1. International Ombuds Association AnnualConference 4-9, April 2014, Denver, Colorado Presented by: Steve Levecque, 613-402-3566 slevecque@sympatico.ca

2. What is a Coach… A trained professional who works with a client to allow them to achieve powerful results that are fair, achievable and sustainable.

3. A Coach is not… A substitute manager… A therapist… A mystic who can make things happen…

4. Why Coaching? A dynamic tool to help clients adjust to relevant issues Can address issues in a different way than more traditional approaches Allows client to have more control over the outcome Can be used in a wide number of domains

5. Areas of Coaching Perceptions Influence Problem Solving Communicating

6. Perceptions Client has limiting beliefs Generally negative/insecure Usually ingrained Often a survival technique Can be difficult to identify

7. How to Coach Perceptions Acknowledge Identify potential limits of perceptions Help client be aware of impact of perceptions Assess the cost of inaccurate perceptions Do not try to tackle more than one perception at a time.

9. Influence Client is frustrated by outcomes Client complains and does not see opportunities to change things Client cannot get people to do what they want General improvement of leadership effectiveness

10. Seven Principles of Influence (Elegant Leadership) People do things for their reasons, not yours Most people need to be reminded of the first principle If you are not explicit about what you want, you probably won’t get it Influence happens one person at a time Take 100% responsibility for your impact on others Build relationships while getting results There are no guarantees…

11. Problem Solving Client gets frustrated easily Has difficulty implementing solutions Keeps revisiting solutions

12. Problem Solving Model 1. Identify the Problem Who is implicated What are the underlying interests/issues 2. Problem Analysis Legal, policy, values, relationships 3. Identify and Analyze Options Fair, achievable, sustainable Meets organizational values Rule of 6 Intent vs impact 4. Select option Implement Be prepared to adjust if new info becomes available

13. Communicating Effectively Client often feels no one is listening May notice that their requests are misunderstood/not being done Operates from assumptions May lack confidence

14. Communication… not so simple The ability to listen is probably the most important feature of communicating effectively.

15. Preparation What is the purpose of the conversation? What do you hope to accomplish? What would be a satisfactory outcome? Test assumptions you may be making about the other person Be cautious about how you feel about what they did

16. Preparation Cont’d Do you know what your “buttons” are? Are your emotions appropriate for the situation or do you need to “cool down”? Was there something that triggered your reaction? Recognize your contribution to the emotional level of the conversation.

17. Preparation Cont’d Do you see the conversation as negative or positive? This will influence how you have the conversation.

18. Preparation Cont’d How much do you know about the other person? Are they aware this is an issue? How might they see it? What might some of their concerns and needs be? What outcome do you think they might want? Shift from negative outcome to positive outcome

19. Preparation Cont’d What are some of your concerns and needs? Fears? Expectations? Are there any that are common? How have you both contributed to the situation?

20. Pay attention to… The language you use Support not punish Ensure your behaviours match your words

21. Four Steps to a Positive Outcome 1.Be Curious – try to learn as much as possible about the other person and the situation from their perspective Be attentive to their non-verbal cues – what are they really trying to say? Don’t take things personally Let them finish Learn through listening

22. Four Steps to a Positive Outcome 2. Acknowledge – show that you have heard and understand Try and explain to the person what you think they are trying to say Acknowledge your own reactions, emotions  IE: I am getting frustrated because I don’t feel like you are hearing what I am saying Recognize that acknowledgement does not mean you agree with them

23. Four Steps to a Positive Outcome 3.Verify and Clarify – once the person has expressed their concerns verify and clarify from your perspective what they may have missed Do not minimize what they have stated Be open as to how issues can be clarified and verified

24. Four Steps to a Positive Outcome 4. Begin Problem Solving – stay open minded Create solutions that will work for everyone Test solutions to ensure they are fair, achievable and sustainable

25. Tips to Help Stay centred and positive Use emotional energy in a positive way Don’t take things personally. Help centre the other person Don’t assume the person sees things from your point of view Practice the conversation mentally or out loud with someone else

26. References Elegant Leadership by Andrew Neitlich, Centre for Executive Coaching The Way to Coach Executives by Andrew Neitlich, Centre for Executive Coaching