Coaching & Feedback


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  • We need to score more short corners to win more field hockey games. We’re going to use some different strategies – get the ball to Jacqueline who’s going to one time it into the top corner of the net – get the ball to Christina who will pass to Sam who will go for the bottom left corner of the net Look at it on this blackboard [football – John Madden] Practice – like this(someone illustrates), and then you do – again and again and again In anything you learn, practice is critical – golf, speaking, interviewing clients Feedback – great job, adjust your grip on the stick We need to know more about our clients and their challenges. We have been invited to participate in XYZ divisions regional meeting. We have an hour with them.
  • Most of us are very service oriented and pleasant with our clients – they like us – hard for them to give negative feedback so we really have to dig…. How was that research I did for you? Were you able to use it in your decision? What could have been better if we were doing it again? Third party interviews
  • Make sure you listen, hear, what is being said…. Not thinking about how you are going to respond or being defensive about the person’s perceptions being given to you Better to know, than be surprised
  • Coaching & Feedback

    1. 1. COACHING An Overview of Theory and Practice
    2. 2. AGENDA <ul><li>COACHING THEORY </li></ul><ul><li>- What is Coaching? </li></ul><ul><li>- A Model for Coaching </li></ul><ul><li>COACHING PRACTICE </li></ul><ul><li>- Tools: Listening, Questioning, Giving Feedback </li></ul><ul><li>- Trio Practice </li></ul>
    3. 3. WHAT IS COACHING? <ul><li>A way to facilitate learning </li></ul><ul><li>A mutual endeavor; not done to someone </li></ul><ul><li>Helps coachees gain clarity about themselves and the challenges they face </li></ul><ul><li>Assists coachees to expand options and make choices among them </li></ul><ul><li>Supports coachees to develop themselves and reach their goals </li></ul>
    4. 4. How Do People Change? <ul><li>What motivates people to change? </li></ul><ul><li>What stops people from changing? </li></ul>
    5. 5. A Model for Coaching <ul><li>Two Components </li></ul><ul><li>Coaching Relationship </li></ul><ul><li>Coaching Process </li></ul><ul><li>- A ssessment </li></ul><ul><li>- C hallenge </li></ul><ul><li>- S upport </li></ul>
    6. 6. CCL ® Coaching Framework
    7. 7. The Coaching Relationship <ul><li>The coach creates a SAFE environment in which the coachee can take risks and learn </li></ul><ul><li>The coach FACILITATES and COLLABORATES rather than acting like an expert, making recommendations or giving answers </li></ul><ul><li>The coachee is responsible for decisions about what actions to take </li></ul>
    8. 8. CCL ® Coaching Framework
    9. 9. Assessment <ul><li>Clarify session purpose </li></ul><ul><li>Determine what is/is not working </li></ul><ul><li>Define strengths/development areas </li></ul><ul><li>Note unintended and desired results </li></ul>
    10. 10. Assessment <ul><li>Who is involved? </li></ul><ul><li>What has been done so far? </li></ul><ul><li>What is working or not working right now? </li></ul><ul><li>What unintended results are each of us seeing? </li></ul><ul><li>What is the purpose of the meeting? </li></ul><ul><li>What exactly does each of us want to see differently? </li></ul><ul><li>When do we want to achieve this? </li></ul>
    11. 11. CCL ® Coaching Framework
    12. 12. Challenge <ul><li>Brainstorm options </li></ul><ul><li>Identify obstacles – internal/external </li></ul><ul><li>Set developmental goals </li></ul><ul><li>Create action plan and measurement </li></ul>
    13. 13. Challenge <ul><li>What are the options? </li></ul><ul><li>What are the pros and cons of each? </li></ul><ul><li>How could we view this differently? </li></ul><ul><li>What do you want to do? </li></ul><ul><li>Will this meet your goal? </li></ul><ul><li>Who needs to be involved? </li></ul><ul><li>What short-term and long-term measures will be taken? </li></ul><ul><li>How will we know you are on track? </li></ul><ul><li>How will we know you have reached the goal? </li></ul>
    14. 14. CCL ® Coaching Framework
    15. 15. Support <ul><li>Determine resources needed </li></ul><ul><li>Create plan to monitor progress </li></ul><ul><li>Link to motivation </li></ul><ul><li>Define support from coach </li></ul>
