Welcome and Introduction

Welcome and Introduction
Coaching Skills Training Program Title Sub Title Welcome and Introduction Have slide on screen when participants enter room and get settled. Welcome the participants Briefly introduce yourself (names only for now as you will provide more information later) Thank whomever was responsible for bringing the material into the organization Housekeeping – i.e. where are washrooms, when are breaks, special announcements, turn off cell phones, etc. Put up next slide Author, Date

Agenda Welcome and Introduction The Case for Coaching
The 5 Core Coaching Skills The 5 Step Coaching Exchange The 5 Guiding Principles Recap Action Agenda The agenda in this slide is ‘bare bones’. Remember to adapt it to correspond with the session you have planned, including other activities, breaks, time frames if you know them, etc. Outline agenda Ask for questions Put up next slide

Coaching out of the Box® Founder Alison Hendren, MCC
Coaching Out of the Box® was created by Alison Hendren, MCC. Alison is a pioneer and leader in the coaching profession. Certified as a Master Certified Coach (one of a very small number in Canada) by the International Coach Federation, the foremost internationally recognized professional association for coaches. Her corporate, professional and entrepreneurial clients are from fields of medicine, law, finance, consulting, real estate, manufacturing, the service industry, and more. In addition, she is Director of Training and Faculty for the Graduate Certificate in Executive Coaching Program at Royal Roads University and Charter Faculty for the University of Texas Executive Coaching Program. Coaching Out of the Box® has been delivered to organizations throughout the United States and Canada including: The University of Texas where it is used as the foundational framework for their Graduate level program in Executive Coaching, Royal Roads University, Canada, The University of Phoenix, Memorial Hospital of Georgia, BroMenn Healthcare, Illinois and several Canadian government departments. Introduce yourself and your company. Briefly describe what brought you to coaching, what inspires you about coaching and what else your company does, if appropriate. Put up next slide

Objectives By the end of today, you will:
understand and be able to use the 5 Core Coaching Skills understand and be able to use the 5 Step Coaching Process understand the 5 Guiding Principles for successful coaching Objectives Remember to adapt slide to correspond with the session you have planned. Explain objectives (If the session will extend beyond the day, explain overall objectives then your goals for the day.) Any questions? Put up next slide

(C) Coaching Out of the Box(R)
Ground Rules We are all responsible for the success of this class – this is all about collaboration Interaction is required – your strengths and wisdom are welcome What we say in the room stays in the room! Be willing to experiment Mistakes are welcome! What else? Pam (C) Coaching Out of the Box(R)

Introduction of Participants
Breakout Exercise Your Name Your Role What you expect from this program Introduction of Participants Either ask participants to stand and say their name, their role and what they expect from the day or use an Interview Exercise (i.e. Have participants break into pairs. Partner A has 3 minutes to ‘interview’ Partner B to discover his/her name, role and expectations. Then reverse. When finished, A introduces B and B introduces A.) Note their expectations on a flip chart for reference during the session and to check off at the end of the session. As this is a workshop about Coaching and part of Coaching is about overcoming challenges, please take a few moments to note your top three current challenges on page 15 of your workbook. (If you like, you can specify type of challenge – i.e., personal or professional.) Put up next slide once they are done.

What Coaching Is and Is Not
X X EAP Therapy Issues Performance Management Objective Feedback Self-Directed Growth Supplementary Support Accelerated Goal Achievement Skill Integration Thought Partnership Career Direction X X Career Counseling Skill Training X X Consulting Emergency Treatment What Coaching Is and Is Not You are in this program to learn about coaching … so what exactly does ‘coaching’ mean to you? After several people have responded, put up the slide Look at chart together, referring back to the participants’ responses as often as possible. (If time) Demo - What Coaching Is and Is Not (2 – 5 minute sessions) - Ask for volunteer to be a Coachee. Coach (trainer) and Coachee sit at the front of the room. Coach begins coaching session then starts to give all sorts of advice and behaving in very non-coachlike way. When that is over, ask Coachee how s/he feels. Then repeat the session, this time in a coachlike manner. Again, ask Coachee for feedback. Ask participants what they noticed … what was different between the two demos? What does ‘coaching’ mean to you now? Put up next slide (C) Coaching Out of the Box(R)

ICF Definition of Coaching
“Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” Coaches are trained to listen, to observe and to customize their approach to individual client needs. Coaches seek to elicit solutions and strategies from the client. Coaches believe the client is naturally creative and resourceful. Coaches provide support to enhance the skills, resources and creativity that the client already has. ICF Definition The International Coach Federation defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” It goes on to say that: - Coaches are trained to listen, to observe and to customize their approach to individual client needs. - Coaches seek to elicit solutions and strategies from the client. - Coaches believe the client is naturally creative and resourceful. - The coach’s job is to provide support to enhance the skills, resources and creativity that the client already has. Did you notice any of these qualities in the coaching demonstration you just observed? Put up next slide (C) Coaching Out of the Box(R)

