The document outlines a business coaching training session led by Agnes Hűvös, focusing on entrepreneurship education, coaching techniques, and negotiation strategies within the R&D and innovation sectors. It covers various coaching models such as the GROW model, the RAMM model, and the 7C model, alongside methods for effective negotiation and decision-making. The training emphasizes the importance of open-ended questions and understanding clients' needs and pain points in various business contexts.

1. FLAME Project's
FC Training Session
____________________________
th
11­14 July 2011
Debrecen, Hungary

2. About the Trainer
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While working
• business coach
• trainer
• project and innovation manager
• founder and CEO
• Creative tasks
Agnes Hűvös
Call me: +36 30 365.96.90
E­mail me: huvos.agnes@gmail.com
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3. A Business Model is...
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1. Product (and Price)
1­3. Value Proposition
2. Costumer
3. The Costumer's Benefit
4. Competitive Advantages 1­4. USP
5. How
1­5. Business Model

4. The Key Success Factors are
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1. Market Size A Future Lab is not a
2. Flexibility 'one­trick­poney' – it
might have
3. Scalability
hybrid busniess model
4. Technology (product+tool)
5. Team

5. The Spectrum of Leadership Styles
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PULL
Telling solving your solving giving offering asking helping another
what problem by someone’s advice guidance question solve their
to do involving others problem questions
PUSH
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6. A Learning Enabler...
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…in entrepreneurship education
• inspires entrepreneurial behavior towards motivation and
development of skills and attitudes
• provides learning content and self development tools
• facilitates the development (shift) of environmental
relationships and processes (e.g. with team members or
with business partners)
• The learner owns both the goals and the process.
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7. Key questions to guide your choices
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PUSH PULL
Case Where is your focus? Coachee
Less How much time do you have? More
Being told Where is the client’s interest? Learning
Customer
threatening What is the likely impact of poor results? Containable
High What is your knowledge? Low
Low What is the benefit of sustained High
coachee learning?
Once How many times will coachee need to Many
perform the task?
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8. + therapy +
Let's differenciate!
_______________________________ legal cases
Who Focus on How What
short term
coach person or team shaping diamonds
targeted
mentor process of person long term
gardening
or team in process
knowledge of short term destroying and
trainer
person or team building
ad hoc or creating
consultant concrete problem short term puzzle pieces
concrete process ad hoc or
facilitator short term playing puzzle
or situation
ad hoc or
mediator concrete conflict short term lions' dressage
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9. Coaching is...
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• a short­term process
• within, through dialog, coaching technics and supporting behavior
• the coach assists and helps the client
• to understand and develop his/her own potentiality
• and to learn technics
• in order to reach his/her SMART goals
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10. Mentoring is...
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• a long­term process
• within, through dialog, counselling and
supporting behavior
• the mentor assists and helps the client
• to understand and develop his/her own potentiality
• and to learn technics
• in order to go further and ship his/her own goals
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11. Facilitation is...
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• a set of technics, used on the instant
• within, through dialog, use of teamwork tools and supporting
behavior
• the facilitator assists and helps the client(s)
• to find a solution to a concrete problem or situation
• in order to reach their common SMART goals
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12. Breakdown
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• Verbal and mental self­control
• Dialog – the most used are questioning technics
• Coaching, mentoring or facilitation technics (e.g.
visualisation, brainstorming, different process models…)
• Supporting behavior, especially:
o Empathic and active listening
o Tolerance
o Keeping framework, supporting upcoming content
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13. Let’s practice!
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Listening
• Listen & give feedback on your presence
• Don’t let your thoughts & ideas take place
• Give verbal feedback on essentials by formulating
questions and neutral summarizings
5+2 minutes
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14. Day 1, session 2
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Busniess Coaching Models
in R&D&I sector
EXAMPLES

