The psychology of coaching agile bath
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Slides from Kim Morgan (MD of Barefoot Coaching Ltd) at Bath Scrum Users Meet Up 8 November
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The psychology of coaching agile bath
- 5. We are more likely to do something if asked to do it by someone we like. 70% Up to 30% Performance Direct leader’s style Engagement and climate in teams Your leadership style makes a difference to performance.
- 6. ENSURING COMPETENCY MODE VS SURVIVAL MODE
- 7. Threat response: - IQ drops up to 20 points - Black and white/all or nothing thinking - No ability to generate alternatives - Closed mindset - Win/lose mentality
- 8. - Floods brain with stress-reducing chemicals - Improves and ignites our thinking - Enables us to be creative, open and generate new ideas
- 11. Praise Criticism
- 13. Cialdini’s work for a Government Think Tank on reducing no-shows at GP surgeries in Bedfordshire. Two simple changes led to a 30% improvement. Learn to ask more questions: Who, What, When, How, Where? Questions set the stage for our thinking…internal search engine is activated HOT SEAT QUESTIONS EXERCISE
- 14. - ‘Big Week’ - Pygmalion Effect – Rosenthal late bloomers experiment - Self-consistency theory (Prescott Lecky) and Homeostasis
- 15. - Towards or Away From
- 16. - Task importance - Group importance - Decreasing the ‘sucker’ effect
- 17. Change, learning and transformation occur when there is: - High Emotion - A state of puzzlement of a disorienting dilemma - An empathetic provocateur (Mezirow) Non-learning occurs when things are as we expect them to be. (Jarvis)
- 21. Get in touch on Twitter Connect on LinkedIn Visit www.barefootcoaching.co.uk Email kim@barefootcoaching.co.uk Kim Morgan
Editor's Notes
- Intro me – business background. My mission: to make it simple, applicable, real so that it makes a difference to your business. Confession – don’t always do it myself! Stuart – coach. Today – for YOU. For ME. It’s not the soft stuff. It’s the hard stuff. Takes energy, effort and courage to engage with the emotional and psychological aspects of running a business.
- People get promoted to leadership positions because they are technically good – not because they understand psychology and human motivation. The fact is, they need to learn it. Knowing how to manage stress, anxiety and to motivate people are areas in which science-based psychological knowledge can make leaders and businesses more effective.
- People get promoted to leadership positions because they are technically good – not because they understand psychology and human motivation. The fact is, they need to learn it. Knowing how to manage stress, anxiety and to motivate people are areas in which science-based psychological knowledge can make leaders and businesses more effective.
- When people feel good at work their performance improves..not rocket science! People leave managers, not companies. 20 years research 60,000 exit interviews Saratoga institute – 80% directly related to relationship with boss Gallup – 1million workers – no. 1 reason for leaving “bad boss”
- What happens when we are anxious and stressed or relaxed and happy at work and how can we, as leaders, influence that?
- Healthy amount keeps us focused, energetic and motivated. Reasons for stress at work: Uncerrtainty/fear (Laura), Long hours, pressure to meet rising expectations, pressure to work at optimum levels all the time! (me and conference)
- How to ensure your employee is not operating from a threat response. Attention antidote to stress. GPs. Manager in Engineering firm. WAIT. NK. Talk about something you would like help with at work – an issue, a problem. Opposite of mastermind. You are the only mastermind here. 5 mins each.
- And thinkers…good in teams. Allows more introverted, reflective people equality of air time.
- 2013 study of 1200 people – 83% wanted praise or recognition over 5% pay rise or other gifts. 90% said a fun work environment motivated them. Milennials partic want real time feedback and status based recognition over financial rewards. My client.
- 6m apt wasted each year. Cost estimated at £700m. Written commitment and verbal commitment. People want to be consistent and live up to their commitments which have their active involvement. Normalising non-attendance. Allowing people to make their own commitments, particularly about how they do it – me writing a book.
- What we expect of ourselves and others determines how we behave which determines the outcome. Positive or negative Rising through ranks of organisation..call centre to MD? Homeostasis – a drive for consistency. What would your version of Big Week be? How are you limiting your expectations of you, others, your business? IN PAIRS – 7 mins.
- To motivate others, understand how they motivate themselves and do it back. A lot of entrepreneurs motivated away from – me too.
- Task importance. Studies have shown that when people think the task is important they do less loafing. Zacarro (1984). Group importance. When the group is important to its members they work harder. Decreasing the ‘sucker effect’. The sucker effect is that feeling of being duped when you think that other people in the group are slacking off.
- Groupthink (Irving Janis 1982) emerges because groups are often very similar in background and values. Individual members of the group don’t want to rock the boat because it might damage personal relationships. More recent experiments show that people are quick to adopt the majority position and, crucially, they ignore all the potential alternatives and all the conflicting evidence (Nemeth & Kwan, 1987).
- Change requires: being the grit in the oyster, puzzlement, challenges, a dilemma to shift the status quo…
- Like all this stuff, it works if you do it! Start small with one commitment today..write it down and tell someone! You know that increases your commitment now.