The Art of Coaching In Child Welfare

Welcome & Introductions

Shared Agreements

Reflections

Coaching Definition Coaching is a process by which the coach creates a structured, focused interaction with learners and uses appropriate strategies, tools, and techniques to promote desirable and sustainable change for the benefit of the learner, making a positive impact on the organization. Adapted from Mink, Owen, & Mink, 1993; Coz, Bachkirova, & Clutterbuck 2010.

Practice Coaching Practice Coaching The coach supports the learner in becoming more comfortable utilizing the knowledge, practice, and tools acquired from a training. The focus is on becoming proficient in a practice or the utilization of specific tools or concepts.

Reflective Coaching The coach supports the individual to explore the areas where there may be resistance, assumptions, bias, or expectations that are impacting their decision making, assessment, goal achievement, or work with families or colleagues.

Coaching Is not therapy It is therapeutic Is not “just listening” It is creating a safe space Is not directive It is inquiry Is not punitive It is an opportunity for development and growth

Role of a Coach - Support learners in meeting a specified goal. -Guide the learner’s process, reflection, and transformation through the use of powerful questions.

A Coach o Provides a space for growth, reflection, and change to occur o Supports learners in finding alternative perspectives o Listens for possibilities o Offers tools o Adds clarity o Encourages action o Defines measurable outcomes o Acknowledges accomplishments

The Mindset of Coaching Patience Curiosity Honor the learner as a whole person Focus on the person, not the task Be in the moment with the learner Practice self-management skills Honor that each learner has the answers within themselves And… Coach from the mind and HEART!

Assumptions & Bias

Reacting vs Responding

What’s the difference? Why is it important to know the difference?

We react when… We respond when… We react when… We respond when… we see the “broken” person we want to show people their “faults/wrong” we disagree with a person’s culture, beliefs, choice we listen at level 1 we see the whole person we look beyond the issue and see the person we respect and honor the experiences that shape a person we listen at level 2 and 3

What is Leadership?

Activity! Practice Leading from the Front and from Behind Co-Active Coaching: Changing Business, Transforming Lives; House, House, Sandahl and Whitworth

No Blindfold Blindfold No Blindfold Blindfold What was it like to give direction? What were you mindful of when giving directions? What did you do best? What would you do differently? What was your experience like? What did you find easy about this exercise? What did you find difficult/challenging exercise?

What does leading look like? Leaders lead when they are… Authentic o self aware and vulnerable Influential o create meaningful communication that connects people Adding Value o passion and aspiration to serve self, youth, families, team, community and their organization Leadership from the Inside Out - Kevin Cashman, 2008

What does leading look like? Leaders lead when they are… Focusing on who they are “being” not just what they need done Seeing the person not just the task When they are ALWAYS leading

What do you think? Is there a difference between leading and managing? When is it most effective to lead? When is it most effective to manage?

“Lead people, manage things.” -Steven Covey, Leadership speaker and author

Listening

Listening Pair up with someone you don’t know. Choose who will be the speaker and who will be the listener. Listener: Your role is to listen intently- no asking questions Speaker: In one minute time, you will share with your listener what a day in your life as a supervisor/manager/or other role is like.

Listening Switch Roles Listener becomes the Speaker Speaker becomes the Listener Listener: Your role is to listen intently- no asking questions Speaker: In one minute’s time, you will share with your listener what a day in your life as a supervisor/manager role is like.

Debrief In your pairs, briefly discuss the following Listener: o What was it like to be the listener? o How would you rate yourself as a listener for this exercise? 1 = you are wondering if they teach a class in listening you could enroll in 10 = being a good listener is just who you are and you rocked this Speaker: o How did it feel to be the speaker? o Any feedback for your partner?  Add anything else you want to share with your partner

Listening – Level 1 Listening to your own voice Paying attention to what is happening inside of you – your own thoughts, feelings, beliefs, judgments We spend most of our time here The spotlight is shining on you Examples o Thinking about how something being said impacts you or what you think about it o Thinking about what you would do or how you might fix the “problem”  When coaches are listening at level 1, they are focused on themselves instead of the learner and they will miss important information the learner is expressing.