15. GROW model
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• G – GOAL: What do you want?
• R – REALITY: What is happening now?
• O – OPTIONS: What could you do?
• W – WILL or WRAP­UP: What will you do?
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16. The GROW model
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TOPIC
Tell me about…
What would you like to think/talk about…?
Give me a flavour in a few short sentences...
GOAL OPTIONS
What do you want to move forward on…? What could you do to move yourself just
What can we achieve in the time available…? one step forward…?
What would be the most helpful thing for you What are your options…?
to take away from this session? How far towards your objective will that
take you…?
REALITY WILL or WRAP­UP
What is happening now that tells you…? What will you do next…?
Describe the current situation… How, when, with whom…?
What made you realisethat you need to do What do you need from me?
something different?
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17. RAMM­modell (Michael Axelrod)
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• R Result – Where want we get to?
• A Action – What will we do? What is our plan? What are the elements,
steps, concrete actions of it?
• M Measure – How do we mesure quality and quantity of our results
(milestones)? How do we evaluate it?
• M Modify – What changes (in life, work…) are needed to be done in
order to get to our goal?
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18. 7C model (Mick Cope) – from consultancy
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• Client – What’s his/her goal? Why do she/he needs help?
• Clarity – What obstacles were keeping him/her from the goal?
• Create – Does he/she has any idea of the solution?
• Change – Is he/she able to make the change?
• Confirm – Do other people (stakeholder) think that there is a
problem?
• Continue – What obstacles may occur? What risks may influence the
sustainability?
• Close – What are the positive changes that the new solution brings to
his/her life?
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19. Overview of the full process
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1. Diagnosis
2. Set the direction
3. Alternatives
4. Decision
5. Using
6. Closing
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20. Phase 1: Diagnosis
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• Question technics
• Shadowing
• 180/360 degree analysis
• T­modell (Expand & Focus)
• SWOT (Strength, Weakness, Option, Threat)
• Stakeholder analysis
• Social atom
• MPH Tool
• Document analysis (e­mails, presentations, CV, publications)
• Topic specific tests (MBTI, Thomas­Kilmann, Belbin, Motivation
etc.)
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21. The MPH Tool
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META­ general MACRO­ MICRO­ detailed
examples I understand. Would
Tell me about… Could you tell me you, please explain in
concrete (facts, details…
situations…)
Past Present Projected
Let’s take a look You told me a past What could make this
back… situation. Is it used to better? How do you
happen nowdays? imagine the situation
What is the present in one year from now?
situation?
Heart Head Hand
How do you feel about What are the reasons? How do you act?
it, exactly?
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22. Phase 2 ­ Set the direction
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• SMART goals
• Finish the sentence technics... (value analysis)
• Positive visualisation
• The ideal day technic
• Diagrams
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23. Make SMART and SMARTER
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• S ­ Specific
Significant, Stretching, Simple
• M ­ Measurable
Meaningful, Motivational, Manageable
• A ­ Attainable
Appropriate, Achievable, Agreed, Assignable, Actionable, Ambitious,
Aligned, Aspirational
• R ­ Relevant
Realistic, Resourced, Resonant
• T ­Time­bound
Time­oriented, Time framed, Timed, Time­based, Timeboxed,
Timely, Time­Specific, Timetabled, Time limited, Trackable, Tangible
• E ­ Evaluate
Ethical, Excitable, Enjoyable, Engaging, Ecological
• R ­ Reevaluate
Rewarded, Reassess, Revisit, Recordable, Rewarding, Reaching
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24. Phase 3: Alternatives
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• Question technics.
• What else…?
• What if…?
• Emotion changing technics
• Projection
• Brainstorming
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25. Phase 4 ­ Decision
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• PRO and CONTRA analysis
• Tagging
• Walt Disney method
• Diagrams, numbers, facts
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26. Phase 5: Using
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• Mutual control
• READY/DONE
• SHIFT
• OBSTACLE
• NEW CHALLENGE
• PDCA cycle
• Project management tools
• Helpers
• Log
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27. Phase 6: Closing
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• Evaluation
• Valorisation
• Celebration
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28. Our Expectations so far
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Do we know each other? the client's attitude, the
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expected result and the
level of contribution drives
the process ­ even if it is not
on explicit level...
build confidence and
good atmosphere
Overview of the 4 days session
set a clear framework
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and a robuste working
culture
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29. About open ended questions
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If you ask questions that you know the answer to, it can be
• a teaching method (Repetitio est mater studiorum.)
• Manipulation (You said so, man...)
• fight for the power (I lead this conversation, I make questions.)
• conformism (C'mon, let's maintain somehow this conversation.)
If you ask a question that you don't know the answer to, it can be
• trusting the wisdom of the client
• gathering information (getting real power, ability to act properly)
• simple curiosity
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30. How can we build a vision?
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• The best tools for building a vision is to ask open­ended questions.
– How much did you pay for taxes last year?
– How would you finance your children’s education if your husband
had an accident?
– How long do you want to pay exorbitant interest rates?
– How much risk do you want to take by transferring the patient to
another hospital?
– Who will clean your bed pan?
– What would you lose if someone sued your company?
– What would you buy from the 2 million forints I offer you?
– What will your colleagues say if you show up in a torn jacket?
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31. When do we need coaching or
facilitation?... (1)
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Project planning, R&D&I cooperations
Choose your companions carefully, you may have to eat them.
(W. C. Sellar british actor)
Business planning or strategic planning
Two mysteries hinder all effort to end smog in Los Angeles. Nobody
knows exactly what smog is, and nobody knows what Los
Angeles is. (Ray Duncan american­french artist)
Negotiating (e.g. licensing)
Please do not shoot the pianist. He is doing his best. (Oscar Wilde
british­irish writer)
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32. When do we need coaching or
facilitation?... (2)
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Carreer coaching
The best carreers advice given to the young is ‘Find out what you
like doing best and get someone to pay you for it.’ (Katherine
Whitehorn, british journalist)
Skills coaching (e.g. business presentation)
The test of a first­rate intelligence is the ability to hold two opposed
ideas in mind at the same time and still remain the ability to
function. (F Scott Fitzgerald american writer)
What else…?
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33. Development planning
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34. Day 2, session 4
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Negotiation

