Behaviour change part 1 - ppt - 07-12-2013


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Behaviour change part 1 - ppt - 07-12-2013

  1. 1. Newday Wellness & Athma International Wellness Academy (AIWA)
  2. 2. What is Athma International Wellness Academy • Athma International Wellness Academy (AIWA) is dedicated to provide quality training for new entrants and therapists who aspire to play important roles in the highly dynamic Beauty, Ayurveda, Fitness, Spa and Allied Health industries. The Academy is committed to training excellence, with high levels of proficiency in a diverse range of wellness courses relevant to the changing health and wellness environment. In order to provide student-centered learning opportunities, the courses are designed to be flexible, inclusive, lifelong and relevant to the respective profession. Our goal is to produce the best complementary therapy practitioners and to nurture their passion and interest in natural, alternative, complementary and wellness therapies. The programs are conducted by professionals with several years of experience in the wellness industry.
  4. 4. “A word of encouragement during a failure is worth more than an hour of praise after success.” A good coach will make the coachees see what they can be rather than what they are. Coaching……
  5. 5. What is coaching? Process by which an individual works with others to facilitate higher level performance. Providing guidance, feedback, and direction to Ensure successful performance - Coaching is connected to leadership. - Pulling out the best in individuals. - Not just directing. Coaching is usually associated with sports. - In business, coaching means personal achievement and excellence within a meaningful life arena.
  6. 6. • Personal coaching - or 'life coaching' as it is commonly described and promoted - is a quite recent area of learning and development. • Life coaching can be effective in many situations, for example in helping a person's career direction and development, or for personal fulfilment or life change more generally. • Life coaching, or becoming a personal coach is also a career opportunity in itself that interests many people from a wide variety of backgrounds. • Life coaching is rather like a brand or label of the life coaching industry, but it potentially covers virtually every aspect of personal development that an individual might aspire to - for career direction and development, management, executive and leadership, business start-up and entrepreneurialism, life skills, personal fulfilment, lifebalance, and the acquisition of specific skills or knowledge.
  7. 7. How does coaching differ from other helping professions? A. Coaching is one of the most modern approaches in developing potential - Focuses on positive aspects of behavior compared to “problem-based” or pathological approaches. B. Pathological approaches (problem based): - Can be seen in psychiatry; also in psychology (problem based). C. In contrast, coaching is a more positive and proactive approach. A new way of thinking. D. Coach seeks to ensure performers receive all of the knowledge, insight, and skills necessary for high performance.
  8. 8. • • • • • • • The Role Of The Coach Establish and clarify goals of the session Develop a plan to accomplish the tasks and responsibilities Ensure members have a clear definition and understanding of their roles and responsibilities Align expectations with coach and the member Advise, instruct, and demonstrate desired behaviors and skills Encourage and provide feedback for improvement Acknowledge and reinforce desired behaviors when observed
  9. 9. Characteristics of an Effective Coach: * Competence * Influence * Interpersonal Style * Effective Feedback
  10. 10. Coaching Competencies Performance Improvement Communication Communicating Instructions Providing Feedback Listening for Understanding Setting Performance Goals Rewarding Improvement Dealing with Failure Assessing Strengths and Weaknesses Relationships Building Rapport and Trust Motivating Members Working with Personal Issues Confronting Difficult Situations Execution Responding to Requests Following Through
  11. 11. The Coach as Motivator: • Help members see the bridge between: – What they value and desire and… – The task or role for which they are responsible • Provide specific, timely observations of performance and effectiveness • Encourage belief in members’ abilities to succeed • Validate current levels of accomplishment while advocating greater achievement • Identify potential challenges, pitfalls, and unforeseen consequences
  12. 12. Coaches Provide Feedback That Is…. • Descriptive and non-evaluative • Meant to improve skills by making team members aware of what was right or wrong about their task performance • Considered a development tool used to enhance task performance • Two-way, that is, it allows team members the opportunity to interact and ask questions.
  13. 13. Qualities Required For Good Coaching 1. Listening In coaching, listening is more important than talking. By listening, people can be helped to overcome their fears, be offered complete objectivity and given undivided attention and unparalleled support. This leads to the intuitive questioning that allows the client to explore what is going on for themselves. 2. Communication skills: Coaching is a two-way process. While listening is crucial, so is being able to interpret and reflect back, in ways that remove barriers, pre-conceptions, bias, and negativity. Communicating well enables trust and meaningful understanding on both sides. Coaches are able to communicate feeling and meaning, as well as content - there is a huge difference. Communicating with no personal agenda, and without judging or influencing, are essential aspects of the communicating process,
  14. 14. 3. Rapport-building; A coach's ability to build rapport with people is vital. Normally such an ability stems from a desire to help people, which all coaches tend to possess. Rapport-building is made far easier in coaching compared to other services because the coach's only focus is the client. When a coach supports a person in this way it quite naturally accelerates the rapportbuilding process. 4. Motivating and Inspiring: Coaches motivate and inspire people. This ability to do this lies within us all. It is borne of a desire to help and support. People who feel ready to help others are normally able to motivate and inspire. When someone receives attention and personal investment from a coach towards their well-being and development, such as happens in the coaching relationship, this is in itself very motivational and inspirational.
