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Coach vs Advocate
- 2. 2 © 2021 Applied Information Sciences, Inc. A coach listens carefully without a filter and provides guidance in helping you derive meaning from what is happening around you. Coaches ‘come up alongside’ you to help make sense of issues, challenges, and opportunities by providing clarity and a pathway for your own meaning and making. The Coach: Who am I?
- 3. 3 © 2021 Applied Information Sciences, Inc. An advocate is often a connector, someone that can be amongst others and if your strengths and areas of expertise are aligned to what is needed, whether you are in the room, in the meeting, or amongst the conversation, they will advocate for you being the person for the job, project, or a connection to make. On those hectic days when it seems like you have a million things to do and no time to get them all accomplished, your joyful, upbeat, and motivating advocate will cheer you on and encourage you not to get stressed out or to panic. The Advocate: Who am I?
- 4. © 2021 Applied Information Sciences, Inc. A mentor is a colleague who can guide you, teach you, and help you overcome hurdles and squash seemingly-impenetrable obstacles. Your mentor is someone who has accomplished in his/her career what you seek to accomplish. It’s that person at your office whom you admire, want to emulate, and am inspired by. Your mentor can either serve as your overall role model, or can be that “go to” professional who excels exceptionally well at one thing you want to master. They would certainly have necessary, high-valuable skills that, as your mentor, they could help you hone. Being personally mentored by a colleague who can show you the nuances of navigating decisions with your executives will enable you to glean priceless pointers you’ll never find in a book. Mentors tend to be skills-based or subject matter experts in particular disciplines. The Mentor: Who am I? 4
- 5. 5 © 2021 Applied Information Sciences, Inc. Mentor: AIS Resources
- 6. 6 © 2021 Applied Information Sciences, Inc. A coach is summarily objective, geared towards development, working towards helping you understand a ”complete perspective” of what may be going on by remaining objective and free of any conflict of interest throughout the process. An advocate operates with bias, working on your behalf independent of the reality of what may be going on, amplifying your voice and needs throughout. They’re less concerned with helping you to process things with a complete picture, and more concerned with helping you get ‘your way’. Coach vs. Advocate: What is the difference? Click to add text
- 7. 7 © 2021 Applied Information Sciences, Inc. In a challenging time, a coach will slow down, ensure they understand all sides of an issue, talk to as many stakeholders as possible to gain a full perspective, and provide objective, unbiased feedback and guidance to help lead you to an outcome. In a challenging time, an advocate is enthusiastically on your side. They’re championing your point of view, your needs, and your ability zealously on your behalf. They are your cheerleader, providing support, encouragement, and a shoulder to lean on through the difficult times. Coach vs. Advocate: In Rough Seas
- 8. 8 © 2021 Applied Information Sciences, Inc. Coach Advocate Scope Provides objective, developmental feedback focused on skills or approach Raises visibility and opens doors Formality Formal and structured Often informal, occasionally in formal settings Longevity Often a discreet period of time based on goal Reasonably long relationship, highly invested in success Conversation A lot of listening and observing, taking a more non-directive approach. Asks probing questions. Provides guidance on how to and points out things to consider. Resists offering an answer or opinion and instead guides through a choice Actively talks about individual to others, serving as a champion of their work and accomplishments Quote that describes the role “Unlocking a persons potential to maximize their success. It is helping them learn rather than teaching them.” – Sir John Whitmore “I learned a long time ago that the wisest thing I can is be on my own side, be an advocate for myself and others like me.” – Maya Angelou
- 9. 9 © 2021 Applied Information Sciences, Inc. When we listen through a filter, we are "listening", but we’re not "hearing." When our filters are engaged, we miss what is being said and when we miss the meaning, the energy underneath the words and the emotional content of the message, we’re likely to react unconsciously rather than respond meaningfully. The trouble is that when we simply react, we tend to distort the message and its meaning, and direct our conversation and attention to the distortion rather than to what was actually said. And that leaves us unable to connect with another's actual words and experience and unable to respond in a conscious, creative, or supportive way. Coaching: Listening without a filter
- 10. 10 © 2021 Applied Information Sciences, Inc. What do my filters look like? Filter Response Advising "I think you should..." "How come you didn't?" One-upping "That's nothing; let me tell you what I did..." Educating "This could work out very well for you if you..." Consoling "Don't blame yourself; you did the best you could…" Story-Telling "That reminds me of the time..." Shutting Down "Don't worry about it; cheer up!" Sympathizing "Oh, that’s really hard for you...." Interrogating "Well, why did you..." Explaining "What I would have done is..." Correcting "That's not what happened..."
