1. New Coaches’ Workshop September 2016

2. Welcome to Coaching in the Leadership Academy
What we’re up to today:
Reflecting on the Coaching Mindset
The Results Pyramid
Coaches & Questions
Coaching Issues
Introducing Mindset for Teams

3. The Coaching Mindset

4. “Mindset” {noun}
A set of beliefs or a way of thinking that determines one’s behavior, outlook, and mental attitude

5. The “Mindset” Attributes of an Effective Coach
Active Listener
Non-judgmental
Possibility Thinker
Compassionate
Inspirational
Intuitive
Sincere
Trustworthy
Risk Taker
Action Oriented
Focused on Results
Curious

6. CLARIFYING YOUR ROLE
A Coach or a Consultant?
It’s important for the Superintendent and the District Team to understand what you do and what you don’t do in this role.

7. And finally, now that you’re coaching: How do you balance the roles of
LEADER and FACILITATOR?

8. Phases of a Coaching Relationship: Something To Check Periodically

9. “Nothing, absolutely nothing, gets people to change the way they act faster than getting them to change the way they think.”
Roger Connors and Tom Smith
Change the Culture, Change the Game

10. Every organization has a culture – the way people think and act.
Either you will manage your culture or it
will manage you.
The old culture will not produce
new results.
Leaders must create the culture needed to produce the results they want.
Culture truths

11. The culture produces the results
The culture produces the results. If you need a change in results, you need a change in culture.
Consider: If all of us continue to think and act in the same manner as we do today, can we expect to achieve the results we need to achieve?
The current culture (C1) is not a bad culture. It’s simply a culture that won’t produce new results (R2). To achieve R2, you must create a new culture (C2).
Culture drives results; C1
Table Talk-In what ways does current culture support achieving our result(s)? Impeded?

12. Leaders Leading Change
The Results Pyramid
Results
Actions
Beliefs
Experiences
For leaders the questions are:
How do you change the culture in a way that gets the results you want?
How do you do it quickly enough?

13. Results Pyramid Results Actions Beliefs Experiences 1. Define R2
2. Identify A2
Beliefs
3. Identify B2
Results Pyramid – Influence flows up, planning flows down
Experiences
4. Provide E2

14. Results Actions Experiences Beliefs
A common mistake: Working with only the top of the pyramid by attempting to change what people do without changing the way they think. You get compliance, but not commitment; involvement but not investment; progress but not lasting performance.
Common mistake – working only on results and actions

15. Results
Culture changes one person at a time, and the process begins with getting each and every person in the culture aligned with R2. Nothing creates accountability and alignment more surely than a clear statement of the results you want to achieve.
Define R2.
Introduce R2 throughout the organization.
Create accountability to achieve R2.
Confusion about results is all too common in organizations. Confusion licenses people to maintain the status quo. Confusion kills the momentum of any change effort.
Key ideas - Results

16. Look at the Results We Want
Key ideas - Results

17. Results
Confirm it is truly an R2 using Worksheet #2: Evaluating Your Results
Difficulty
Direction
Deployment
Development
Key ideas - Results

18. Actions Classic mistakes:
Prescribing A2
Not supporting early A2 adopters
Focusing only on the Actions Level of the Pyramid
Accelerating a shift in the way people act requires a clear understanding of what you to need to stop doing, what you need to start doing, and what you need to continue doing.
Ernest Hemingway wrote, “Never mistake motion for action.” Clearly, you need to do more than just get people acting differently; you need to get them doing the right thing at the right time in a way that produces R2 results.
Key Ideas Actions

19. Look at current results and identify R2 s:
Analyze what
To stop
To start
To continue

20. It doesn’t work to try to argue people out of their current beliefs.
You cannot bring about a change in beliefs simply by asking people to do it, although that represents a good start. To foster adoption of B2 beliefs, leaders must create experiences that will convince people to think differently.
The beliefs people hold significantly influence what they do on a daily basis. Leaders must identify, honestly and completely, two kinds of beliefs: B1 beliefs that are hindering achievement of R2 results and B2 beliefs that help the organization move forward.
The question is not are beliefs right or wrong. The question is are they effective. Will the existing beliefs produce the A2 actions needed to achieve the R2 result?
Beliefs
Key ideas Beliefs
It doesn’t work to try to argue people out of their current beliefs.

