1. Copyright © Developing Potential Ltd 2016 Park House Equality & Diversity Leadership Group

2. Copyright © Developing Potential Ltd 2016 Agenda Leading difficult conversations

3. Copyright © Developing Potential Ltd 2016 On your tables share examples of where you might need to have a difficult conversation

4. Copyright © Developing Potential Ltd 2016 What are the factors that have enabled you to have successful conversations in the past?

5. Copyright © Developing Potential Ltd 2016 Challenge SUPPORTSUPPORT Low High Lose/WinWin/Win Lose/LoseWin/Lose Low

6. Copyright © Developing Potential Ltd 2016 What do you need to do? 6 Copyright of Developing Potential 2013 Pre Conversation Post Conversation During the Conversation

7. Copyright © Developing Potential Ltd 2016 7 Copyright of Developing Potential 2013 The ConversationActivity Before Plan & Prepare During (Goals) Opening (Reality) Self-appraisal & Feedback (Options) brainstorm (Will) Action plan & reach Agreement After Monitor & evaluate

8. Copyright © Developing Potential Ltd 2016 8 Copyright of Developing Potential 2013 The ConversationActivity Before Plan & Prepare  Send invitation time / place  Be clear on your desired outcomes  Gather evidence of performance  Ask interviewee to come prepared During (Goals) Opening (Reality) Self-appraisal & Feedback (Options) brainstorm (Will) Action plan & reach Agreement  Explain the structure  Define the ground rules  State the purpose (goals)  Encourage the person to talk  Listen actively  Ask questions to clarify  Give balanced feedback  Ask for ideas from the coachee to move forward  Share yours where applicable  Build consensus  Agree objectives  Agree training and development plan After Monitor & evaluate  Follow up at an agreed interval to support and challenge

9. Copyright © Developing Potential Ltd 2016 9 Copyright of Developing Potential 2013 Use the G.R.O.W. model flexibly to structure coaching conversations. Its purpose is to raise awareness in the first three areas of GOAL, REALITY and OPTIONS whilst enabling the coachee to choose to take responsibility in the final WILL section. GOAL Agree both the goal of the session and the issue What do you want to achieve? What would be your ideal outcome? What does success look like? How much personal control do you have over your goal? What would be a milestone along the way? How specific, measurable, ambitious, realistic and timely is your goal? (SMART) When do you want to achieve it by? REALITY Probe to understand the core issues (What, When, Where, Who, How much, How often). What is happening now? Who is involved in the issue? (Directly & indirectly) What have you done about this so far? What have been the results so far? OPTIONS What options do you have? What else could you do? What if you had more time, money, power or a fresh start? Would you like another suggestion? What are the benefits and costs of each? WILL Establish clear first steps with diarised time. What will you do? When will you take a first step?

10. Copyright © Developing Potential Ltd 2016 10 Copyright of Developing Potential 2013 IssuesWays to handle What sort of objections/issues might be raised?

11. Copyright © Developing Potential Ltd 2016 Handling people/objections  People become emotional/angry  People are disengaged with the process  The system isn’t fair  Not my fault that I didn’t achieve the goals  The school has not given me the right support  You (leader) have not helped  This is news to me, what are you talking about?

12. Copyright © Developing Potential Ltd 2016  People become emotional/angry.  People are disengaged with the process.  The system isn’t fair.  Not my fault that I didn’t achieve the goals.  The school has not given me the right support.  You (leader) have not helped.  This is news to me, what are you talking about? Handling people/objections

13. Copyright © Developing Potential Ltd 2016  People become emotional/angry.  People are disengaged with the process.  The system isn’t fair.  Not my fault that I didn’t achieve the goals.  The school has not given me the right support.  You (leader) have not helped.  This is news to me, what are you talking about?  Stay calm and listen.  Ask them what are their concerns? What would motivate them?  We endeavour to make it fair and it is the same for everyone.  Tell me what happened? What were you responsible for?  Tell me about the situation. The facts as I have them are…  Tell me about that! Let me share the support you have been given…  Well let me share with you the facts / evidence from last year… Handling people/objections

14. Copyright © Developing Potential Ltd 2016 14 Copyright of Developing Potential 2013 Ethical Values EmpathiseExplainExploreExit The 5 E’s of handling difficult conversations

15. Copyright © Developing Potential Ltd 2016 15 Copyright of Developing Potential 2013 Ethical values Your values underpin your personal behaviour. Honesty, integrity and also a desire to do the best for your pupils will give you the courage to tackle the issue at hand. Empathise Be calm and collected. Show that you understand them as a person. Listen carefully and diffuse any anxiety or anger. Explain Explain the rational behind your thinking, i.e. the purpose of pursuing these standards is that you want every pupil in this school to have every opportunity to succeed in life Explore Ask for the interviewee to clarify their position. Share the evidence. Draw ideas from them on how to move forward. Exit Complete the discussion by asking them to take personal responsibility (as a professional) for their performance and actions. Handling difficult conversations

16. Copyright © Developing Potential Ltd 2016 16 Copyright of Developing Potential 2013 Think of a scenario and plan how you will conduct the conversation! Handling difficult conversations

17. Copyright © Developing Potential Ltd 2016 17 Copyright of Developing Potential 2013 Goal What do you want to achieve? Reality What is happening now? Options What could you do? Will What will you do? Practice makes perfect

18. Copyright © Developing Potential Ltd 2016 Difficult conversations What has been the personal learning from this morning’s session?

19. Copyright © Developing Potential Ltd 2016 Lunch