- 11. 11 © 2021 Applied Information Sciences, Inc. Another habit that you may have picked up in childhood is the "listening to fix" filter. When this filter is active, you might respond to your boss' or partner’s comment by saying, “Why don’t you sit down and relax for a few minutes," because you feel you need to prescribe to, or "fix" someone. The Origin of Some of Our Filters I’m Bad I need to fix you Look at me! If you grew up with a highly critical parent or caregiver, you may have created a self-image filter that now translates as: "I'm bad. I've done something wrong”. This then becomes a listening filter that taints many of the communications you hear, because you’re unconsciously listening out for the other person to make a critical judgment of you If you've grown up with the belief that you have to be a judge of others' actions, your listening filter might lead you to respond, for example, with “You’ve had such an easy morning, what do you have to be upset about?” I need to judge you If you have been raised as one who constantly compares yourself to others, you might respond with “You think you’re upset, let me tell you about how upset I am!". This grows out of a need to hijack another's experience and make it your own; the conversation then morphs into a conversation that is "all about me".
- 12. 12 © 2021 Applied Information Sciences, Inc. Active Listening: The Way Around Our Filters Questioning to Understand Summarizing Reflecting Back
- 13. 13 © 2021 Applied Information Sciences, Inc. Listen carefully to understand what a person is communicating. Listening effectively only involves these two steps: 1. Listen to what is being expressed 2. Paraphrase what you understood Phrases like, “So what you’re saying is…” or “As I understand it” will help you gain clarity and confirm that you heard the person correctly. Ensure mutual understanding by periodically summarizing what has been said. Use phrases like, “OK, so we have agreed that…” and “Let me be clear about what we’ve decided so far…” Listening to Understand FACT: We listen at a rate of 400 words per minute. We speak at a rate of 150 words per minute. It takes effort to listen attentively to a speaker
- 14. Be a Good Coach
- 15. 15 © 2021 Applied Information Sciences, Inc. An inspirational manager is first a foremost a Coach. A good coach will use every opportunity to promote personal development, encouraging people to think for themselves and not just turn to you for the answers. You can do this by asking questions to help people explore the task at hand in greater depth. This may be the best way for them to learn, develop their strengths and build their understanding of a topic. Be a Good Coach
- 16. 16 © 2021 Applied Information Sciences, Inc. Goals. Reality, or current reality. Options. Way forward, or Will The GROW Model of Coaching
- 17. 17 © 2021 Applied Information Sciences, Inc. The first step in the GROW model is the goal. This is where the employee identifies a goal they want to achieve. It may be personal growth or professional development. Encourage the employee to pick goals that are SMART, or specific, measurable, attainable, realistic, and timely. Becoming CEO of the company after six months would not be a SMART goal, but earning a work certification could be. Questions you can ask in this stage include: • What is your goal? • How would this goal benefit you? • Why have you set this goal for yourself? Goals
- 18. 18 © 2021 Applied Information Sciences, Inc. In order to help an employee get where they want to go, they need to fully understand their current reality. This is the second phase of the coaching model. Developing a complete awareness of the current situation helps the employee better identify their upcoming journey and any potential roadblocks. For example, if they set a goal to earn a work certification in the next six months, but they are also taking night classes, the reality might be that they have too much on their plate to devote adequate time to prepare for the certification. Questions you can ask in this stage include: • What is stopping you from reaching this goal? • Have you made any progress toward this goal already? • What would this goal require of you right now? Reality
- 19. 19 © 2021 Applied Information Sciences, Inc. The options stage of the coaching conversation examines all the possibilities available that can help the employee work toward their goal. Consider this a brainstorming session between you and the employee to look for open avenues and options for successful completion of the goal. In our example of an employee earning a new certification, options could be postponing night classes, working additional hours, or carving out extra time at home to study. Questions you can ask in this stage include: • What is your next step? • What options are at your disposal? • Are there pros and cons to each of your options? Options
- 20. 20 © 2021 Applied Information Sciences, Inc. If you've heard the saying, ''Where there's a will, there's a way,'' then you should easily grasp the will, or way forward, stage. This portion of the GROW model helps you and the employee gauge the motivation toward achieving the goal. Wanting to do something is one thing, but being fully invested is another altogether. Now's the time to see if the employee's goal of certification is rock solid. Questions you can ask in this stage include: • What would stop you from pursuing this goal? • What resources can help you reach your goal? • What steps can you take this week to move you closer to your goal? Way forward, Will
- 21. 21 © 2021 Applied Information Sciences, Inc. The GROW model promotes a targeted and focused approach to talking about goals. Coaches can be flexible in their style while the employee takes the lead in the conversation. There's no need for coach expertise in the goal area, and the model empowers the employee to understand their own journey. On the other hand, it's possible for participants to adhere too strictly to the model. The coach may fail to allow the employee to guide the conversation. If the discussion of goals is too focused, the journey may be lost. Coaches need to be wary of interjecting their own thoughts and opinions into the process; asking leading questions can elicit the response they want instead of what the employee truly wants. GROW Model: Pros & Cons
- 22. Be a Good Advocate
- 23. 23 © 2021 Applied Information Sciences, Inc. One of the most important things you will do for your team is advocate on their behalf. It is often difficult for individuals to raise issues or concerns. They might not know the right people to bring concerns to, or if they do, they might not be comfortable raising issues to them. As you develop a relationship with your team members, they can bring those issues to you. We’ll work with you to provide the tools and connections within the company to help them address any issues or concerns they will have. Be a Good Advocate
- 24. 24 © 2021 Applied Information Sciences, Inc. We will do a deeper dive into Advocacy in a later training. But for now, it’s helpful to understand the four main types of advocacy we anticipate you’ll do: 1. Networking: Connecting team members to others in the organization, especially as it relates to finding expertise. 2. Compensation: Advocating for team members who want an off-cycle review of their compensation. This could be due to offers from other companies, personal situations or market related information. 3. Project Assignments: This may be to help them think and work through challenges on a project, it may be to advocate for them if they need to find a new assignment or to find opportunities in the future which align to their career goals. 4. Sales & Marketing: Helping team members to become more involved in bids or content related activities. Be a Good Advocate