Title Sub Title Author, Date
The Case for Coaching – Why now? Breakout Exercise (optional) In 2007, the National Post declared Coaching to be the second fastest growing profession in the world, second only to Information Technology. Although coaching gained widespread acceptance in organizations in the 1990’s, it has only flourished in recent years. Break the participants into two groups. Give each group a flipchart and ask them each to choose a spokesperson. Have each group answer the question “What is so different about our world today … in our personal and professional lives … that requires such unique support?” Debrief – ensure that the replies include these points: - demands increasing – personally and professionally – we must do more with less - pace is faster - learning curves are steeper - we can’t do the same things the same way anymore – we need different tools - the old ‘command and control’ style of leadership is out of sync with the younger, inner- directed, collaborative and culturally diverse workplace - corporate leaders require more complex competencies - executives face more frequent performance assessments - our leaders are discovering that partnering with a coach creates a designed alliance that supports them - the economic realities of short-term financial success have placed enormous pressure on organizations Put up next slide Author, Date (C) Coaching Out of the Box(R)

The Case for Coaching – Why now?
The Case for Coaching Another way to look at the spread of coaching is that it bridges the growing chasm between what managers are being asked to do and what they have been trained to do. (Do you need an Executive Coach? …Fortune Magazine 2000) The Case for Coaching – Why now? How many of you feel that at this point you don’t necessarily have the skills and training to do everything that is coming your way … that perhaps you could use some additional skills or support? (Raise your hands.) If you get affirmatives, give at least one person 2-3 minutes to describe the situation. (If no one has a situation, be prepared to tell a story of your own.) Ask the person to talk about the impact of this situation on him/her. Based on what you know about coaching, how could coaching help in this situation? (Emphasize that, in our changing world, no one can be expected to have all of the knowledge and skills necessary to handle every situation that will confront them. Coaching provides a confidential, supportive environment within which individuals can express their fears and insecurities, set priorities and determine how to move forward effectively, even in the face of ambiguity and change.) Put up next slide

The Case for Coaching Not everything that can be counted counts and not everything that counts can be counted. Albert Einstein The Case for Coaching The 2008 Sherpa Executive Coaching report (an annual worldwide report on executive coaching) states that “the amount of money spent on coaching is significant and it’s growing”. Nonetheless “a mere twelve percent of HR professionals have a formal process to measure their return on investment.” Many other studies and reports come to the same conclusion … that, although the coaching industry is flourishing and demand substantial fees, very few organizations have actually found a way to accurately measure the impact on the individual being coached or the organization. (One could speculate several issues such as the subjective nature of ‘success’, confidentiality and so on.) Of the studies that have been conducted, some of the most prevalent have found … Put up next slide

The Metrix Global Study – 2001
Coaching focus: to develop next generation leaders in Fortune 500 Company ROI: 529% Other Conclusions: 77% - significant impact on at least 1/9 business measures 60% - increased productivity 53% - significant increase in employee satisfaction 40% - significant impact on work quality 30% - significant impact on work output ICF Definition The International Coach Federation defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” It goes on to say that: - Coaches are trained to listen, to observe and to customize their approach to individual client needs. - Coaches seek to elicit solutions and strategies from the client. - Coaches believe the client is naturally creative and resourceful. - The coach’s job is to provide support to enhance the skills, resources and creativity that the client already has. Did you notice any of these qualities in the coaching demonstration you just observed? Put up next slide

Manchester Inc. Study– 2001 Objective of Study:
Business impact of coaching on 100 executives (50% VP or higher) from Fortune 1000 companies Coaching focus: changing certain behaviors and/or skills and sharpening performance ROI: 6:1 Other Conclusions: 53% - increased productivity 77% - improved working relationships with direct reports 61% - increased job satisfaction 52% - reduction of conflict 63% - improved working relationship with peers ICF Definition The International Coach Federation defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” It goes on to say that: - Coaches are trained to listen, to observe and to customize their approach to individual client needs. - Coaches seek to elicit solutions and strategies from the client. - Coaches believe the client is naturally creative and resourceful. - The coach’s job is to provide support to enhance the skills, resources and creativity that the client already has. Did you notice any of these qualities in the coaching demonstration you just observed? Put up next slide

