1. dattner grant amplifying emerging voices dattner grant amplifying emerging voices dattner grant amplifying emerging voices dattner grant Dattner Grant October 2009 Victorian TAFE HR Conference Tuesday 13 th October 2009 Presentation by Jim Grant, Dattner Grant

2. Dattner Grant October 2009 Dattner Grant October 2009 HR Manager as coach

3. Dattner Grant October 2009 Dattner Grant October 2009 Coaching defined  “Coaching is the single most important part of expanding others’ capabilities … (It) is the difference between giving orders and teaching people how to get things done. Good leaders regard every encounter as an opportunity to coach.”  Bossidy & R Charan, 2002, p. 74.

4. Dattner Grant October 2009 Dattner Grant October 2009 The big coaching ideas  You must pay attention to emotion, feelings, conscious thought and action  You need to think holistically about the coachee  You need to be clear about what it is that you are being asked to do, not what you want to do or you think is the right thing to do  You need to know about people generally and care about them, their growth and their capability and relationships  You need to know about the contexts in which you are coaching – organisationally, culturally and structurally  You need to listen, hear, understand and engage in healthy dialogue while resisting inferences and premature judgments  You need to shape thinking, release unimagined possibilities and frame capacities  You need to shift people from problem to solution mode so that the solution will be evident in changed behaviour. Success in coaching is expressed, and only expressed, in action

5. Dattner Grant October 2009 Dattner Grant Types of coaching

6. Dattner Grant October 2009 Dattner Grant October 2009 Coaching paradoxes  The use of power  Coaching is not for everyone, every situation  Coaching is psychological, yet pragmatic  Self-awareness can be elusive  We are not all the same

7. Coaching model Leader as Coach Workbook. Jim Grant 2009

8. Dattner Grant October 2009

9. Preparation Detailed goals and learning plans How I will build neural pathways to mastery - soft wired to hard wired How and where I will experiment – new behaviour, thoughts and feelings – safely Trusting and supporting relationships How will I ‘pulse check’ my progress? Intention and Desire I want to build on this PracticeMaintenance It’s all about behaviour change

10. Environment

11. Dattner Grant October 2009 Dattner Grant About Tony the lawyer

12. Dattner Grant October 2009 Dattner Grant October 2009 RUUM – Susan David

13. Dattner Grant October 2009 Dattner Grant October 2009 Emotion – scenarios  Recognising:  How would you go about recognising the mood of a coachee in a session?  Using:  What ideas do you have for shifting mood in a coaching session?  Understanding:  Discuss the issues of the relevance of understanding ‘changes’ and ‘blends’ in coaching  Managing:  What recent experience do you have in coaching (or working with a team member) where you had to: Carefully manage your own emotions? Carefully manage the other person’s emotions?

14. Dattner Grant October 2009 Dattner Grant Circuit breakers

15. Dattner Grant October 2009 Dattner Grant October 2009 Rethink- reframe StatementRethought questionReframed response I am hopeless at managing people Always? In all situations? When are you ok at it? I manage people well when… and if I put the effort in, I can improve by… I could never do that What would you have to do to make this work? Yes, it isn’t going to be simple. I need to focus on…. How do I see that happening? I don’t have any say in decisions When do you have a say? Do you mean never – really? What happened when you did have a say? I am not always speaking up when I need to, and I am not sure I go about getting my point across clearly – so what do I need to do differently?

16. Dattner Grant October 2009 Dattner Grant October 2009 Rethink – reframe exercise  I don’t seem to get any projects done properly  I hate this program I am doing. It is a waste of time  My manager obviously thinks I am not worth investing in  Ken always gets the most interesting work

17. Dattner Grant October 2009 Dattner Grant October 2009 Exception questions – case study  David is often seen as being harsh and rudely judgemental - mean spirited. When he is anxious he lashes out accusing people of being stupid or incompetent and always finding fault - even abusing people who work for him. He is aware he does this - he has feedback over many years of this behaviour and its negative impact; but he cannot understand why it occurs even though he knows it is far from a good thing. He talks about how tough and uncompromising his father was - even cruel - and he expresses concern about failure and the risk of losing his job and the impact on family. He thinks some of his team are not up to the task and are self indulgent, and that this might justify his behaviour. There are a lot of possible causes in fact.

18. Dattner Grant October 2009 Dattner Grant October 2009 Solution focus – de Shezer  Stressed the importance of ‘what’ rather than ‘why’ and the ‘present’ and ‘future’ rather than the past  The emphasis is on language, which ‘creates and is reality’. Therefore, for the person you are coaching, their problem is their reality; to change, one must change the reality by changing the language  A shift from problem talk to solution talk is critical to this change - focuses on the positive and the potential as well as on empowering the person you are coaching  “The problem or complaint is not necessarily related to the solution” and, “the solution is not necessarily related to the problem”  Looking for causes and grasping for meanings of problems are viewed as little more than problem talk. And, problem talk can perpetuate one’s obsession with and immersion in their problems and get in the way of developing solutions

19. Dattner Grant October 2009 Dattner Grant PROBLEM OR SOLUTION ExampleProblemSolution Handling difficult people Can you tell me why Fred is so difficult? Why do you think he resists change? What do you want from Fred? Managing upwards Why is it that you don’t seem to have a good working relationship with your boss? Why does your boss not seem to respect you? What sort of relationship do you want to have with your boss? What do you want?