Coaching in practice I MISSION: CREATING WORKING CULTURES OF DREAM

Date Definitions – coaching related with other? - Councelling, Teaching, Advicing, Knowledge providing, - Supervising: based on wellbeing of an individual - therapy - Coaching: based on strategy -1) linear: solution based -2) circular: understanding based - more therapeutic - Directive & Controlling – Selfdirective? -Mentoring -Confronting - …”godfather / godmother”

Date3 Identity of a Consultant ? Coach Technical expert Strategist Influencer Administrator Problem solver Facilitator Mentor Process promoter Other Lecturer Challenger

What is coaching? “Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” Date4

5 Consultant ’ s approaches & identities Non- directive Directive Process skills Content knowledge Consultant as a process promoter & facilitator & coach Consultant as mentor Consultant as an expert (I tell you) Consultant as a problem solver (Helps to solve)

Key Competences in Coaching Creating context & frames & space Listening Art of listening  hearing Listening in 3 levels Asking questions Art of asking questions  creating awareness Useful questions for different purposes and phases Examples of powerful questions Being a Coach Curiosity and not-knowing Avoiding own assosiations Discussion structures and storytelling Mental locks & keys Useful methods GAINS STEPS in a conversation Dreaming method Role playing (changing places) Date6

Linear and circular coaching approach 2 basic modes: A) AIMS on understanding (Circular approach) B) AIMS on solutions (Linear approach) Getting more understanding No need to find out solution Connections and motivation Different perspectives Involves and energizes, respects personal growth Forcing towards solutions: Fast solution, next steps and action points Now Past Future

Date8 Role expectations towards coach Expert Collaborator Pair-of-hands Client ’ s expectations Coach ’ s own approach

Date9 Coaching models: - 4-faces talks (starting, thinking, action, evaluation) - G A I N S - Circular interviewing Structure of coaching approaches Coaching attitudes & techniques: - Curious attitude - leave your own agenda behind - Listen actively & silence - Understand - Ask & go into more depth - Paraphrase / restate - Collect facts (no assumptions) - Express your feelings - Find common goal Thinking tools: - Mind maps, drawing - SWOT and other analysing tools & matrixes - Scales (1-10) - Appreciative inquiry (positive way & strengths) - Clear-unclear analyses - Questions with comparisons - Time perspectives - Different conversation levels

Date10 1. Ask the employee what s/he wants to achieve: desired achievement, objectives, focus, challenge 2. Ask the employee to evaluate the current situation: involvement, what has been done, results, stoppers, plans to move forward 3. Ask the employee for ideas: how to tackle the issue, what else can be done, suggestions, different views 4. Ask the employee about next steps: how to meet the goal, what to do already today, how to overcome challenges 5. Ask the employee about needed support: what s/he expects from you, who else can support, the best ways to give support, is everyone committed to proceed Flow of a G A I N S discussion G oals: What are you trying to achieve? A ssessment: Where are you now? I deas: What are your ideas? N ext Steps : What are you going to do next? S upport: What support do you need? G A I N S

December 14, 2014 © Humap Oy, sivu 11 G A I N S GOAL: mikä tämän keskustelun tavoite on? Kysy ja palauta Tarkenna tavoite Löydä yhteisymmärrys tavoitteista ASSESSMENT: mikä on tilanne? mitkä asiat vaikuttavat Ajatteluta, kysy esiin kaikki aiheeseen liittyvä tieto ja faktat Historia, nykytila, vaikuttavat asiat Eri näkökulmat Viivytä ratkaisuja VALMENTAMISSESSION RAKENNE: G A I N S -malli TULOS: Valmennettava tietää tarkasti mitä seuraavaksi tekee, lähtee motivoituneesti työhön IDEAT: miten tilannetta voisi ratkaista: Kaikki ideat esiin, Huonot saavat hyvät loistamaan. Jaa omat ideat, pyydä lupa SUPPORT: Mitä tukea tarvitaan? Kuka voi tukea etenemisessä? NEXT STEPS: Mitä valitset, mikä on paras ratkaisu? Milloin /dead line Mitä seuraavaksi?

Date12 Coaching model: GAINS

Active Listening Listening in 3 levels: 1.You hear the words said ”What you said is..” (and repeat exact words, the summary of what you heard)” 2.You hear also other things than exact words said based on e.g. your analyze, own filters and feelings ”What I am hearing is…” 3. You hear and it makes you think, what else is there (your interpretation behind the words) ”What I’m hearing is this.. and it makes me wonder/think/notice, that…” Rehearse this Date13

…was this what you just said ?To be certain of what I heard… …did I get it right?I hear that… …am I right?You are about to say… …did I understand correctly, what you told? If I undertood correctly… EndWhat you have heardStart LISTEN AND REPLAY Key Ideas