1. Powerful Coaching- OCAMP Mentor Training Day 3 November 2011

2. Learning Targets Day 3 1. Practice and apply effective coaching strategies 2.Self – assess skills and identify areas for growth 3.Learn and apply stages of change to your current work as a coach 4.Reflect on your current coaching relationship and develop a plan to facilitate needed changes for your coachee 5.Practice using the Enhancing Motivation for Change Frame

3. Learning Targets – Day 1 Building the foundation of the coaching relationship – Establishing Trust Understand the impact and benefits of coaching leaders Understand what coaching is and how it is different/similar than other “helper” roles Learn about two essential skills for extraordinary success in coaching: deep listening and powerful questioning Introduction to The Cycle of Powerful Coaching and its purpose Learn and practice using tools and strategies for intake conversations with new principals and superintendents

4. What happens when there is no observable follow-up? 4 From Leadership is a Contact Sport, Marshall Goldsmith, Business + Strategy magazine No follow-up  Some perceived change in behavior Less Effective No Change More Effective

5. What happens when there is consistent follow-up? 5 Consistent follow-up  Significant perceived change in behavior No Change More Effective Less Effective

6. The Pay Off of Coaching Leaders Improved working relationships with staff Conflict reduction Less turn over Increased organizational strength Increased productivity Higher quality products Higher commitment to the organization and it’s mission 2001 study of the impact of coaching Manchester, 2001

7. Is coaching effective? “In truth to say that coaching works is a bit like saying research shows that teaching works.” Jim Knight – Coaching Approaches and Perspectives Research on Coaching 2007 The skill of the person doing the coaching makes a difference

8. Cycle of Powerful Coaching

9. Review and Reflect Listen to the music. Find your partner. Connect with one other team of two. You have 3 minutes each. REVIEW What do good coaches do? List on chart paper DISCUSS Strengths and challenges in your coaching work so far – list on a T chart

10. Assessing your strengths and learning edges Take the coaching self assessment Where are your strengths? What skills would be most useful for you to focus on developing? Write your action plan. You have ten minutes to share with a partner and receive feedback and coaching on your development plan. The Coaching Core Competencies Self Assessment is designed around the International Coaching Federations Coaching Competencies

11. Live Coaching Demo

12. Coaching Lab 1 – Day 3 Form triads within your assigned teams You will each have a role – Coach, coachee or observer Take 15 minutes each to coach and 5 minutes to provide feedback – choose someone to keep track of time Observers- use the Coaching demonstration form to take notes and make observations; you will be providing insights and feedback after the conversation Focus on listening and questioning skills, stay curious, do not expect to get to answers or plans

13. The Challenge of Change Read pages 27 and 28 in your Essential Secrets Guide Complete the “Change Challenge” activity on page 33

14. Why do people resist change? What do you believe causes a person to change? Are you encountering any challenges in your coaching relationship with helping your coachee make needed changes?

15. An Overview of Prochaska and DiClemente’s Stages of Change Model

16. Key Features of Stages of Change Deals with intentional behavior change Views change as a process rather than an event The change process is characterized by a series of stages of change In attempting to change ANY behavior a person typically cycles through these stages of change

17. What are the stages of change?

18. Moving through the stages What helps people move through the stages of change? Process of change Decisional beliefs Self efficacy

19. Two main types of change process 1.Cognitive Change Process – Involves changes in the way people thing and feel about the needed change 2.Behavioral Change Process – Involves people making the actual change in behavior

20. 5 Cognitive Processes Consciousness Raising Increasing awareness of the impact and effects of the current behavior Examples? Possible awareness activities?

21. 5 Cognitive Processes Cont. Dramatic Relief Experiencing strong emotional reactions associated with the behavior What are some examples in educational leadership?

22. 5 Cognitive Behaviors Cont. Environmental Re-evaluation Becoming aware of the impact of the behavior that needs changing. Often linked to dramatic relief. What activities can help school leaders develop awareness of impact and needed changes?

23. 5 Cognitive Behaviors Cont. Affective and cognitive re-experiencing of ones self and the problem Social Liberation Noting conditions that validate and support the change Examples? How can we validate change effectiveness for leaders?

24. Behavioral Process Self Liberation – belief in the ability to change and to act on that belief. Associated activities: Setting dates for completion Building the plan Building in accountability

25. Behavioral Process Cont. Supportive Relationships – Trusting others and enlisting their support. Counter Conditioning – Replacing the behavior with a more effective behavior Reinforcement Management – Rewards/benefits of sticking with the change

26. Relationship between processes and stages of change Cognitive Change Process helps people move through the early stages of change. Behavioral Change Process helps people move through the later processes of change.

27. Reflect In your experience in education, where have we typically started? With the cognitive change process or the behavioral change process? Impact?

28. How is this model useful in coaching? Provides a framework for understanding the process of how people change Recognizes that people in different stages of change need different types of coaching support to help them progress.

29. Apply Think about your coachee. Where are they in the process of change? What strategies will help them move forward?

32. Final Coaching Lab

33. You can lead a horse to water, but you can’t make him drink… You can feed him salt however.

34. Circle Whip Complete the following. I used to think… But now…