    16. 16. Support <ul><li>What are the major constraints and supports? </li></ul><ul><li>What support is missing that could make a difference? </li></ul><ul><li>What can I do to support you? </li></ul><ul><li>How will we monitor progress? </li></ul><ul><li>What are our milestones? </li></ul><ul><li>Will we use deadlines? </li></ul>
    17. 17. CCL ® Coaching Framework
    18. 18. How to give FEEDBACK – S-B-I Model <ul><li>Situation – Describe where and when the observed behavior occurred. </li></ul><ul><li>Behavior – Describe what you saw or heard (a videotape would capture this – no interpretations or judgments). </li></ul><ul><li>Impact - Share the impact of the behavior on you or others. “I felt…” or “I was…”. If you hear yourself saying “YOU were…” you’re probably on the wrong track. </li></ul>
    19. 19. Trio Practice – Three Rounds of 25 mins. <ul><li>5 minutes – Coach shares with trio his/her coaching strengths and developmental areas then targets specific areas for feedback in debrief after role play </li></ul><ul><li>10 minutes – role play; observers take notes in Situation-Behavior-Impact model format </li></ul><ul><li>10 minutes – debrief with feedback on coaching behaviors; focus here IS NOT problem solving </li></ul><ul><li>Repeat process for Coach #2 </li></ul>
    20. 20. Develop as a Coach <ul><li>Practice coaching in real time: 3 events between now and Sept. 27 </li></ul><ul><ul><ul><li>a conflict situation (or give difficult feedback) </li></ul></ul></ul><ul><ul><ul><li>switch from advice-giving to coaching </li></ul></ul></ul><ul><ul><ul><li>coach someone about career development </li></ul></ul></ul><ul><li>Feedback </li></ul><ul><ul><ul><li>ask your coachees for feedback after each practice event above </li></ul></ul></ul><ul><ul><ul><li>journal what worked well and what was difficult – be ready to discuss at the training on Sept. 27 </li></ul></ul></ul>
    21. 21. Selected Resources <ul><li>Sharon Ting and Peter Scisco (Eds.) (2006). The CCL Handbook of Coaching: A Guide For The Leader Coach </li></ul><ul><li>Terry Bacon and Karen Spear (2003). Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement </li></ul><ul><li>Hargrove, R. (2003). Masterful Coaching. </li></ul><ul><li>Whitmore, J. (2002) Coaching for Performance: Growing People, Performance and Purpose </li></ul>
    22. 22. Agenda <ul><li>Coaching & core competencies </li></ul><ul><li>Coaching & leadership </li></ul><ul><li>Teams </li></ul><ul><li>Coaching techniques: feedback, motivation & questioning </li></ul><ul><li>Best practices </li></ul><ul><li>Do’s & Don’ts </li></ul>
    23. 23. COACHING <ul><li>IS NOT </li></ul><ul><li>Disciplining </li></ul><ul><li>Counseling </li></ul><ul><li>Mentoring </li></ul><ul><li>Managing </li></ul><ul><li>IS </li></ul><ul><li>100% of your time </li></ul><ul><li>2-way communication </li></ul><ul><li>Focusing on future opportunities </li></ul><ul><li>About them </li></ul><ul><li>Ability to help stretch individuals out of their comfort zones </li></ul>
    24. 24. Manager? Coach?
    25. 25. Manager or Coach? <ul><li>Manager </li></ul><ul><ul><li>Solves Problems </li></ul></ul><ul><ul><li>Controls </li></ul></ul><ul><ul><li>Provides Answers </li></ul></ul><ul><li>“ It’s my job” </li></ul><ul><li>“ It’s your job” </li></ul><ul><li>“ Have to” </li></ul>
    26. 26. Manager or Coach? <ul><li>Manager </li></ul><ul><ul><li>Solves Problems </li></ul></ul><ul><ul><li>Controls </li></ul></ul><ul><ul><li>Provides Answers </li></ul></ul><ul><li>“ It’s my job” </li></ul><ul><li>“ It’s your job” </li></ul><ul><li>“ Have to” </li></ul><ul><li>Coach </li></ul><ul><ul><li>Ensures Solutions </li></ul></ul><ul><ul><li>Facilitates </li></ul></ul><ul><ul><li>Asks Questions </li></ul></ul><ul><li>“ It’s our success” </li></ul><ul><li>“ Want to” </li></ul>
    27. 27. Coaching Core Competencies <ul><li>Knowledge of Business </li></ul><ul><li>Clarity of Purpose & Responsibilities </li></ul><ul><li>Active Listening </li></ul><ul><li>Questioning for Understanding & Options </li></ul><ul><li>Trust </li></ul><ul><li>Fairness </li></ul><ul><li>Encouragement </li></ul>
    28. 28. Leadership is not a spectator sport. <ul><li>“ Leaders do not sit in the stands and watch. Neither are leaders in the game substituting for the players. Leaders coach. They demonstrate what is important by how they spend their time, by the priorities on their agenda, by the questions they ask, by the people they see, the places they go, and the behaviors and results that they recognize & reward .” </li></ul><ul><li>The Leadership Challenge , Kouzes & Posner </li></ul>