  15. 15. 5. Curiosity: Coaching patterns vary; people's needs are different, circumstances and timings are unpredictable, so coaching relationships do not follow a single set formula. Remembering that everyone is different and has different needs is an essential part of being a coach. Ultimately, everyone is human so coaches take human emotions and feelings into account. 6. Flexibility Coaching is client-led - which means that emotions have to be tapped into from the very beginning of the coaching process. So, having the flexibility to react to people's differences, along with the curiosity and interest to understand fundamental issues in people's lives, are also crucial in coaching. 7. Courage: Coaches generally have a strong belief in themselves, a strong determination to do the best they can for their clients, and a belief, or faith that inherently people are capable of reaching goals themselves. All this does take courage -
  16. 16. Coaching Techniques The GROW Model is a simple yet powerful framework for structuring your coaching or mentoring sessions: • Goal. • Reality – (current). • Options (& Obstacles). • Will (or Way Forward). A good way of thinking about the GROW Model is to think about how you'd plan a journey. First, you decide where you are going (the goal), and establish where you currently are (your current reality). You then explore various routes (the options) to your destination. In the final step, establishing the will, you ensure that you're committed to making the journey, and are prepared for the obstacles that you could meet on the way.
  17. 17. How to Use the Tool: To structure a coaching or mentoring session using the GROW Model, take the following steps: 1. Establish the Goal • First, you and your member need to look at the behavior that you want to change, and then structure this change as a goal that he / she wants to achieve. • Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound. When doing this, it's useful to ask questions like: • How will you know that your member has achieved this goal? How will you know that the problem or issue is solved? • Does this goal fit with his / her overall career objectives? And does it fit with the team's objectives?
  18. 18. 2.Examine the Current Reality • Next, ask your member to describe his current reality. This is an important step: Too often, people try to solve a problem or reach a goal without fully considering their starting point, and often they're missing some information that they need in order to reach their goal effectively. • As your member tells you about his current reality, the solution may start to emerge. • Useful coaching questions in this step include the following: • What is happening now (what, who, when, and how often)? What is the effect or result of this? • Have you already taken any steps towards your goal? • Does this goal conflict with any other goals or objectives?
  19. 19. Explore the Options • Once you and your member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching his / her objective. • Help your member brainstorm as many good options as possible. Then, discuss these and help him/her decide on the best ones. • By all means, offer your own suggestions in this step. But let your member offer suggestions first, and let him/her do most of the talking. It's important to guide him/her in the right direction, without actually making decisions for him/her. Typical questions that you can use to explore options are as follows: • What else could you do? • What if this or that constraint were removed? Would that change things?
  20. 20. • What are the advantages and disadvantages of each option? • What factors or considerations will you use to weigh the options? • What do you need to stop doing in order to achieve this goal? • What obstacles stand in your way? 4. Establish the Will • By examining the current reality and exploring the options, your member will now have a good idea of how he/she can achieve his/her goal. • That's great – but in itself, this may not be enough. The final step is to get your member to commit to specific actions in order to move forward towards his / her goal. In doing this, you will help him / her establish his/her will and boost his/her motivation. Useful questions to ask here include: • When do you need to review progress? Daily, weekly, monthly?
  21. 21. Finally, decide on a date when you'll both review his/her progress. This will provide some accountability, and allow him/her to change His/her approach if the original plan isn't working. Tip 1: Write down some stock questions as prompts for coaching sessions. Tip 2: The two most important skills for a coach are the ability to ask good questions and the ability to listen effectively. • Don't ask closed questions that call for a yes or no answer (such as "Did that cause a problem?"). Instead, ask open ones, like "What effect did that have?" Be prepared with a list of questions for each stage of the GROW process. • Use active listening skills and let your "client" do most of the talking. Remember that silence provides valuable thinking time: you don't always have to fill silence with the next question.
