Coaching for Positive Behaviours Presented by Rob Straby

Learning Goal To build positive relationships with your clients, employers and colleagues to achieve results!

To build positive relationships with your clients, employers and colleagues to achieve results!

Agenda Building rapport Providing effective feedback Practice

Building rapport

Providing effective feedback

Practice

Enhancing Our Perception Visual Auditory Kinesthetic

Visual

Auditory

Kinesthetic

Building Rapport Mirroring Cross-mirroring Pacing Following Leading

Mirroring

Cross-mirroring

Pacing

Following

Leading

The Language of Rapport Visual (see): appear, clarity, focus, glance, illusion, image, notice, observe, outlook, picture, scene, watch Auditory (hear): announce, discuss, gossip, listen, loud, noise, ring, roar, say, screech, talk, tell Kinesthetic (feel): active, charge, flow, firm, grip, hold, rush, shift, stir, sore, support, tension

Visual (see): appear, clarity, focus, glance, illusion, image, notice, observe, outlook, picture, scene, watch

Auditory (hear): announce, discuss, gossip, listen, loud, noise, ring, roar, say, screech, talk, tell

Kinesthetic (feel): active, charge, flow, firm, grip, hold, rush, shift, stir, sore, support, tension

Agenda Update Building rapport Providing effective feedback Practice

Building rapport

Providing effective feedback

Practice

Providing Effective Feedback Why is giving feedback difficult? Hope the problem will go away Afraid of being attacked Afraid of offending Think it won’t make a difference

Why is giving feedback difficult?

Hope the problem will go away

Afraid of being attacked

Afraid of offending

Think it won’t make a difference

Feedback that fails Overuse “sandwich” Don’t offer alternatives Focus on what went wrong Overlook what went right Use broad hints

Overuse “sandwich”

Don’t offer alternatives

Focus on what went wrong

Overlook what went right

Use broad hints

Guidelines for effective feedback Give balanced feedback Be descriptive Time feedback to be successful

Give balanced feedback

Be descriptive

Time feedback to be successful

Traits vs. Behaviours What are words that you would use to describe an employee who is an excellent “ team player ”?

What are words that you would use to describe an employee who is an excellent “ team player ”?

Traits vs. Behaviours Traits: Behaviours:

Traits:

Behaviours:

Traits vs. Behaviours Vague feedback leaves us with little information for behaviour change. Traits can mean different things to different people Giving feedback that is behavioural ensures that you and the individual understands what is required

Vague feedback leaves us with little information for behaviour change. Traits can mean different things to different people

Giving feedback that is behavioural ensures that you and the individual understands what is required

Giving Balanced Feedback C = Continue A = Alter B = Begin S = Stop Have a strategy! Be clear in your own mind what it is you are trying to accomplish first, before you speak with the person.

C = Continue

A = Alter

B = Begin

S = Stop

Have a strategy!

Be clear in your own mind what it is you are trying to accomplish first, before you speak with the person.

To Continue Behaviour W hat just happened: I mpact of behaviour: T hank you! “ When you…” “ The result was…” “ Thank you!”

W hat just happened:

I mpact of behaviour:

T hank you!

“ When you…”

“ The result was…”

“ Thank you!”

To Alter, Begin or Stop Behaviour W hat just happened: I mpact of behaviour: N ext steps: “ When you…” “ The result is…” “ What I need you to do is…”

W hat just happened:

I mpact of behaviour:

N ext steps:

“ When you…”

“ The result is…”

“ What I need you to do is…”

Practice Form a group of 3: Feedback provider (coach) Feedback recipient (coachee) Coach’s coach Use the case studies provided

Form a group of 3:

Feedback provider (coach)

Feedback recipient (coachee)

Coach’s coach

Use the case studies provided

Practice & Application Using case study, the feedback provider (counsellor) gives feedback to the client based on scenario The coach provides feedback based on the behaviour of the provider The recipient (coachee) provides feedback to the coach on how well they applied the model with the counsellor

Using case study, the feedback provider (counsellor) gives feedback to the client based on scenario

The coach provides feedback based on the behaviour of the provider

The recipient (coachee) provides feedback to the coach on how well they applied the model with the counsellor

Let’s Debrief What are your observations? Do you have any questions? How can you apply this in your workplace now?

What are your observations?

Do you have any questions?

How can you apply this in your workplace now?

For More Information: Rob Straby [email_address] www.lifeworks-by-design.com

Rob Straby

[email_address]

www.lifeworks-by-design.com