    29. 29. Leadership Challenge Demonstrate what is important by: <ul><li>how they spend their time, </li></ul><ul><li>the priorities on their agenda, </li></ul><ul><li>the questions they ask, </li></ul><ul><li>the people they see, </li></ul><ul><li>the places they go, </li></ul><ul><li>the behaviors and results that they recognize & reward </li></ul><ul><li>Planning: direction </li></ul><ul><li>Priorities: Set & keep </li></ul><ul><ul><li>Identifying, Ranking, Deciding, Balancing, Replacing/Sacrificing Services </li></ul></ul><ul><li>Questioning/understanding </li></ul><ul><li>Relationships/partnerships & communication </li></ul><ul><li>Modeling behaviors; re-enforcing positive behaviors </li></ul>
    30. 30. Teams & Coaching
    31. 31. Teams & Coaching <ul><li>What type of team are you building? </li></ul><ul><li>Team style = Coaching style </li></ul><ul><ul><li>Baseball? </li></ul></ul><ul><ul><li>Orchestra? </li></ul></ul><ul><ul><li>Tennis? </li></ul></ul><ul><ul><li>Running? </li></ul></ul><ul><ul><li>Basketball? </li></ul></ul><ul><ul><li>Hockey? </li></ul></ul><ul><li>Choir, Band, Precision Skating,Dance Troupe </li></ul><ul><li>Board, committee </li></ul>
    32. 32. COACHING TECHNIQUES <ul><li>Explain importance of issue being addressed (purpose & part) </li></ul><ul><li>Clarify how it’s done (process) </li></ul><ul><li>Show how to do it (picture) </li></ul><ul><li>Observe person doing it (practice) </li></ul><ul><li>Feedback (pats & pointers) </li></ul><ul><li>Agree on next steps (proceed on path) </li></ul>
    33. 33. How do I? Communicate? Feedback? Motivate?
    34. 34. Feedback: What, How, Why?? <ul><li>WHAT you saw or heard BEHAVIOR </li></ul><ul><li>HOW you felt EMOTION </li></ul><ul><li>WHY you are discussing IMPACT </li></ul><ul><li>“ When you......I feel (felt)......because.....” </li></ul>
    35. 35. Adjusting Feedback <ul><li>WHAT you would prefer </li></ul><ul><li>would work better </li></ul><ul><li>WHY you prefer/suggest this </li></ul><ul><li>“ I would like.....because..... </li></ul><ul><li>What do you think?” </li></ul>
    36. 36. Feedback <ul><li>“ feed back” to us their perceptions </li></ul><ul><ul><li>their perceptions are our reality </li></ul></ul><ul><ul><li>increase our understanding of their reality </li></ul></ul><ul><li>is a gift for us </li></ul><ul><li>is a must </li></ul><ul><li>silence is not assent </li></ul><ul><li>what we don’t know CAN hurt us </li></ul>
    37. 37. When feedback chews us up: The human brain is like a garbage can. What comes out first often depends on the last time it was shaken up.
    38. 38. THIS is a gift? “ Before you say what you think, be sure you have.” Malcolm Forbes
    39. 39. Motivation: Why & How? <ul><li>Confidence breeds Confidence </li></ul><ul><li>Seize or create opportunities </li></ul><ul><li>Be specific; what “results” are you recognizing? </li></ul><ul><li>Clarify; what’s the overall impact? </li></ul><ul><li>Reinforce; articulate continuing support </li></ul>
    40. 40. Coaching Core Competencies <ul><li>Knowledge of Business </li></ul><ul><li>Clarity of Purpose & Responsibilities </li></ul><ul><li>Active Listening </li></ul><ul><li>Questioning for Understanding & Options </li></ul><ul><li>Trust </li></ul><ul><li>Fairness </li></ul><ul><li>Encouragement </li></ul>
    41. 41. Questioning for Understanding <ul><li>How do I know this? </li></ul><ul><li>Why do I think this? </li></ul><ul><li>What do I know about this? </li></ul><ul><li>Why is this happening? </li></ul><ul><li>Why? </li></ul><ul><li>Why? </li></ul><ul><ul><li>Let the why take you to the actual problem </li></ul></ul>
    42. 42. Best Practices <ul><li>Dottie Moon, Pratt & Whitney </li></ul><ul><li>Lynn Berard, Carnegie-Mellon University </li></ul>
    43. 43. Coaching: Don’t <ul><li>Show favoritism </li></ul><ul><li>Do it all yourself/take over </li></ul><ul><li>Belittle or be mean </li></ul><ul><li>Tease or use sarcasm </li></ul><ul><li>Rely on email to communicate </li></ul>
    44. 44. Coaching: Do <ul><li>Map out different strategies & share them with everyone </li></ul><ul><li>Allow everyone to participate to their ability </li></ul><ul><li>Let minor problems go unless repeated regularly </li></ul><ul><li>Provide lots of time & opps for practice </li></ul><ul><li>Provide lots of positive feedback as well as adjusting feedback </li></ul><ul><li>Ask questions to help others think through </li></ul>
    45. 45. <ul><li>All coaching is, is taking a player where he can’t take himself </li></ul><ul><ul><ul><li>Bill McCartney, Defensive Coordinator, San Francisco ‘49ers (Super Bowl Season) </li></ul></ul></ul>