1. Welcome to Coaching for Improvement
Workshop 2
Facilitated Maureen Daley

2. Objectives of Session
Build on coaching knowledge by looking at different types of coaching and how they might be used
Link this new learning to the expectations of the Munro Review
Objectives
Consider Reflective practice in more depth
Link this new learning to the issues which are current for staff

3. Coaching Links to Munro
Intuitive and analytic reasoning skills are developed in different ways
Analytic skills- formal teaching and reading
Intuitive skills – experience
Experience is not enough- must be allied to reflection
Reflection- supervision, discussion with colleagues- time to stand back and think

4. Theoretical Approaches to Coaching
Psychodynamic Approach
Cognitive Behavioural Coaching
Solution-focused approach
Person centred approach
Gestalt
Existential coaching
Transactional analysis
NLP

5. Coaching Contexts Skills and performance coaching
Developmental coaching
Transformational coaching
Executive and leadership coaching
Team coaching
Peer coaching
Life coaching
Career coaching

6. Person Centred Coaching
The person knows best
The person knows what is hurting
The person knows how to move forward
Carl Rogers ( )

7. Core Conditions for Change
Genuineness
(congruence)
Self Awareness
Self acceptance
Self trust
2. Unconditional Positive Regard
Respect
Acceptance
Warmth
3. Empathetic understanding
Understanding the person’s perceptions
Expressing our understanding
Awareness of blocks to empathy
Staying with pain/anger

8. For Coaching to be Person Centred
You need to be absolutely transparent about your agenda
‘...this is your process. How can I serve you in this work?
You need to own your feelings
Quality of listening is the route to in-depth understanding
self awareness – including where emotions or desires distort perception

9. Carl Rodgers( 1961)
Do we tend to treat individuals as persons of worth, or do we subtly devalue them by our attitudes and behaviour? Is our philosophy one in which respect for the individual is uppermost? Do we respect this capacity and his right to self direction, or do we basically believe that his life could best be guided by us?

10. Exercise Person Centred Coaching
Spend 5 minutes thinking of a current issue in your work where you are struggling to find a solution. Write down a few notes.
Go into pairs. Each member of the pair to act as coach and coachee. The coachee to present their dilemma and the coach to actively use a person centred approach in helping them reach a solution. Swap roles- 5 minutes each.

11. Issues with Person Centred Approach
Person centred coach will always stay with the agenda of the client
Difficult if the agenda of client and the organisation they work for are divergent
Would fulfill Munro’s recommendations around encouragement of the development of professional judgment
But- Where does professional judgment end and the primacy of the objectives of the organisation begin?

12. Solution Focused Coaching
Solution focussed coaching has it’s roots in therapy- brief therapy
Dissatisfied with approaches were people only talked about problems and could become more entrenched
Move away from analysing problems , developing diagnoses, uncovering root causes and prescribing treatment plans to building solutions

13. Characteristics of Solution Focused Coaching
Use of a non- pathological interpretive framework
Client based expertise
Coaching is about facilitating solution construction
Focus on client resources
Clear specific and personalised goal setting
Action- orientation
Do what works and stop doing what does not work
Change what can happen in a short period of time
Enchantment

14. Solution Focused Techniques
Changing The Viewing
The miracle question
Scaling
Highlighting resources
reframing
Changing the doing
Recognising possibilities by turning presenting problems into springboards for solution construction
Asking ’how’ questions instead of ‘why’ questions
Generating client – centred multiple options
Using small specific achievable action steps

15. Exercise Solution Focused Coaching
Spend 5 minutes thinking of a current issue in your work where you are struggling to find a solution. Write down a few notes.
Go into pairs. Each member of the pair to act as coach and coachee. The coachee to present their dilemma and the coach to actively use a solution focused approach including using the miracle question, scaling and reframing .Swap roles- 5 minutes each.

16. Issues with Solution Focused Coaching
Mismatch between coachee’s perceived needs and the organisation's requirements- requires goal clarification
Solution Focused would try to bring organisational and personal goals together
Reframing of organisational feedback can help identify progress

17. Break

18. Team coaching
‘ a learning intervention designed to increase collective capability and performance of a group or team , through application of the coaching principles of assisted reflection, analysis and motivation for change ‘
David Clutterbuck

19. Differences between 1 to 1 Coaching and
Team Approach
Confidentiality
Pace of thinking and deciding
Scope of topic
Building trust

20. Differences between Team Leading and
Coaching
Issue
Leader as manager
Leader as coach
Task goals
Set goals for and with the team. Develop commitment to the goals
Review progress against goals
Help establish processes for setting and reviewing goals
Explore alignment between personal, sub-group and team goals
Help explore the causes of setbacks and failures
Help establish processes for integrating individual and team development plans
Learning goals
Establish development needs of each team member
Agree PDP’s
Visioning
Articulating the team’s ambitions internally and to external stakeholders( e.g. higher management)
Contextualising the vision within the corporate vision
Testing the quality and viability of the vision and how it influences day- to – day activity
Helping the team articulate the values behind its vision

21. Differences between Team Leading and
Coaching
Issue
Leader as manager
Leader as coach
Co ordination
Ensuring that everyone understands their roles and responsibilities
Reviewing and improving work processes, in consultation with the team
Planning and strategizing
Giving feedback on processes and procedures; and on how the human factor affects these
Helping the team question its processes and approaches
Developing strategy skills
Problem solving and decision making
Demonstrating effective decision-making and problem solving behaviours, by involving team members and achieving consensus
Helping the team improve its problem solving and decision making processes
Conflict management
Pre- emptive action to identify, discuss and prevent potential conflict
Mediating and agreeing rules that will reduce conflict
Giving feedback to ensure that conflict is recognised
Improving the team’s ability to manage conflict

22. Differences between Team Leading and
Coaching
Issue
Leader as manager
Leader as coach
Communication
Demonstrating effective communication
Being available when needed
Creating opportunities for communication to occur
Helping the team understand the theory and practice of communication
Helping investigate and learn from communication failures
Learning processes
Ensuring the team takes time to reflect and review
Help the team build the skills and processes of reflective dialogue
Boundary management
Protecting the team from external threats and interference
Resource acquisition
Helping the team review and improve it’s boundary management
Performance management
Clarifying expectations of performance appraisal
Recognizing and rewarding performance
Exploring the influences
on performance at both individual and team levels

23. Exercise Team Coaching
In your teams allocate roles- 1 person as the senior manager and others as team members. One person to act as observer .One team member agrees to present a dilemma in their work for the group to consider. The group to use team coaching techniques to help the team member find a resolution.

24. Issues with Team Coaching
Fits well with SF coaching- helps to focus on strengths
Helps team look at systems- can recognise interaction patterns that might not have been obvious and helps the team establish new behaviour norms
Encourages collective self awareness
Needs of team as against those of individual

25. Thanks!