1 COACHING FOR IMPACT Stephanie Brodtrick MBA RN Learning Operations VUMC Human Resources Adult Enterprise Leadership Development Series: April 12, 2016 at 10:15am-11:25am Light Hall 214

2 Purpose: Explore and practice coaching skills you need to provide support and development to those you lead and work with. Coaching for impact will change business, engage staff and increase your success.

3 Objectives: 1.Describe in your own words what coaching is. 2.Know the difference between coaching, mentoring, counseling, and precepting. 3.Explain the difference between performance coaching and developmental coaching. 4.Develop an understanding of the skills of an effective coach. 5.Practice developing the skills of coaching for impact.

4 Coaching for Impact Describe in your own words what coaching is: Kid President: I think we all need a pep talk | TED Talk | TED.com AttractOrientDevelopMotivateRetain

5 Terms and Definitions Mentoring Precepting Coaching Counseling

6 Process of Coaching: GROW Model Establish Goal Examine Current Reality Explore Options Establish Will Whitmore, J. (2009) Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition

7 Skills of the Effective Coach Establishing Rapport and Trust Asking Effective Questions Giving Feedback/Feedforward Bidding

8 Bidding: is a fundamental unit of emotional connection, to connect outward with others. There are 3 responses to bids: Turn Towards Turn Away Turn Against Research shows that if someone turns away or against our bid, we won’t re-bid.

9 Establishing Rapport and Trust 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust Trust Building Behaviors From The Speed of Trust: The One Thing That Changes Everything. Stephen M.R. Covey. Simon & Schuster, 2006.

10 Asking Effective Questions What (Situation): Why (Motivation): What If (Implications): Situation questions are just the facts: who, what, where, when, how. Gather facts about the situation from every angle—like a detective, or an investigative journalist. Motivation questions discover what is or was going on in the coachee’s head: why they behave the way they do, what led them to the decision they made, how they feel about something. Help the coachee explore the impacts and consequences of a course of action or behavior for themselves, others, the institution, or a situation. Exploring possibilities. Ideal Outcome questions.

11 Giving Feedback/Feedforward Feedback Model: Looks back Situation > Behavior > Impact > Question Feedforward Model: Looks forward “Here are some ideas…”

12 Practice Rounds Three roles in practice groups: coach, coachee, and observer Timing: 2 minute scenario briefing (coach describes scenario) 5 minutes coaching 5 minutes for coach, observer and coachee to debrief Debriefing: “One thing I think you did well is…” “One thing I think you could do going forward is…”

13 Practice Scenarios 1. Envision a real person who would benefit from coaching. 2. Write some notes about the situation and select the skills you wish to practice that are appropriate for the situation. 3. In your group, describe the basic storyline of the coaching situation. The coachee should take on the persona of the person whom you need to coach. 4. Utilize the coaching skills learned today and practice with your coachee. 5. Coach, Observer and Coachee conduct feedback round. How well did the coach communicate (bid), build trust, ask questions and/or provide feedback/feedforward?

14 My next steps are… We’ve just explored… Coaching as a leadership activity Terms and definitions Coaching processes (performance and developmental) Coaching skills and practice COACHING FOR IMPACT My next steps are…