Coaching Conversations 170427

UNLOCKINGHIGHPERFORMANCEINHYPER-DRIVE
COACHING CONVERSATIONS
DRYVONNESUMCSP

Unlocking high performance in hyper-drive

• Understand coaching beneﬁts.

• Appreciate the link between coaching and performance.
• Employ improved communication skills in support of coaching.

• Plan, deliver and follow up coaching.
Our objectives
5Echo

Why Coaching Conversations?
5Echo

“There’s no learning
in the comfort zone
and no comfort in the
learning zone”
images courtesy of shutterstock

Goal
Reality
Options obstacles&opportunities
Wayforward
A Coaching Model

Goal
Reality
Options obstacles&
Wayforward
Coaching conversations
In pairs: 
Coach your partner using
GROW model.
A Coachee
B Coach
B to help A get clear on
“What do I want at end of 2 days?”
Then swap.
(@ around 6 minutes) Page 40

Reference: The Magic of Outcome Planning
OUTCOME PLANNING
Share Pre-work.
Exchange pre-work.
Coach your partner to
achieve a longer-term well-
formed outcome.
Keep track of each other’s
progress through 2 days.
(@about 8mins)
p.40

What do I want from this
working session? Youroutcomes
p. 7

WHAT
s/he wants to work on to
improve coaching.
HOW
coaching will help
in his/her role.
WHY
s/he is here for
the next 2 days.
introduce yourpartner:Name. Role. Coaching Experience.
Page 8 images courtesy of shutterstock

Share you ﬁndings Coaching Conversations in your organisation

As leaders coaching …
we need to build trust and excitement.

Authenticity
Being pResent
Common sense
Leadership
ESSENCE

Authenticity
Being pResentCommon sense
nspiRing
Leadership
ESSENCE
© Yvonne Sum 2008

vision
excite progress
empower others
nspiRing

Contrast
Align
Lessismore
Mindful
CALM intelligence

Excite
WHY
Contrast

Our world today
COACHING unlocks high performance.

ACCELERATION is the new normal.

Reference : The Magic of Personality Filters
FILTERS TO CONSIDER

What are
the roles
of a
leadeR?

Consultant Trainer
Mentor Counsellor
Coach
Roles of a leader
What a Coach is
… or is not

COACHEE
Their possible expectations,
challenges and fears.
COACH
Your expected outcomes.
Your possible challenges.
BENEFITS
How coaching supports
organisational objectives
images courtesy of shutterstock images courtesy of shutterstock

truth
know yourself
be yourself
Authenticity

29
the leadership deﬁnition
Eﬀective leadership

EXCITES people to
EXCEPTIONAL
PERFORMANCE

followers
Anyone you need to excite to deliver exceptional performance

Know and show yourself - enough

Leadership balance sheet
Assets Attributes Attributes Vulnerabilities
Strengths Allowable
weaknesses
Life & business
experiences
Perceived
obstacles or
history
Values Limiting beliefs
p. 21

vs OUTER GAME
THINK - DO - GET
INNERGAME
results
Finding the FLOW zone
Hyper-Drive Coaching

situational
sense
mindful of
self and others
Being pResent

Engage
WHO
Align

39
Dig many
wells before
you need to
draw water....
Build a network
p.19

exciting others in your team
be sense-able

Know Your Followers
Meet their needs
to excite them to deliver
exceptional performance

Building your C.A.S.E. What do followers want? Page17

Be Yourself more - with skill
Community
Authenticity
Significance
Excitement

1.Have a Higher Purpose, a Mountain
to scale
2. Connect people to it and each
other
Community

How do you …
Share in your group
(around 3 minutes)
…CREATE COMMUNITY ?
Page18

1. Differentiate yourself
through values,
business and life
experience.
2. Show allowable
weaknesses.
Authenticity

How could you …
Share in your group
(around 3 minutes)
…BE MORE AUTHENTIC ?
Page18

1. Connect people’s efforts to
Higher Purpose or
mountain ascent.
2. Provide feedback
leveraging each person’s
talents (often
compensating for your
allowable weaknesses).
Significance

How could you …
Share in your group
(around 3 minutes)
…CREATE SIGNIFICANCE ?
Page18

Excitement

How could you …
Share in your group
(around 3 minutes)
…CREATE EXCITEMENT ?
Page18

characteristics
skills
…..what changes in hyper-drive?
successful coaches
p 13

53
Leader as Hyper-Drive Coach

Self-Actualizing Quadrants

Dr L. Michael Hall & Michelle Duval, Meta-Coach Developers

Hyper-Drive Coaching Conversations
in
PERFORMANCE
MEANING
Finding the FLOW zone

PHILOSOPHY
IDENTITY
VALUES
BELIEFS
CAPABILITIES
BEHAVIOUR
ENVIRONMENT
Ladder of Change Ref: Dilts
INNERGAME OUTER GAME
Hyper-drive Coaching

Perceptual Filters Change your Inner Game through
loosening your habitual ﬁlters to
unlock high performance 5Echoimages courtesy of shutterstock

Our world today
COACHING unlocks high performance.