Level 1 Listening

Listening – Level 2 Complete and focused attention is on the other person Listening to what the other person is saying Paying attention to emotion The spotlight is shining on the other person Silence allows space for the learner Example o You are on a date in a noisy restaurant and the only thing you are aware of is the person sitting across from you  When coaches listen at level 2 they are able to see beyond the words that the person is using

Listening – Level 2

Practice! Listener – use level 2 listening Speaker – Thinking of your last conversation with your partner, discuss some of the aspects you enjoy most about your role as supervisor/manager Switch roles!

Debrief In your pairs, briefly discuss the following Listener: o What was it like to be the listener? o How was level 2 listening different from level 1 for you? Speaker: o What did you notice when your partner listened at level 2? o What feedback do you have for your partner?  Add anything else you want to share with your partner

Listening – Level 3 Attention is global “Listening” to everything you see, feel and hear Paying attention to everything that is present Intuition The spotlight is illuminating everything Make space for silence  When listening at level 3, coaches are aware of when and how they are impacting the learner

Listening – Level 3

Practice! Listener – use level 3 listening and… o Ask questions for clarification, more information or to take the conversation deeper Speaker – Tell you partner supervisor/manager what you find most challenging about being a supervisor. Switch roles!

Listening for Coaching What did you learn about yourself? Which level of listening is best for coaching?

POWERFUL QUESTIONS

What makes a question powerful?

A powerful question… Is clear Is concise Is direct Is open-ended Derives from curiosity Reflects level 2 and 3 listening Shows an understanding of the learner’s perspective Invites introspection and discovery Leads to insight and clarity Has the learner looking forward Challenges the learner’s views

A Powerful Question is NOT: Offensive Closed-ended Unrelated to the focus of the conversation About you

You know you’ve asked a powerful question when the learner… Says “That’s a good question!” Pauses and ponders before answering When they have new awareness and/or insight into what is being discussed or about themselves

POWERFUL QUESTION TOPIC AREAS Opening the Conversation Gaining Clarity and Awareness Pinpointing the Real Imagining and Resolving Reality Check Creating the Process and Commitment Take-away and Next Steps

Scenario One of your staff approaches you because they are feeling triggered by one of the people they work with. They tell you that every time they meet this person they feel so annoyed that they can hardly hear what they are saying.

Opening the conversation What would you like to talk about today? What would you like coaching on today? So, what’s going on?

GAINING CLARITY and AWARENESS What’s happened that is making you angry? What is your role in co-creating this dynamic? What meaning does that have? What would you do/know if you did know? What area of your life/work is most impacted by this? Where does a next opportunity exist?

PINPOINTING THE REAL What do you think is behind this? What’s possible from here? What will it take to resolve this? What are you really saying? What am I really hearing you say?

IMAGINING and RESOLVING What do you want it to look like? What do you want it to look like moving forward? What would you do if that wasn’t an issue anymore? How does knowing what to do help you? What beliefs and assumptions no longer serve the big picture? If nothing changes in the next (time) what will it look like?

REALITY CHECK How is this serving you? How does knowing this change things? How realistic is this plan? What’s Your attachment/commitment to this? What’s the cost of not changing? What do you need to say no to in order to reach your goal?

CREATING THE PROCESS and COMMITMENT What are you committed to doing differently? What can you do now to move you toward your goal? What does getting there look like? What’s difficult about your current process? What steps can you take so that your words and actions match? What do you do now that you know this?

TAKE AWAY and NEXT STEPS What will you do with what you know? What needs to happen for you to begin today? What will you learn from this? What’s the high point of today’s conversation? What will you do now that you didn’t do before?

Thoughts About Powerful Questions?

Journaling In your journals answer the following questions: o How did you show up differently today? o What did you do that stretched you outside of your comfort zone? o Where do you want to expand even more? o What are you willing to do for that growth?

Next Steps Practice what you’ve learned. In every conversation until you return… o Practice listening at levels 2 and 3 and be curious about everything! o Ask powerful questions o Notice what is different

Share Your Commitment Write down one thing you will do to reinforce what you will do to reinforce what you learned Share what you are committing to with the person next to you and ask them to follow up with you in a week so you can let them know about your experience. Share what you learned in your next team meeting or share with your supervisor/manager.