Coaching Dojo slides for #LLKD17

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Slides for the London Lean Kanban Days Conference April 2017

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Coaching Dojo slides for #LLKD17

  1. 1. © 2017 ripplerock Helen Meek
  2. 2. © 2017 ripplerock Helen Meek An experienced Coach & Trainer Helen.Meek@ripple-rock.com @Helen_J_Meek
  3. 3. © 2017 ripplerock • A practical session that allows us to practice our coaching skills in a safe environment. • Techniques that you can take away and use straight away with your teams.
  4. 4. © 2017 ripplerock • Powerful questions come from a place of genuine curiosity • They are direct, simple and usually open-ended • Generate creative thinking and surface underlying information • Encourage self reflection A question is most powerful when neither the asker nor the responder knows the answer, until the question is answered
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  6. 6. © 2017 ripplerock Senses & Sensations What has happened? What could others observe? What have you observed so far? How often does this happen? What has been said about this? Emotions How did it feel? When you think about it, what feelings are alive in you? How often have you been feeling like this? How much motivation have you around this? How clear are your feelings about this? What are you noticing about your feelings Thinking Where is your thinking right now? How long have you been thinking about this? What have you learned so far? How important is this on a scale of 1-10? How clear is your thinking round this issue? What insights are you having? What have you noticed about your thinking?
  7. 7. © 2017 ripplerock The GROW Model is one of the most established and successful coaching models. Created by Alexander Graham, Sir John Whitmore and colleagues in the 1980s, it was popularized in Sir John’s best-selling book, Coaching for Performance.
  8. 8. © 2017 ripplerock G •Goals R •Reality O •Options W •Will or When
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  10. 10. © 2017 ripplerock • Get into groups of 3 • Each think of a scenario you might need help on Person 1 – Seeker - Looking for help Person 2 – Coach – Using powerful questions or 5 Whys Person 3 – Observer – Provides feedback to coach Lets practice those powerful questions!
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  12. 12. © 2017 ripplerock Helen Meek
  13. 13. © 2017 ripplerock SARA is an acronym that we often use to portray the relatively predictable pattern of emotional responses that people feel when an event happens to them that they are not expecting What does it stand for? • S: shock or surprise • A: anger or anxiety • R: rejection or rationalization • A: acceptance Think about the last time that you experienced a situation or received information that did not fit your view of what you thought would/should happen. • Shock/surprise: Perhaps you felt surprise or some level of amazement/shock that what happened just happened. • Anger/anxiety: Because you were caught off-guard, you might have experienced some level of frustration, discomfort or worry regarding what the event or information might mean. • Rejection/rationalization: In an effort to try to reconcile the information with what you believed should have happened, you might have tried to “explain away” the disconfirming information. This is where we often look for excuses or “reasons why” things happened the way they did. We will often try to find information that casts us in the best light (which usually aligns with our self-perceptions) • Acceptance: After some time—and time seems to be the biggest variable between men and women—you reached a state of acceptance. You told yourself, “it is what it is,” and you were ready to take action and move on accordingly.
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  15. 15. © 2017 ripplerock • It is important to remember that SARA responses are perfectly predictable and normal. We all move through the different stages. • Research conducted by Dr. Barbara Annis, expert on Gender Intelligence, suggests that men and women routinely move through these stages at different speeds. Men tend to view unusual or surprising situations as problems to be solved. If a problem can be solved, men tend to value taking action and moving quickly to solve the problem. If a problem can’t be solved, men tend to move into a state of Acceptance: realising that they can’t change the current situation, it makes the best sense to let it go. • Women, on the other hand, tend to spend more time in a rumination phase. Instead of being able to move as quickly into Acceptance, women tend to stay longer in the state of Rejection and Rationalisation. They wonder what they could have done differently, or worry about what happened in the situation and what the possible consequences are, and cycle through this thought pattern for a longer period of time. • This is an important thing to remember when giving feedback and coaching.
  16. 16. © 2017 ripplerock If you google ‘SARA’ you will sometimes find ‘SARAH’ as a model option. This is the same but with the added ‘H’ for help Sometimes people are ready to talk about what help is required straight away. Many times though people do not want to talk about it at the initial feedback stage as they need time to accept it. Other variations are Healing or Hope 

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