ACCELERATION is the new normal.
INNOVATION is seeing the usually unseen.


Flexibility

sense-able
communicate with care
engage learning
Common sense

Prioritize
WHAT
Lessismore

PHONETIC LOOP VISUO-SPATIAL
SKETCHPAD
EPISODIC
BUFFER
CONSCIOUSNESS

EXPERTMASTERGRAND MASTER
RELATIVE NUMBER OF NARRATIVE CHESS PLAYERS RECOGNIZE:

How could you …
Share with your partner
(around 3 minutes)
…CREATE NEXT WINNING
MOVE?
SItuational sense (self)
Reflect on a difficult situation.
Notice your thoughts & feelings-
what it means to you.
What do you choose to do?
(around 2 minutes)
Page 53

SItuational sense (other)
How would you NOW…
(around 3 minutes)
MOVE?
With same difficult situation:
Engage thoughts & feelings of other -
what it means to them.
Explain their possible frame of mind.
How would you excite them now?
(around 2 minutes)
Page 54

SItuational sense (observer)
How would you NOW…
(around 3 minutes)
MOVE?
With same difficult situation:
Engage your thoughts & feelings of
situation now.
Explain possible mind shift for you.
How would you choose to act now?
(around 2 minutes)
Page 54

Pause…Observe
Question
Record…Listen
OpenMind[nojudgement]
Key Leadership Skills
Storysell

Goal
Reality
Options obstacles&
Wayforward
In triads:
GROW model.
A Coachee
B Coach
C Observer Track B’s OPQRS.
Then give Feedback. B to notice
own MINDSET when receiving
feedback.
(@ around 8 minutes)
Page 40

PREP your LESSON for TOMORROW
Register Gnowbe micro-learning app
! http://gnow.be/cyj9rch5
! Review Taster Session 1 on Leading Self or Coaching for Leaders
Watch: TEDTalk Simon Sinek: How Great Leaders Inspire
! Use of stories - how was it effective?
Read & summarise (Hint - mind-map):
! Page 43: Re-framing: Sustaining Change via Coaching
! Page 55-56: Framing
! Page 60-63: Plan your Coaching
evening opportunity

EUROPE & AMERICAS
FAIRYTALES
JAPAN
KONAN
INDIA
PURANAS
CHINA
36 STRATAGEMS

PROFIT
MARGIN
(EBITDA)
VALUE
CREATION
(TRS)
REVENUE
GROWTH
(CAGR)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
AES CORP. (THE)
AL TRAN TECHNOLOGIES SA
AMOREPACIFIC CORP
APOLLO GROUP INC
ASSA ABLOY AB
ATI TECHNOLOGIES INC
AUTOSTRADE SPA
BARR PHARMACEUTICALS INC
BROOKFIELD PROPERTIES CORP
CAPITA GROUP PLC
CHINA INTL MARINE CONTAINERS
CJ CORP
CLEAR CHANNEL COMMUNICATIONS
CSL LTD
D R HORTON INC
DELL INC
ESPRIT HLDINGS LTD
FOREST LABORATORIES
FRONTLINE LTD
GAME GROUP PLC (THE)
H & M HENNES & MAURI TZ AB
HERO HONDA MOTORS LTD
HON HAI PRECISION IND CO LTD
IMPALA PLATINUM HOLDINGS LTD
INFOSYS TECHNOLOGIES LTD
INTL GAME TECHNOLOGY
ICI CORP BHD
KINGSPAN GROUP PLC
MAN GROUP PLC
MERITAGE HOMES CORP
MICROSOFT CORP
NOKIA (AEI) OY
NVR INC
OM GROUP INC
PENN NATIONAL GMAING INC
PUMA AG RUOLF DASSLER SPORT
SAGE GROUP PLC
SHINSE GAE CO LTD
SKYWEST INC
SPIL-SILICONWARE PREC IND CO
STARBUCKS CORP
TECHTRNOIC INDUSTRIES CO LTD
TEVA PHARMACEUTICALS
TIETOENATOR OYJ
VORNADO REALTY TRUST
WFTHERSPOON
COMPANY
CORE RESEARCH

NARRATIVES TO FIND A FOURTH OPTION
NARRATIVE 10
LOCK UP RESOURCES
NARRATIVE 11
CAPTIVE CUSTOMERS
BUILD ECONOMIES OF SCALE
BEAT THE COMPETITION
NARRATIVE 22
MOVE EARLY TO THE NEXT BATTLEGROUND
NARRATIVE 34
COORDINATE THE UNCOORDINATED
NARRATIVE 7
FORCE A TWO-FRONT BATTLE
NARRATIVE 32
CREATE SOMETHING OUT OF NOTHING
NARRATIVE 33
BE GOOD
OUTTHINK THE COMPETITION
NARRATIVE 27

E-COMMERCE
E-COMMERCE
DATA
NARRATIVE 7
8 YEARS AGO WE SAID WE
SHOULD NOT BE AN E-
COMMERCE COMPANY, WE
SHOULD BE A DATA
COMPANY

