Coaching Skills for Communicators 14 th July 2010 Debbie Standish Change in Action

AIMS OF THE SESSION  To broaden your understanding of executive coaching and associated skills  To develop your awareness and understanding of temperament and patterns of thinking and their impact on communication style  To practice your coaching skills Reference Comma Consulting 2007

COACHING  The art of releasing the potential in another in order to improve performance The Defence Leadership Centre

MENTORING  A process where a more experienced person supports another’s development outside the normal line management relationship Defence Leadership Centre

SIX PRINCIPLES OF COACHING 1.The client is resourceful. 2.The coach’s role is to spring loose the client’s resourcefulness. It is not to give advice. 3.Coaching addresses the whole person, past, present and future. 4.The client sets the agenda. 5.The coach and the client are equals. 6.Coaching is about change. It is not to give comfort so much as to help the client become more effective.

CLIENT’S NEEDS?  Developing greater flexibility in their leadership style  Enhancing their emotional intelligence  Developing greater personal presence (‘charisma’)  Handling conflict  Sharpening communication skills  Improving stakeholder relationships  “On boarding”  Career management

WHEN?  Your observation  Feedback  Leader’s own self awareness/confidence levels  Employee engagement/staff surveys  360 feedback/performance appraisal  Already your rol e

HOW?  Coaching approaches  A coaching model  Coaching skills  Temperament  Patterns of thinking

COACHING APPROACHES Coach determines the conversational direction (AUTHORITATIVE) INFORMING PRESCRIBINGCHALLENGING EXPLORING SUPPORTING RELEASING PUSH PULL Coach enables the Conversation (FACILITATIVE) Adapted from Heron’s 6 Categories of Interaction

A COACHING MODEL….. G G oal setting: start with the end in mind. Express it as a positive R R eality checking to explore the current situation O O ptions and alternative strategies or courses of action W WHEN WHOMWILL W hat is to be done, WHEN, by WHOM and the WILL to do it What do you want to achieve? What is the situation now? What options exist to move things forward? What will you/they do? How committed?

COACHING COMPETENCIES 1.AGREEING A CLEAR AND EFFECTIVE CONTRACT FOR THE COACHING RELATIONSHIP 2.ESTABLISHING TRUST AND RESPECT 3.ESTABLISHING RAPPORT 4.ACTIVE LISTENING 5.EFFECTIVE QUESTIONING The Academy of Executive Coaching

COACHING COMPETENCIES 6. EXPRESSING 7. FACILITATING DEPTH OF UNDERSTANDING 8. PROMOTING ACTION 9. FOCUSING ON OUTCOMES 10. MANAGING THE ENDING The Academy of Executive Coaching

SO FAR …..  Client’s needs  Permission  Six underlying principles  Coaching approaches  A coaching model  Coaching skills  Temperament  Patterns of thinking

Myers Briggs Type Indicator: MBTI BACKGROUND  Based on Jung’s psychological theories  Has 50 years of research and development behind it  Is now the most commonly used personality instrument world-wide

MBTI: WHAT IT IS AND ISN’T  It is a theory about preferences - especially the way we currently prefer to approach the world, use our minds and direct our energy  These preferences are grouped into different types NOT good or bad types, just different types  It is NOT about skills, intelligence, abilities, or expertise  Does NOT tell you what you are good or bad at, or what you can or can’t do

MBTI : THE FOUR SCALES of people, activities, and thingsideas, emotions, and impressions Energy Extraversion (E) Prefers to draw energy from the outside world Introversion (I) Prefers to draw energy from the internal world of Information gathering Sensing (S) Preference for taking in information through the senses, and noticing precisely what is actual Intuition (N) Preference for taking in information through insight, and noticing possibilities Decision making Thinking (T) Preference for deciding according to general truths, logic, and objectivity Feeling (F) Preference for deciding according to person-centred values and harmony External world Judging (J) Preference for closure, and a planned and organised life Perceiving (P) Preference for spontaneity, open-endedness, and flexibility

IS YOUR PREFERENCE EXTRAVERT OR INTROVERT? Extravert preferences  Drawn to external world  Communicate by talking  Action over reflection  Sociable and expressive  Work out ideas by talking them through  Enjoy working in groups Introvert preferences  Drawn to internal world  Communicate by writing  Reflection over action  Private and contained  Work out ideas by reflecting on them  Enjoy working alone or with one or two others

IS YOUR PREFERENCE SENSING OR INTUITION? Sensing preferences  Specific examples  Present realities  Focus on what is real and actual  Trust experience  Want to know what is  Observe and remember specifics Intuition preferences  General concepts  Future possibilities  Focus on patterns and meanings  Trust insight  Want to know what could be  Observe and remember patterns

IS YOUR PREFERENCE THINKING OR FEELING? Thinking preferences  Remain detached when making decisions  Solve problems with logic  Strive for objective standards of truth  Reasonable  Analytical Feeling preferences  Personally involved when making decisions  Assess impacts on people  Strive for order through harmony  Empathetic  Want everyone treated as an individual

IS YOUR PREFERENCE JUDGING OR PERCEIVING? Judging preferences  Like things to be settled and ordered  Systematic, methodical  Focus on goals, results and achievements  Quickly commit to plans or decisions  Decisive, prefer no surprises Perceiving preferences  Like things to be flexible and open  Adaptable, spontaneous  Focus on process, options and openings  Reserve the right to change plans or decisions  Curious, enjoy surprises

USE OF LANGUAGE TO HELP UNDERSTAND PATTERNS OF THINKING  “Words that Change Minds”  Mastering the language of influence by Shelle Rose Charvet

5 KEY PATTERNS OF THINKING (Shelle Rose Charvet) BIG PICTURE THINKERS They talk about vision, concepts and strategy  They connect ideas up  They may ask you to “get to the point” EXTERNALLY REFERENCED  Draw conclusions from other people’s views on success  Want to know what others think  Like direction from others DETAIL THINKERS  They talk about stages, steps or levels in a task  When their train of thought is broken, they often like to go back to the start INTERNALLY REFERENCED  “I” just know  Feedback from others does not tell them they have done a good job

5 KEY PATTERNS OF THINKING (Shelle Rose Charvet) OPTION THINKERS  They use words like “choose, hope and wish”  They say “let’s do something different this time” SIMILARITY THINKERS  Use words like “same, similar, in common and keep the same idea  They will tell you how situations are similar PROCEDURES THINKERS  Use words like “have to, must, ought, should and always”  They like to know in advance what will happen and stick to it DIFFERENCE THINKERS  Use phrases like “no comparison and yes, but...”  They use words such as “new, changed and radical”

5 KEY PATTERNS OF THINKING (Shelle Rose Charvet) MOVING TOWARDS THINKERS  They talk about what they want  Can minimise negative consequences  Use words like “gain, obtain, accomplish and achieve” AWAY FROM THINKERS  Talk about what they do not want  They use words like “avoid, stay away from and get out of”

 To practice your coaching skills Reference Comma Consulting 2010