  22. 22. Five key rules that are essential to a coaching dialogue: 1. Listen with Curiosity When we speak about listening with curiosity, we're talking about conveying a genuine interest in what others are saying. All too often we listen with impatience and a lack of attentiveness, which in turn hampers dialogue. 2. Take in What You Hear You can project all the necessary nonverbal cues to give the other person a sense that you're listening with curiosity. While projecting a sense of curiosity, don't forget to absorb and register what is being said. You need to hear the words, read the gestures, and take in the thoughts, ideas, and emotions of the other party. To take in what you hear, you need to pace the conversation and put yourself in the shoes of the other party.
  23. 23. Reflect with Accuracy Reflecting back with accuracy shows the person you’re really listening and confirms that you have digested the right information. It also allows the person to hear back what he or she has said and to check within him or herself: Is it exactly what he or she meant to say? You can reflect back by: a. Paraphrasing Restate the essence of what you heard in your own words, or repeat what you heard using the same words the other party used. b. Summarizing When you hear a lot of information, you may want to summarize the main message into short and concise sentences. When people have conversations, sometimes information doesn't emerge in an orderly way. You want to help your protégés focus on what seem to be their most important issues.
  24. 24. Repeating meaningful words When you repeat meaningful words, you let the other person know that you heard what is really important to them. It enables them to sense that you're listening and understanding them. 4. Questioning for Exploration Asking questions extends the conversation and allows for a more proactive dialogue. Ask open-ended questions that allow more exploration to occur. By asking open ended questions, you give your protégés an opportunity to find answers within themselves. When protégés discover the answers for themselves, it empowers them. When you question for exploration, you reinforce in their minds that you believe in them and that their opinions, knowledge, and experience are worthwhile. You build their confidence.
  25. 25. Provide Feedback for Development Feedback is often thought of as being inherently critical, but that need not be the case. Successful coaches are careful and discriminating about how they employ feedback, knowing that poor or incomplete feedback could stifle their protégés or even cause feelings of inadequacy in them. The successful coach avoids the common mistake of using feedback as a vehicle for asserting expertise. Unclear, arrogant, or dismissive feedback can drive your protégés into defensiveness and destroy the trust so critical to your relationship. When providing feedback, coaches should strive to make it clear, make it relevant, make it non-evaluative, make it helpful, and make it positive. If you listen, reflect, question, and provide the right feedback, you can easily build trust in the coaching relationship.
  26. 26. Feedback Should Be…. Well-Intentioned: • Feedback gives information, not advice • Effective feedback is meant to help the recipient—it is a gift • It should not be used to “get something off of your chest” • Feedback will not fix what you believe is wrong with another person Nonjudgmental: • Do not use terms like “good” or “bad” • The goal of feedback is to help someone understand and accept the effects of his or her behavior on others – The member’s decision to change behavior is not part of the feedback process
  27. 27. Coaching Tips Do….. – Actively monitor and assess performance – Establish performance goals and expectations – Acknowledge desired behaviors and skills through feedback – Coach by example; be a good mentor Do not….. – Coach from a distance – Coach only to problem-solve – Lecture instead of coach
  28. 28. The Results of Good Coaching Are… • Defined and understood goals • Aligned expectations between the coach and member • Transfer of knowledge on a “just-in-time” basis • Increased individual motivation and morale • A more adaptive and reactive person • Improved performance and safer patient care
  29. 29. Is coaching a universal skill set? A. YES! Coaching is universal in application. B. We are all coaches. - Opportunity to coach in all aspects of life. - Mostly to whom we work with and care about. C. Look where can you help facilitate performance of others. - Most answers to problems lie within themselves. D. Practice your skill of coaching! YOU will become a better leader, and grow yourself!
  30. 30. Our Team • • • • • • • • Shine Gopal – Founder & CEO Shika Syam – Program Director Prof. A.J. Johnson – Principal Dr. Rajesh Ramnath – Nutrition and Wellness Specialist Dr. Varma – Consultant – Occupational Wellness (Award Winner) Lt. Col. (Retd) Ajay Randhawa – Safety & Occupational Certified Professional Dr. Prasanth Pillai – Consultant Gireesh Gopal – Director & Trainer Deepak Sugathan – Clinical Psychologist International Directors & Advisors Dr. Andrew Scadberg – Phd Prof. Vitaly Geyman – Life Coach
  31. 31. Note: • Employee Wellness Programs are not just one time trainings. For best results it should be a series of programs which include assessments, coaching on various topics, on-going follow-ups, support and skill development.
  32. 32. Contact Info Athma International Wellness Academy (AIWA) 105, Canal Road, Girinagar, Kochi, Kerala | Mob : 8129499988 (Shine Gopal – CEO )