- 25. 25 © 2021 Applied Information Sciences, Inc. Your impact as an advocate will depend on the relationships you are able to build with different teams across AIS. Most problems in business are complex and will have multiple different conditions that are converging. Understanding all the conditions is critical to helping working toward a resolution. When you engage with different teams, stay open and curious. Ask questions to understand their perspective before making any judgements or rushing to a proposed solution. Be a Good Advocate Seek first to understand, then to be understood Steven R. Covey Habit 5 from “The 7 Habits of Highly Effective People”
- 26. 26 © 2021 Applied Information Sciences, Inc. Sara works at AIS. She is an entry-level employee really looking to increase her knowledge of management so that she can eventually get a promotion. Sara's manager knows of her desire to move up and advises that she might want to think about what skills she needs to gain in order to be promoted. She places the responsibility in Sara's hands to find one. • How would the coach handle this situation? • How would the advocate handle this situation? • What are the pros/cons of each approach? Is one preferred in this scenario? Example: Coach vs. Advocate
Editor's Notes
- The beauty of the GROW model is that applying it to employees requires only two things of you: listening actively and asking effective questions. The goal of the coach is to serve as more of a facilitator to help the employee set their own goals, analyze the path needed to get there, and determine how motivated they are to achieve them. The bulk of the work in the GROW model rests squarely on the shoulders of the employee.
- 1. Establish the Goal First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve. When doing this, it's useful to ask questions like: How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved? Does this goal fit with their overall career objectives? And does it fit with the team's objectives? 2. Examine the Current Reality Next, ask your team member to describe their 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 team member tells you about their 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 toward your goal? Does this goal conflict with any other goals or objectives? 3. Explore the Options Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective. Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones. 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? 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 team member will now have a good idea of how they can achieve their goal. That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation. Useful questions to ask here include: So, what will you do now, and when? What else will you do? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? When do you need to review progress? Daily, weekly, monthly?
- 1. Establish the Goal First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve. When doing this, it's useful to ask questions like: How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved? Does this goal fit with their overall career objectives? And does it fit with the team's objectives? 2. Examine the Current Reality Next, ask your team member to describe their 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 team member tells you about their 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 toward your goal? Does this goal conflict with any other goals or objectives? 3. Explore the Options Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective. Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones. 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? 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 team member will now have a good idea of how they can achieve their goal. That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation. Useful questions to ask here include: So, what will you do now, and when? What else will you do? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? When do you need to review progress? Daily, weekly, monthly?
- 1. Establish the Goal First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve. When doing this, it's useful to ask questions like: How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved? Does this goal fit with their overall career objectives? And does it fit with the team's objectives? 2. Examine the Current Reality Next, ask your team member to describe their 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 team member tells you about their 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 toward your goal? Does this goal conflict with any other goals or objectives? 3. Explore the Options Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective. Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones. 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? 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 team member will now have a good idea of how they can achieve their goal. That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation. Useful questions to ask here include: So, what will you do now, and when? What else will you do? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? When do you need to review progress? Daily, weekly, monthly?
- 1. Establish the Goal First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve. When doing this, it's useful to ask questions like: How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved? Does this goal fit with their overall career objectives? And does it fit with the team's objectives? 2. Examine the Current Reality Next, ask your team member to describe their 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 team member tells you about their 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 toward your goal? Does this goal conflict with any other goals or objectives? 3. Explore the Options Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective. Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones. 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? 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 team member will now have a good idea of how they can achieve their goal. That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation. Useful questions to ask here include: So, what will you do now, and when? What else will you do? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? When do you need to review progress? Daily, weekly, monthly?
- 1. Establish the Goal First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve. When doing this, it's useful to ask questions like: How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved? Does this goal fit with their overall career objectives? And does it fit with the team's objectives? 2. Examine the Current Reality Next, ask your team member to describe their 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 team member tells you about their 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 toward your goal? Does this goal conflict with any other goals or objectives? 3. Explore the Options Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective. Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones. 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? 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 team member will now have a good idea of how they can achieve their goal. That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation. Useful questions to ask here include: So, what will you do now, and when? What else will you do? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? When do you need to review progress? Daily, weekly, monthly?