1. © Auxilium 2011 2011 VISTA CONFERENCE Contemporary coaching and mentoring that supports workforce development Graham Hoult B.Ec., Dip. Ed., ACC 23rd May 2011

2. © Auxilium 2011 Personal Professional Learning “The challenge is for many staff and formal leaders to conceive of staff professional development more broadly as opportunities for learning that occur naturally in the workplace as well as outside on special occasions”. Dr Neville Johnson, Uni of Melb

3. © Auxilium 2011 Continuous Self Improvement “It’s what you learn after you know it all that counts”. John Wooten

4. © Auxilium 2011 Dreyfus Model of Performance growth

5. © Auxilium 2011 Mentor/Coaching and training Effectiveness Training Component Get It Attain Skill Change Work Behaviour Theory 85%15%5-10% Modelled by trainer 85%18%5-10% Practice & feedback in training 85%80%10-15% Mentor/Coaching 90% 80-90%

6. © Auxilium 2011 Reflection Who has been an outstanding coach/mentor in your experience- either directly to you or indirectly. What were the characteristics that made this person special?

7. © Auxilium 2011 Qualities of a successful Coach/Mentor  Self aware  Capacity to inspire others  Capacity to build open, honest relationships  Flexible  Good communicator, especially good listener  Forward-looking  Self-disciplined  Professional and can manage professional boundaries  Analytical- conceptual thinker  Empathic  Intuitive and wise Adapted from The Complete Guide to Coaching at Work, Penny Zeus and Suzanne Skiffington

8. © Auxilium 2011 Professional & Ethical “Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential” International Coach Federation

9. © Auxilium 2011 Coaching: A Continuum Training/Teaching/Demonstrating Facilitating growth and learning

10. © Auxilium 2011 Coaching : Mentoring Mentoring traditionally a hierarchical relationship Mentor often the expert passing on specific knowledge Focus of mentoring is on the provision of wise counsel to the less knowing (who must seek that wisdom)

11. © Auxilium 2011 Sustaining the Change Level Of Distress Time Productive Range of Distress 0 Source: Adapted from Eva Wong, President, Top Human Technology Ltd. China and Ronald A Heifetz, Co-Director of Centre for Public Leadership, Harvard University Limit of Tolerance Sustaining the change DIALOGUE Change Occurs Change Fully Implemented Knowledge Imbedded Avoid work / change “Simple” change

12. © Auxilium 2011 Coaching & Mentoring  A cognitive process about enhanced learning, understanding & decision- making  Supports person to construct meaning and knowledge from experiences  Allows person to take time to reflect on practice

13. © Auxilium 2011 Empowering Coach/Mentor  Supports growing and learning  Gives advice/information in a neutral, non- judgemental way  Avoids developing a dependence relationship

14. © Auxilium 2011 Group Coaching Type A Coach works with several people at the same time Group need not know each other Each person coached on their own goal Coach works with each person in turn Others do not engage but may discuss at end of session Each person’s time is quite short © HADG and Auxilium 2010

15. © Auxilium 2011 Group Coaching Type B Coach works with several people at the same time Group need not know each other: issue of trust vital Each person coached on similar goal Coach works with each person in turn Others do not engage until end of session when coach becomes facilitator Each person’s time is extended

16. © Auxilium 2011 Group Coaching Type C Coach works with several people at the same time Group is a functional group Group coached on goal they wish to achieve Clarity of goal and unity crucial Coach works with group as one Coach at times becomes facilitator Each person engaged for entire time

17. © Auxilium 2011 Team Coaching  A team is not simply a machine with replaceable parts. It is a living, dynamic system. It is a culture with both spoken and unspoken rules and values.  The system itself exerts tremendous influence on what gets done and how it gets done “ how things are done around here ”.  The team needs to be coached as a system — a separate entity that has a life of its own. This is where the leverage is for team performance.

18. © Auxilium 2011 High Team ProductivityLow Team Productivity High Positivity Low Positivity High Positivity/Low Productivity Collegial, Friendship Based Lack of Effective Focus Insufficient Sense of Urgency Change Resistant — Don’t “Rock the Boat” Incompetence Tolerated Not Results Oriented Sense of Connection and Fun High Positivity/High Productivity Successful, Fun Synchronicity, Flow Challenging Goals, Inspiring Vision Change Proactive Open Communication Great Teamwork — “ How do we continue to improve?” Low Positivity/Low Productivity Atmosphere of Criticism, Blame & Cynicism Overwhelm No Fun Fear of Job Loss and/or Company Failure “Firefighting”, Short-term Orientation Turf Protection One Step Forward; Two Steps Back Poor Teamwork Low Positivity /High Productivity Focus is efficiency “Just Do It!”, Bottom-Line Orientation Retention Problems, High Turnover, Burnout Guarded Clear Objectives Driven Competitive The Four Quadrants

19. © Auxilium 2011 The Model – Productivity Productivity Strengths Goals & Strategies Team Leadership Proactive Decision Making Alignment Accountability Resources

20. © Auxilium 2011 The Model - Positivity Positivity Strengths Trust Constructive Interaction Communication Values Diversity Respect Camaraderie Optimism

21. © Auxilium 2011 Keep in contact … Graham Hoult 03 9505 6393 0422 068 311 ghoult@optusnet.com.au AUXILIUM: AUXILIUM: Sustaining people … sustaining change