Kim Morgan's Keynote slides from Agile Cymru 2015

1. SELF AS INSTRUMENT OF CHANGE | KimMorgan
OWNER &DIRECTOR

3. “Any leader of transformation needs to learn the
psychology of individuals, the psychology of the
group, the psychology of society and the
psychology of change.”
W. Edwards Deming
…AND THE PSYCHOLOGY OF THEMSELVES.

4. Use of self
is central to
our work

5. WAIT – Why Am I Talking?
High Quality Attention
Questions - but not for the purpose of gathering information for you
Questions which advance the thinking of the other person
Sit on the edge of your chair and demonstrate fascination
5
Coach as an Instrument of Change:

6. EMOTION DISCOMFORT TRANSFORMATION

7. “We remember life’s
important moments
especially well. Emotional
experiences, whether good
or bad, leave strong traces
in the brain.”
Joseph E. LeDoux
Centre for Neural Science,
NYU

8. Mezirow | Situations which give rise to critical
self-reflection and transformational learning:
▪ A disorienting dilemma
▪ A state of puzzlement

9. Jarvis | Non-transformative situations:
“Non-learning is our response to everyday
experience. As long as experience conforms to
our mental models, no learning is required.”

10. “Presence is the living
embodiment of
knowledge: the theories
and practices believed to
be essential to bring
about change… are
manifested, symbolized
or implied in the
presence of the
consultant”
Nevis

11. Provide a presence that is lacking in the system
Develop congruence between your behaviour and what you teach others
Become an awareness expert
Help the client focus on their problems not on solutions you favour
Role model basic behavioural skills (communication, conflict, decisions)
11
Coach as an Instrument of Change:

12. 12
Burke | Coach as an Instrument of Change:
Ability to tolerate ambiguity
Ability to discover and mobilize human energy
A sense of mission
Ability to recognize own feelings and intuitions quickly
Ability to create learning opportunities

13. CAN YOU HANDLE EMOTION?
ARE YOU READY FOR DISCOMFORT?

14. De Haan | Transformational moments
occur when:
▪ Tensions, uncertainties and anxieties
arise
▪ The coaching relationship is put to
the test
▪ A particular vulnerability is examined
▪ The coach accesses their own
emotions

15. “The primary instrument
in coaching is the
coach/practitioner.”
Burke

16. WHO YOU ARE IS HOW YOU COACH

17. PERFECTIONISM
PEOPLEPLEASING
OSTRICH
SYNDROME
GOINGTOEXCESS
IMPOSTOR SYNDROME
COPING WITH LOSS
SEARCHING FOR FULFILMENT
DRIVEN BY FEAR
FIERCE INDEPENDENCE
CYNICISM
PERFORMANCE ANXIETY
PROCRASTINATION

18. “Learn your theories as
well as you can, but put
them aside when you
touch the miracle of
the living soul.”
Jung

20. Group Dynamics - the
composite affect on
feelings and behaviour
of the unconscious
processes of the group.
“The whole is greater
than the sum of its
parts.”

21. • Underpinning assumptions
• Behaviour as a function of person in their environment
• Coalitions
• Roles and “Black Sheep” syndrome or scapegoating
• In crowd/out crowd
• Group Think
• Homeostasis
• Transference
• Projection
• Idealization of “leader” (YOU!)
• Unconscious communication
AWARENESS OF:

22. 22
How to increase self-knowledge:
Reflective Practice
Power and boundary issues
Integrate personal and family history into a source of strength
Awareness of self and awareness of regret/lack of effectiveness
Self-care

24. Awareness of
the impact we make

25. Choice about how
we use our impact
Choice about our
response

26. Getting ‘Hooked’ |
Loss of ability to
choose our responses:
Authority
Conflict
Intimacy
Fear
Ego

27. Where am I reactive?
When was the last time I got hooked by someone?
What hooked me? Judgments, thoughts / feelings?
What happened to my ability to choose my behaviour?
What can I learn from this?
27
Reflection exercise in pairs:

28. Developing instrumentality:
Commitment to ongoing technical expertise and self-knowledge.
It starts here….

29. Kim Morgan
Director of Barefoot Coaching Ltd
@BarefootCoaches
www.barefootcoaching.co.uk Available now on Amazon