What does coahcing have to do with managing chage

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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
  • What does coahcing have to do with managing chage

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