1. On headset with working micNo headset, using chat box Purposeful Leadership – Module 5 Coaching Opportunities (:75)

2. 2 Leadership and Personal Accountability Balancing structure and freedom Leading Change Coaching Opportunities Hard Conversations Emotional Intelligence They build on each other, AND they stand alone Purposeful Leadership

3. Determine the best coaching approach to use with someone based on their competence and motivation Conduct “check-in” chats with others and be empathetic vs. sympathetic when listening 3 Learning Objectives

4. 4 Coaching continuum (:05) Betty Story – coaching in a new task (:05) Matching coaching approach to the situation (:25) Listening to show caring without caretaking guidelines and demo (:15) Listening practice in dyads (:25) Agenda

5. 5

6. 6 Once you are in your breakout room and the instructions slide is pushed out, you will see a menu like above where you can navigate to a blank page and enter group discussion Notes. Use this same menu to go back and forth between the instructions slide and your “notes” page. 1. In your breakout group, ….. 2.Read the quote and ….. 3.Summarize your thoughts using ….. Breakout Discussion Writing on whiteboard in breakout rooms

7. 7 Click on the drop down menu then pick the blank page you want to go to jot down thoughts/notes. 1. In your breakout group, ….. 2.Read the quote and ….. 3.Summarize your thoughts using ….. Writing on whiteboard in breakout rooms

8. 8 other

9. 9 Coaching to complete a task Coaching to “check-in” Coaching to address a troubling pattern Easier (Low EQ) Harder (High EQ) Today Module 6 What Why Who When Where How 123123 Coaching Continuum

10. 10 Betty Story Job Duties Tasks

11. 11 Relationship Behavior (from Mgr) Can He? Will She? High Low “Retired on the job” “Hesitant Harriet” “Ignorance on Fire” “Star” Task behavior (from Mgr) 1) Telling 4) Delegating 3) Participating 2) Coaching Adapted from Paul Hersey and Ken Blanchard, Situational Leadership model Relationship vs. Task Behavior Low HM/LC LM/LC LM/HC HM/HC

12. 12 Breakout Practice Imagine you are getting ready for cookie program for the year and you have a meeting with a number of staff who are all over the place with some being brand new, to some very experienced and a bit disengaged, etc. each breakout room will have one “group”. Discuss what you would do to get them ready for the upcoming cookie “sale”. Room 1 = Hesitant Harriet’s (LM/LC) Room 2 = Ignorance on Fire (HM/LC) Room 3 = Retired OTJ (LM/HC) Room 4 = Stars (HM/HC) Take :10 and have someone ready to report out.

13. 13 “Retired on the job” (Low M, High C) “Hesitant Harry” (Low M, Low C) “Ignorance on Fire” (High M, Low C) “Star” (High M, High C) A) TellingD) Delegating C) Participating B) Coaching Which of these approaches do you find easy to do/plays to a strength?

14. 14 Which of these approaches do you find is most challenging for you? “Retired on the job” (Low M, High C) “Hesitant Harry” (Low M, Low C) “Ignorance on Fire” (High M, Low C) “Star” (High M, High C) A) TellingD) Delegating B) Coaching C) Participating

15. 15 High Low Energy Required Relationship Built Ignoring Pretend Listening Selective Listening Attentive Listening (facts only) Empathic Listening (facts and emotions) Adapted from Stephen Covey’s 7 habits of Highly Effective People Listening Choices*

16. 16 High Low Energy Required Relationship Built Ignoring Pretend Listening Selective Listening Attentive Listening (facts only) Empathic Listening (facts and emotions) Adapted from Stephen Covey’s 7 habits of Highly Effective People Sympathetic Listening (agreement) Listening Choices*

17. 17 Advising Probing Interpreting Evaluating Reflect emotion/feeling 1 2 3 Move to problem-solving Ask for detail Listening to Show Caring Without Caretaking

18. 18 Demo

19. 19 Breakout Practice Have someone with a situation they are dealing with, be the “Teller” who tells the story The “Listener” is restricted to: Asking questions Summarizing/clarifying No advice giving Goal = help the Teller find their own answer; be empathetic where appropriate Observers see if you can notice what your response tends to be as you listen to the Teller’s story Take :10

20. 20 1)When talking with others looking for “answers” they need to figure out for themselves, avoid giving advice. Instead, prompt them to do their own thinking “What are your thoughts?” “What do you think makes sense?” “What do you want to do with this?” 2)When delegating a task, ask the person you’re coaching to summarize back to you what they heard to assess their understanding. Suggestions…

21. 21 “In the improv world the working paradigm is one of shared control. It differs from the “I lead and you follow” model in that both parties must stay alert and energized and actual leadership is likely to change moment by moment. Both (or all, if more than two) are always responsible, while neither (or no one) is ‘in control’ in an absolute sense. The rule is that all improvisers have the right and responsibility to move the scene forward, adjusting always to what the new reality is. Doing what needs to be done becomes the guiding principle.” Patricia Madsen, Improv Wisdom

22. 22 Questions/ Observations?