21. What current beliefs get in What beliefs will help us to achieve R2 ?
the way of R2 ?
What beliefs will help us to achieve R2 ?

22. Experiences We must be the change we want to see happen.
To provide experiences that will help create B2 beliefs, leaders should:
Plan It
Provide It
Ask About It
Interpret It
Changing beliefs requires overcoming selective interpretation and belief bias. This means well planned experiences will often require “interpretation”.
We must be the change we want to see happen.
Experiences create beliefs that drive actions that, in turn, produce results.
Experiences
Key ideas Experiences

23. An experience to avoid because it would reinforce unwanted beliefs.
Type 1 Experience:
A meaningful event leading to immediate impact on B2 . These experiences require little or no interpretation.
Type 3 Experience:
An experience to avoid because people will dismiss it as part of the normal pattern of things—no impact on B2 .
Type 4 Experience:
An experience to avoid because it would reinforce unwanted beliefs.
Type 2 Experience:
An experience that needs to be interpreted in order to encourage the desired B2 .
Experiences
Key ideas Experiences

24. THE PLAN

25. BREAK

26. is not to stop questioning.”
INQUIRY
Inquiry:
Questions about practices are invited and genuinely engaged;
Inquiry can be prompted by a dilemma, puzzle, surprise or a feeling;
Questions are allowed to emerge.
“The important thing
is not to stop questioning.”

27. Questions open the door to dialogue and discovery.
The usefulness of the knowledge we acquire and the effectiveness of the actions we take depend on the quality of the questions we ask.
Questions open the door
to dialogue and discovery.
By generating creative
insights, they can ignite
change.
Eric Vogt
Opening Quote

28. How might you define each of these three types of questions?
Clarifying:
Reflective:
Probing:
How might you define each of these three types of questions?

29. Define by considering intent:
Clarifying question: intent is to deepen the understanding of the question asker
Reflective question: intent is to engage and mediate the thinking and perspective of the question responder
Probing question: intent is to support precision of language and therefore precision of thinking of the responder

30. Types of Questions
Clarifying:
Reflective:
Probing:

31. REFLECTIVE QUESTIONS
INVITATIONAL
SPECIFIC COGNITION
CONTENT

32. REFLECTIVE QUESTIONS INVITATIONAL plural forms tentative open-ended
positive presuppositions

33. REFLECTIVE QUESTIONS SPECIFIC COGNITION Input – reflecting backward;
gathering data
(recall, list, name, select)
Process – reflecting in the present; making meaning of data
(analyze, sequence, classify)
Output – reflecting forward, think creatively or make a judgment
(evaluate, predict, imagine)

34. REFLECTIVE QUESTIONS CONTENT
External: curriculum, agenda, plan, strategies
Internal: decision-making, thinking processes, beliefs and values

35. Art Costa helps us to find the right words to spark specific cognition

36. A Menu of Facilitation Questions
What falls out for you?
Where are you feeling competent and capable?
Where are you feeling challenged?
A Menu of Facilitation Questions

37. LUNCH

38. DYSFUNCTIONAL BEHAVIOR:
CHALLENGING MOMENTS
AND
DYSFUNCTIONAL BEHAVIOR:
A few ideas about
what to do

39. Hidden Agendas
Positional Debate
Resistance/Lack of Buy-in
Over-Participant
Under-Participant
Blocking
Stuck
Unwilling to take responsibility
Opening Lines

40. Introduction to Mindset

41. Eduardo Briceño: The Power of Belief
EFFORT
GROWTH
How do I learn?
SUCCESS
Eduardo Briceño:
The Power of Belief
Mindset
PRAISE
How do I grow?
What am I saying?
TALENT

42. Use your the Eduardo Briceño handout to take notes during the TED Talk
Use your the Eduardo Briceño handout
to take notes during the TED Talk

43. What do we take away from this Mindset activity?
EFFORT
GROWTH
How do I learn?
What do we take away from this Mindset activity?
Mindset
SUCCESS
How do I grow?
PRAISE
What am I saying?
TALENT