Welcome to Coaching for Improvement Workshop 2 Facilitated Maureen Daley

Objectives of Session Build on coaching knowledge by looking at different types of coaching and how they might be used Consider Reflective practice in more depth Objectives Link this new learning to the expectations of the Munro Review Link this new learning to the issues which are current for staff

Coaching Links to Munro Intuitive and analytic reasoning skills are developed in different ways Analytic skills- formal teaching and reading Intuitive skills – experience Experience is not enough- must be allied to reflection Reflection- supervision, discussion with colleagues- time to stand back and think

Theoretical Approaches to Coaching Psychodynamic Approach Cognitive Behavioural Coaching Solution-focused approach Person centred approach Gestalt Existential coaching Transactional analysis NLP

Coaching Contexts  Skills and performance coaching  Developmental coaching  Transformational coaching  Executive and leadership coaching  Team coaching  Peer coaching  Life coaching  Career coaching

Person Centred Coaching The person knows best The person knows what is hurting The person knows how to move forward Carl Rogers ( )

Core Conditions for Change 3 Core Conditions for Change 1.Genuineness (congruence)  Self Awareness  Self acceptance  Self trust 3. Empathetic understanding  Understanding the person’s perceptions  Expressing our understanding  Awareness of blocks to empathy  Staying with pain/anger 2. Unconditional Positive Regard  Respect  Acceptance  Warmth

For Coaching to be Person Centred You need to be absolutely transparent about your agenda ‘...this is your process. How can I serve you in this work? You need to own your feelings Quality of listening is the route to in-depth understanding

Carl Rodgers( 1961) Do we tend to treat individuals as persons of worth, or do we subtly devalue them by our attitudes and behaviour? Is our philosophy one in which respect for the individual is uppermost? Do we respect this capacity and his right to self direction, or do we basically believe that his life could best be guided by us?

Exercise Person Centred Coaching Spend 5 minutes thinking of a current issue in your work where you are struggling to find a solution. Write down a few notes. Go into pairs. Each member of the pair to act as coach and coachee. The coachee to present their dilemma and the coach to actively use a person centred approach in helping them reach a solution. Swap roles- 5 minutes each.

Issues with Person Centred Approach  Person centred coach will always stay with the agenda of the client  Difficult if the agenda of client and the organisation they work for are divergent  Would fulfill Munro’s recommendations around encouragement of the development of professional judgment  But- Where does professional judgment end and the primacy of the objectives of the organisation begin?

Solution Focused Coaching Solution focussed coaching has it’s roots in therapy- brief therapy Dissatisfied with approaches were people only talked about problems and could become more entrenched Move away from analysing problems, developing diagnoses, uncovering root causes and prescribing treatment plans to building solutions

Characteristics of Solution Focused Coaching  Use of a non- pathological interpretive framework  Client based expertise  Coaching is about facilitating solution construction  Focus on client resources  Clear specific and personalised goal setting  Action- orientation  Do what works and stop doing what does not work  Change what can happen in a short period of time  Enchantment

Solution Focused Techniques Changing The Viewing  The miracle question  Scaling  Highlighting resources  reframing Changing the doing  Recognising possibilities by turning presenting problems into springboards for solution construction  Asking ’how’ questions instead of ‘why’ questions  Generating client – centred multiple options  Using small specific achievable action steps

Exercise Solution Focused Coaching Spend 5 minutes thinking of a current issue in your work where you are struggling to find a solution. Write down a few notes. Go into pairs. Each member of the pair to act as coach and coachee. The coachee to present their dilemma and the coach to actively use a solution focused approach including using the miracle question, scaling and reframing.Swap roles- 5 minutes each.

Issues with Solution Focused Coaching  Mismatch between coachee’s perceived needs and the organisation's requirements- requires goal clarification  Solution Focused would try to bring organisational and personal goals together  Reframing of organisational feedback can help identify progress

Break

Team coaching ‘ a learning intervention designed to increase collective capability and performance of a group or team, through application of the coaching principles of assisted reflection, analysis and motivation for change ‘ David Clutterbuck

Differences between 1 to 1 Coaching and Team Approach Confidentiality Pace of thinking and deciding Scope of topic Building trust

Differences between Team Leading and Coaching IssueLeader as managerLeader as coach Task goalsSet goals for and with the team. Develop commitment to the goals Review progress against goals Help establish processes for setting and reviewing goals Explore alignment between personal, sub- group and team goals Help explore the causes of setbacks and failures Help establish processes for integrating individual and team development plans Learning goalsEstablish development needs of each team member Agree PDP’s Help establish processes for integrating individual and team development plans VisioningArticulating the team’s ambitions internally and to external stakeholders( e.g. higher management) Contextualising the vision within the corporate vision Testing the quality and viability of the vision and how it influences day- to – day activity Helping the team articulate the values behind its vision

Differences between Team Leading and Coaching IssueLeader as managerLeader as coach Co ordinationEnsuring that everyone understands their roles and responsibilities Reviewing and improving work processes, in consultation with the team Planning and strategizing Giving feedback on processes and procedures; and on how the human factor affects these Helping the team question its processes and approaches Developing strategy skills Problem solving and decision making Demonstrating effective decision- making and problem solving behaviours, by involving team members and achieving consensus Helping the team improve its problem solving and decision making processes Conflict management Pre- emptive action to identify, discuss and prevent potential conflict Mediating and agreeing rules that will reduce conflict Giving feedback to ensure that conflict is recognised Improving the team’s ability to manage conflict

Differences between Team Leading and Coaching IssueLeader as managerLeader as coach CommunicationDemonstrating effective communication Being available when needed Creating opportunities for communication to occur Helping the team understand the theory and practice of communication Helping investigate and learn from communication failures Learning processes Ensuring the team takes time to reflect and review Help the team build the skills and processes of reflective dialogue Boundary management Protecting the team from external threats and interference Resource acquisition Helping the team review and improve it’s boundary management Performance management Clarifying expectations of performance appraisal Recognizing and rewarding performance Exploring the influences on performance at both individual and team levels

Exercise Team Coaching In your teams allocate roles- 1 person as the senior manager and others as team members. One person to act as observer.One team member agrees to present a dilemma in their work for the group to consider. The group to use team coaching techniques to help the team member find a resolution.

Issues with Team Coaching  Fits well with SF coaching- helps to focus on strengths  Helps team look at systems- can recognise interaction patterns that might not have been obvious and helps the team establish new behaviour norms  Encourages collective self awareness  Needs of team as against those of individual

Thanks!