1. Module 8 Championing and Challenging

2. Aims/Objectives
To discuss the impact of clarity and articulation when championing and challenging clients
To revisit and go deeper with crucial conversations
To develop clarity about what to challenge and ways to challenge
To recognize the components of fierce conversations and the appropriate use of those components in coaching
To delineate the elements of a mineral rights discussion and its application to coaching practice

3. Learning Outcomes
Demonstrates follow through by asking about actions that were previously identified during coaching sessions
Is clear, articulate and direct in providing feedback
Positively confronts the clients when agreed upon actions are not taken
Utilizes fierce conversation content when appropriate in coaching sessions
Helps the client focus and build upon success

4. Review

5. Crucial Conversations Process
Step
Behaviors
Start with heart
Work on me first
Stay focused
Refocus your brain
Return to Dialogue
Learn to look
Content and conditions
Situation moves to crucial
Safety problems
Silence or violence
Outbreaks in styles under stress

6. Step
Behaviors
Make it Safe
Apologize when appropriate
Contrast to fix misunderstanding
CRIB to get to Mutual Purpose:
Commit to see Mutual Purpose/Goal
Recognize the purpose behind the strategy
Invent a Mutual Purpose/Goal
Brainstorm new strategies
Master Stories
Notice your behavior
Get in touch with your feelings
Analyze your stories
Get back to the facts
Watch for clever stories

7. Step
State my path
Share your facts
Tell your story
Ask for others’ path
Talk tentatively
Encourage testing
Catch yourself
Ask to get things rolling
Mirror to confirm feelings
Paraphrase to acknowledge the story
Prime when you’re getting nowhere
Remember the ABCs: Agree, Build, Compare

8. Step
Behaviors
Move to Action
Direct
Consensus

9. Think About…..
Which step in crucial conversations do you think will be most difficult for you?
How can you use the steps in Crucial Conversations to protect your relationship with your client?

10. Challenging

11. What to Challenge
Mind-sets-assumptions, biases, convictions, norms, unexamined perceptions of self/others/the world
Ways of thinking
Ways of acting
Discrepancies between thinking/saying and acting
Self-limiting beliefs
Predictable dishonesties of everyday life-white lies
Games, tricks and smokescreens
Strengths and unused resources

12. Ways to Challenge Clients
Think differently
Encourage what is missing
Take on stretch tasks
Uncover the “root” cause
Ask client to evaluate progress

13. Think About…..
How might you address an issue with a client when there is a discrepancy between what they say they want and the action they are taking towards it?
How comfortable are you with challenging a client? What would lead to more comfort for you?

14. Fierce Conversations

15. Fierce Conversations Rules of Engagement:
Fierce is to confront side by side, not firing at.
Con = with, along side
Front = in front of something, leading
Rules of Engagement:
Take ownership of your own feelings and actions
Be direct and honest about your feelings and what you want
Stick to the issue, don’t make it personal
Paraphrase what you think you heard
Deal with one issue at a time
What other things do you remember from Feedback 101 that would be critical for it to be effective?
What other key elements help you prepare for crucial conversations (relating/rapport)?
Trust Equation (credibility, reliability, professional intimacy, other orientation), Empathetic Listening (what are some skills? Reflecting, acknowledging, probing, supporting, being quiet, checking in perceptions)

16. Fierce Conversations
BEFORE FIERCE
AFTER FIERCE
Focus on activities
Skirting issues
Politics, turf war
Sleep walking
Niceness, toleration
Focus on results
Naming, truth, change
Alignment & collaboration
Shared enthusiasm
Effective confrontation

17. Coaching Conversation Principles
Fierce Conversations
OBJECTIVES
Coaching Conversation Principles
Interrogate Reality
Provoke Learning
Tackle Tough Challenges
Enrich Relationships
Master the courage to interrogate reality
Come out from behind yourself, into the conversation, and make it real
Be here, prepared to be nowhere else
Tackle your toughest challenge today
Obey your instincts
Take responsibility for your emotional wake
Let silence do the heavy lifting
In Susan Scott’s book, Fierce Conversations, she has a concept called Mineral Rights in which we hold conversation to go deeper
Mineral Rights – allows us to do mining into what is true for the individual.
This is a respectful process, yet somewhat fierce – as we venture to name our experience and help them explore theirs for the sake of changes in mindsets and behaviors.

18. Preparing the issue for discussion
The Issue Is:
Be concise, in one or two sentences, get to the heart of the problem
Is it a concern, challenge, opportunity, or recurring problem that is becoming more troublesome?
It is Significant Because:
What’s at stake?
What is the future impact if the issue is not resolved?
How does this affect people, products, services, customers, the associate, timing, future, company, etc.
Reflect and summarize to yourself to identify precisely what you’re targeting
Susan Scott’s book, Fierce Conversation

19. Preparing the issue for discussion
The Ideal Outcome is:
What specific results are expected?
Alternative solutions
Confidence regarding the right decision
Identification of consequences
Where to find more information
Critique of the current plan
Outcomes:
AGAIN – ANOTHER POSSIBLE 2 PART PHASE.
FOR SURE – PREPARE YOURSELF AS COACH.
THEN AS YOU EXPLORE WITH THE ASSOCIATE – HELP THEM TO BECOME CLEAR ON specific RESULTS WANTED.
Results:
THIS PHASE CAN ALSO BE 2 PARTS.
PREPARING YOURSELF – EXPLORE THESE IDEAS.
THEN, IF YOU CHOOSE, YOU CAN EXPLORE THESE ALSO WITH THE ASSOCIATE TO LEAD FORWARD THINKING INTO SOMETHING DIFFERENT THAN WHAT EXISTS NOW (reframe).
How will this help the person change/modify a behavior? How would getting to the problem help you as a coach?

20. Relevant Background Information
How, when, why, and where did the issue start?
Who are the key players?
Which forces are at work?
What is the issue’s current status?
If nothing changes, what are the implications?

21. What Has Been Done Up to This Point
What has been done so far?
What options am can be considered?

22. As A Coach….I Want What results do I want Alternative solutions
Confidence regarding the right decision
Identification of consequences
Where to find more information
Critique of the current plan

23. FIERCE STATEMENTS AND QUESTIONS
What is the most important thing you and I should be talking about today?
What’s going on; how long has it been going on? Am I understanding you correctly?
How is this issue currently impacting you? Others/the company? As you consider these results, what do you think and feel?
If nothing changes, what are the implications? When you consider these possible outcomes, what do you think and feel?
How have you contributed to this problem/issue? What piece of this issue has your name on it?
When this issue is resolved, what difference will that make? When you contemplate these results, what do you think and feel?
What is the most potent step you could take towards resolution? When can we follow up on this?

24. Think About…..
In which circumstances might you begin a Fierce Conversation?
How can you ensure that you protect the feelings that may arise with your clients when you are engaging in Fierce Conversations?

25. Case Study

26. Case Study
Shirley set her goals as wanting to create a healthier relationship with her colleagues. She finds the work environment she is in somewhat toxic and does not look forward to going to work. A few specific behaviors that she is working on include; being the first to initiate conversation, suspending biases and assumptions about her colleague’s behaviors and setting up times for coffee weekly with different colleagues to get to know them at a deeper level. After four sessions with you, Shirley relates that she continues to find her colleagues off- putting and has not been able to follow through with any of her commitments. Would you use the Crucial Conversations or Fierce Conversations frameworks with Shirley? Or neither? How would you start the conversation using one of the frameworks?