogant Flexible – laisser-faire

A distortion is too much of something good Strength becomes pitfall Determined Pushy Self-confident – arrogant Flexible – laisser-faire

Challenge Your challenge is the positive opposite of your pitfall It is a positive quality that you should show more often It is a quality you often recognise and admire in others This quality is needed to keep your core quality well-balanced

With the Pitfall comes the Challenge Determined pushy With your pitfall you get a challenge connected to your core quality. The challenge is positive and the contrary of your pitfall, the opposite of your pitfall but than positive. ?

With the Pitfall comes the Challenge Determined pushy What matters is to find a balance between you core quality and your challenge Patience

Allergy Your allergy is the negative opposite of your core quality Most people are allergic to their own challenge recognised in other persons You can get into conflict with people that are in your allergy zone, especially when that person is the personification of that behaviour you detest

Core Quadrant Core Quality Pitfall Allergy Challenge From the core quadrant you can quite often predict Potential conflicts Most people seem to have an allergy for the ‘too much’ of their challenge, especially if you find that in an other person! Allergy Challenge

Core Quadrant Pitfall Allergy Challenge From the core quadrant you can quite often predict Potential conflicts Most people seem to have an allergy for the ‘too much’ of their challenge, especially if you find that in an other person! Allergy Challenge

Core Quadrant Determined Pushy Passivity Patience From the core quadrant you can quite often predict Potential conflicts Most people seem to have an allergy for the ‘too much’ of their challenge, especially if you find that in an other person! Passivity Patience

Four Entries more of handle in other people Core Quality your specific strength Pitfall the label people put on you Challenge what you would like to have more of Allergy what you find difficult to handle in other people

Core Quadrant Flexible Laisser-faire structured rigid

Core Quadrant Self-confident arrogant submissive modest

Create your Core Quadrant You can start in any part of the quadrant: Start an inventory of your strong points and elaborate by defining your pitfall, challenge, and allergy. Have others told you what they often dislike about you? That might be your pitfall. Look for the positive quality behind it and continue by determining your challenge and allergy. You might already know some of your challenges. Try finding the positive quality behind them and describe the accompanying pitfall and allergy. Is there somebody that immediately pops up in your mind when you talk about your allergies? Try describing the positive things of that person and discover what it says about you.

Creating the right environment www.cfmi.co.uk©

Pick a Coachee! In trio’s One Coachee One Coach One Observer The coachee opens up the conversation about an area they would like to investigate about their work. The coach engages, responds and is present Time allowed 10 Minutes www.cfmi.co.uk©

Pick a Coachee 2 Collective Noticing Collective Feeling Collective Responding www.cfmi.co.uk©

Coaching & Managing

Change 1

Change 2 ? + Skills + Incentive + Resource + Action Plan = Confusion Vision + ? + Incentive + Resource + Action Plan = Anxiety Skills + ? + Resource + Action Plan = Gradual Change Vision + Skills + Incentive + ? + Action Plan = Frustration Vision + Vision + Skills + Incentive + Resource + ? = False Starts Vision + Skills + Incentive + Resource + Action Plan = Change

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Managing Performance How many maps are present? How much time do you have? How do you prioritise your attack strategy?

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