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What does coahcing have to do with managing chage

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Training for the Mid-Willamette Human Resources Network, 4/14/10. …

Training for the Mid-Willamette Human Resources Network, 4/14/10.

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  • Review types of questions Explain my personal internal customer scenario. Begin Script: JOCELYN (as me): Will you have my proof ready by 2 p.m. tomorrow? Click to next slide
  • Review types of questions Explain my personal internal customer scenario. Begin Script: JOCELYN (as me): Will you have my proof ready by 2 p.m. tomorrow? Click to next slide
  • Transcript

    • 1. What Does Coaching Have to Do with Managing Change? With Kristina Ender, Endwell Coaching And Jean Bonifas, Springboard NW MHRA Workshop  April 14, 2010  
    • 2. Workshop goals are to expand our...
      • Understanding of the stages of change
      • Appreciation of coaching as a resource for managing through change
      • Ability to ask productive coaching questions
      • Ability to decide whether to use internal or external coaching resources
      • Nimbility
    • 3. Workshop Premise
      • “ People don’t resist change. They resist being changed.”
      • - Peter Senge
      • “ Managing change is an oxymoron. We don’t manage change, we help people learn to manage themselves through change.”
      • - Kristina Ender
    • 4. Stages of Change
    • 5. Stages of Change www.endwellcoaching.com
    • 6. Managing Ourselves Through Change
      • Consider a situation that demanded you make major changes in your life.
      • Tell the story of that change to a partner using the template on your table entitled “Stages of Change Story-gram”
      • Listen your partner’s story of change using the same tool.
    • 7. Stages of Change Story
    • 8. Your Change Story
      • What worked well?
      • What resources did you discover and use?
      • What did you learn from this experience?
    • 9. Managing Others Through Change
      • Consider a employee/change management situation with which you are currently familiar.
      • Tell the story of that situation to a partner using the story-gram.
      • Listen your partner’s story using the same tool.
    • 10. Your “Managing Others Through Change” Story
      • What isn’t working well?
      • What might help this person better manage themselves?
      • What resources are available to assist them?
    • 11. Informal vs. Formal Coaching
    • 12. Informal Coaching Conversations
      • Fixative
      • Focuses on organizational answers
      • Focuses on performance expectations
      • Focuses on specific workplace outcomes
      • We are directly involved
    • 13. Informal Coaching Conversation Template
      • Identify and clarify the issue
      • Determine current impact and future implications
      • 3. Examine personal contribution to the issue
      • Describe ideal outcome
      • Commit to action
    • 14. Formal Coaching www.endwellcoaching.com
    • 15. Formal Coaching www.endwellcoaching.com
      • Trained and abided by
      • ICF Code of Ethics
      • ICF Core Competencies
    • 16. Proficient at ICF Core Competencies www.endwellcoaching.com
        • Meet ethical guidelines
        • Establish agreement and trust
        • Be present
        • Active listening
        • Powerful questions
        • Direct communications
        • Help client create awareness
        • Design actions and set goals
        • Accountability
    • 17. Formal Coaching Process www.endwellcoaching.com
        • Possibility thinking
        • Discovery based
        • Envision success
        • Challenge blind spots
        • Managing opportunities & challenges
        • Observations & feedback elicit positive responses
        • Client generated solutions & strategies
        • Goal oriented action
        • Hold the client responsible and accountable
        • Not typically a linear process
    • 18. Formal Coaching Process www.endwellcoaching.com
    • 19. When might you recommend hiring an external coach? When might you choose to do internal informal coaching? What are the benefits of both? www.endwellcoaching.com
    • 20. Workshop Premise
      • “ People don’t resist change. They resist being changed.”
      • - Peter Senge
      • “ Managing change is an oxymoron. We don’t manage change, we help people learn to manage themselves through change.”
      • - Kristina Ender
    • 21. Productive Questions
    • 22. The Power of Questions
      • Provide valuable information that might otherwise not have been shared;
      • We listen more carefully when being asked questions;
      • Greater possibility for solution choices
    • 23. Types of Questions
      • Closed Questions usually get 1 to 2 word, or short phrase responses: “yes”, “no”, “no way”, “right away”.
        • Will my proof be ready by 2 p.m. tomorrow?
      • Open Questions usually get more detailed information; begin with “what”, “why”, “how” or “could”.
      • What can I do to insure this is ready by 2 p.m. tomorrow?
      • Probing Statements usually result in thoughtful specific responses.
      • Help me understand the challenges you are encountering in having this ready by 2 p.m. tomorrow.
    • 24. Revisit Coaching Options Worksheet
    • 25. Workshop goals are to expand our...
      • Understanding of the stages of change
      • Appreciation of coaching as a resource for managing through change
      • Ability to ask productive coaching questions
      • Ability to decide whether to use internal or external coaching resources
      • Nimbility
    • 26. Thank you…. We believe coaching has everything to do with managing through change. Kristina Ender, Endwell Coaching Jean Bonifas, Springboard NW MHRA Workshop  April 14, 2010  

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