NARRATIVE 7
IN 3 MINUTES WE CAN DECIDE IF
WE WANT TO GIVE YOU MONEY,
HOW MUCH WE WANT TO GIVE.
WITHIN 2 SECONDS THE MONEY
WILL BE IN YOUR ACCOUNT. AND
ZERO PEOPLE TOUCH. SO WE
CALL IT 3-2-0.

magic formula story
Incident 80-90%
Point 5-10%
Beneﬁt 5-10%

Copyright © 2015 by Mobius. All rights reserved.
Philosopher’s Walk Sharing Learning

Be Present
HOW
Mindful

95
TYPES OF COACHING
1 Performance
2 Developmental
3 Transformational

Axes of Change

Dr L. Michael Hall & Michelle Duval, Meta-Coach Developers

http://www.neurosemantics.com/free-articles/7%20Keys%20for%20becoming%20a%20World%20Class%20Coach.pdf

In triads:
AXES of CHANGE model.
A Coachee
B Coach
C Observer Track B’s OPQRS.
Then give Feedback. B to notice
own MINDSET when receiving
feedback.
Page 44

104
1 Coach is open & non judgmental

MINDFULNESSPRACTICE
TAKE5NOW
5STEPST0ENERGYCHARGINGHERE&NOW

BREATHE.
BEINSPIREDNOW
TAKE5NOWimages courtesy of shutterstock images courtesy of shutterstock

FEEL.
BEPRESENTNOW

REST.
BEOPENNOW

BEWILLINGNOW
RENEW.

DRINK.
BEINFLOW

BREATHE.
DRINK.
FEEL.
REST.
RENEW.
TAKE5NOW

Discussion in pairs 3 minutes
• What insights did you draw from this exercise?
• What filters will you choose to soften, replace or remove
to be more open & less judgmental?

117
2 Coach observes well (sense-able)

How could you …
(around 3 minutes)
MOVE?
SItuational sense (self)
Reflect on a difficult situation.
Notice your thoughts & feelings-
what it means to you.
What do you choose to do?
(around 2 minutes)
Page 53
EXERCISE FROM DAY 1

Rapport
pace, pace, pace ....... and lead images courtesy of shutterstock

122
3 Coach questions well

Questioning images courtesy of shutterstock

WORDS
EXPERIENCE
GeneralizationsDistortions
Deletions
Quality Questions
Getting to clarity

NOW FUTURE
Compelling
Ideal
Managing Expectations
Emotional charge
your expectations on the
difficult situation.
Partner to ask questions
to uncover ‘hidden’
information.
(around 3 minutes)
p 22-23

127
4 Coach listens well

Otto Scharmer, MIT: The 4 Levels of Listening

Where are you now?
Level 1 - Downloading (Habitual)
Level 3 - Empathizing (Redirecting Cynicism)
Level 2 - Factual (Suspend Judgment)
Level 4 - Generative (Letting Go Fear)
1 5 10
“Yuk” “So-So” “Yes!”
1 5 10
“Yuk”“So-So”“Yes!”
1 5 10
1 5 10
Listening Assessment
Ref: Otto Scharmer, MIT: The 4 Levels of Listening
p 24-25

giving & receiving feedback
E = Excel
D = Develop
I = Idea(s)
p 34-36

E = Excel
D = Develop
I = Idea(s) p 34-36
In triads:
Give feedback to your partner on one
thing they wish to change in the short-
or long-term goals they set on Day 1.
Try using QUESTIONS only.
A Coachee “I want to work on …”
B Coach Ask questions and listen
C Observer Track B’s Questions & Listening.
Then give Feedback. B to notice own MINDSET
when receiving feedback.

133
5 Coach speaks well

Pacing out objections
In small groups:
Consider a common situation
likely to be resisted by a coachee.
List as many possible objections
by your coachee to ‘think
differently’ about this situation.
In pairs:
Pick one of the objections and
practice pacing it out in pairs.
(around 3 minutes)
p.58

Common Ground
Clarify Beneﬁts
Pace Out Objections
Link to ‘Message’
FRAMING - Sets clear and relevant boundaries

138
5 Coach speaks well
6 Coach thinks strategically

CHALLENGES
What are inappropriate
practices? Who are difficult
persons to coach?
ETHICS
What are the behavioural
guidelines, policies and
performance standards?
RESPONSIBILITIES
What are your coaching
responsibilities? How do you
prepare your environment?
p 60-63

141
5 Coach speaks well
6 Coach thinks strategically
7 Coach inspires innovation

REINVENTION
DISRUPT before you are disrupted

re-framing to new inner gameimages courtesy of shutterstock

Change the words. Change the meaning.

START CONTINUE STOP
key insightspersonal learning journal

What do I commit to?my next steps

151
Feedback is a gift. Thank you.

Questions?  
Comments?  
Insights?
ysum@5Echo.com
www.dryvonnesum.com
https://au.linkedin.com/in/dryvonnesum
images ourtesy of Headshot Guy

Coaching Conversations 170427

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