35. Anchoring:
this is how the brain works
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• An anchor is the initial (asking or offering) price that
will influence the customer of what is a fair price.
• The initial offer influences our brain and sets an
anchor. We can move only small distances from this
anchor and thus the price will not change drastically
compared to the initial offering.
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36. What is a fair price to pay?
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There is no fair price,
only a willing buyer and seller.
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37. Price example
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• A university researcher invented a more efficient
fermentation process and patented the technology
– A local pub, a microbrewery wants to license this to
make beer cheaper. It would save them 50K Euro/year
– A top biotech firm wants to license the technology
because it will make their product competitive in the $3B
dollar colorectal cancer market. It would increase their
revenues by $1B and their profits by $300M annually.
• What is the fair price of the patent?
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38. Negotiation ­ definitions
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• An interactive process by which people
reach mutual agreement on solving a
common problem.
• Negotiation is the effort to bring about an
agreement between two or more parties,
with all parties having the right to veto.
(Oxford English Dictionary)
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39. Rules for negotiation
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• Many negotiation training uses a set of rules
• We review the most important ones
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40. Rules (1)
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• Do not spill your beans
• Listen effectively
• Aim at a neutral emotional state
• Vision drives decisions
• Make no assumptions
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41. Rules (2)
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Price is determined by pain
• Pain: the real reason you are at the negotiation table
• Companies do not buy technologies but a solution to take away the pain they have
• Pain examples:
– Costs are increasing faster than sales
– Our technology is not competitive with Mr. Competitor’s technology
– Our supplier cannot meet certain specs that our customer demands
– I promised to deliver 5 contracts this year but finished only 1 by fourth quarter
– I want to be promoted to become vice president and I need to demonstrate my ability to bring­in
successful technology
– I want to buy a red Porsche/ a sailing boat/ house from the license fees
• The clearer the vision of pain the adversary has the higher the price he/she will pay.
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42. Pain: examples
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• Example: if you have a house built, what will the builder
ask?
– When do you need it by? (are you expecting a baby?,
do you need to move from your current place?)
– How uncomfortable is it to live with parents (or in­laws)?
• These factors determine the price more than the cost. The
real reason you want to move: you want to get out of your
current situation.
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43. How can the FC help?
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• Help the client to
➔ formulate at least 3 open ended questions that can clarify the vision of
pain of the adversary.
➔ determine what was his/her own pain in negotiation situations.
➔ Discuss KFS
● Ask open ended questions which help to build a vision of that pain.
● Take responsibility on circumstances (timeframe, venue, documentation etc.
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44. Preparation for negotiations
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identify and define:
(1) the problem that needs to be discussed,
(2) any assumptions that you may have about
the opponent,
(3) any assumption that the opponent may
have about you,
(4) what you want, and
(5) what happens next.
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45. Closing
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• Sales and negotiation trainings often include some typical
closing methods:
– Can you agree to this? Why do not we split the
difference and finish it up?
• Tricks and “bulletproof” closing tactics have no place
in technology negotiation
• Nothing kills a negotiation faster than a rush to close
• Leave the door open for renegotiation
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