Triad Performance Inc. - 2002
Objective of Study: to evaluate the effects of a coaching intervention on a group of regional and district sales managers in a large telecom organization ROI: 10:1 in less than one year Other Conclusions: increased retention of top performing staff more positive working environment increased revenue improved customer satisfaction ICF Definition The International Coach Federation defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” It goes on to say that: - Coaches are trained to listen, to observe and to customize their approach to individual client needs. - Coaches seek to elicit solutions and strategies from the client. - Coaches believe the client is naturally creative and resourceful. - The coach’s job is to provide support to enhance the skills, resources and creativity that the client already has. Did you notice any of these qualities in the coaching demonstration you just observed? Put up next slide

The Gallup Organization
Highly engaged workplaces are: 50% more likely to have lower turnover 56% more likely to have higher-than-average customer loyalty 38% more likely to have above average productivity 27% more likely to report higher profitability Investing in programs that build the capacity of managers to have coaching conversations will pay big dividends in individual employee engagement, organizational health and business success. ICF Definition The International Coach Federation defines coaching as “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” It goes on to say that: - Coaches are trained to listen, to observe and to customize their approach to individual client needs. - Coaches seek to elicit solutions and strategies from the client. - Coaches believe the client is naturally creative and resourceful. - The coach’s job is to provide support to enhance the skills, resources and creativity that the client already has. Did you notice any of these qualities in the coaching demonstration you just observed? Put up next slide

Ivey Business Journal – 2006 “Ungagged: Executives on Executive Coaching”
Objective: to find out what the executives are saying about coaching Coaching Focus: to improve leadership skills Executives identified five significant benefits of executive coaching as a leadership development strategy: most significant benefit - continuous one-on-one attention expanded thinking through dialogue with a curious outsider self-awareness, including blind spots personal accountability for development just-in-time learning The Case for Coaching “Imagine reading a report about an Olympic training program that omits the athletes’ experiences”. In 2006, Christine Turner, VP of Icon International, realized that this is what had been happening in the area of executive coaching … more literature was being published about executive coaching but it tended to be descriptive and rarely examined coaching from the point of view of the executive being coached. As a result, she conducted a research study with executives from a wide range of sectors including manufacturing, financial services, government, health care and the pharmaceutical industry. Leaders were unanimous in their high regard for coaching as a leadership strategy. Review slide Put up next slide

The Case for Coaching Recap
What will you take away? What did you learn? What was of value? The 5 Guiding Principles – Recap What did you learn about the 5 Guiding Principles … WHO you need to be to be a Coach? What is the most significant thing you will take away from this portion of the workshop? What was of most value? You can note some of your thoughts on page 92 of your workbook. Put up next slide.

5 Step Coaching Exchange
5/5/5 Coaching Model Coaching Excellence 5 Core Coaching Skills 5 Step Coaching Exchange 5 Guiding Principles How What 5 – 5 – 5 Coaching Model Now that you have a sense of what coaching is and its value in our personal and professional lives, we will begin to take a closer look at the Coaching Model that you will be learning about today. As you can see, the bottom and foundational step of the model is comprised of the 5 Guiding Principles that determine who you are as a Coach. The Coaching Exchange and your use of the Core Coaching Skills will be effective to the degree that you have integrated these 5 Guiding Principles. Let’s look at each step individually, beginning with the 5 Core Coaching Skills. Put up next slide. Who (C) Coaching Out of the Box(R)

The 5 Core Coaching Skills
Listening Encouraging Questioning Requesting Action Planning Listening Encouraging Questioning Requesting Action Planning The 5 Core Coaching Skills As you can see, the 5 Core Coaching Skills are Listening, Encouraging, Questioning, Requesting and Action Planning. Let’s start with Listening. How often do you feel that people around you hear you? What is it like to feel totally listened to and heard? What happens as a result? Who is someone that you feel has amazing listening skills? Get some stories. Conversely, what happens when you are not listened to and not heard? Get some stories. How can you let people know you are listening to them and hearing them? (What cues do you use or have you seen someone else use that is really good at this?) Get examples such as eye contact, non verbal comments such as ‘mmm’ or nodding, brief phrases like ‘of course’, paraphrasing, asking questions, total focus. Put up next slide (C) Coaching Out of the Box(R)

Skill 1: Listening Coaching is about listening beneath the words... Eye contact Non-verbal comments (mmm or nodding) Brief phrases (of course or say more…) Paraphrasing (What I am hearing is …) Ask questions (What does that mean?) Total focus The 5 Core Coaching Skills Skill 1: Listening Review list and note any that were missed. Sometimes we all find ourselves in a situation when someone wants to talk and we just can’t listen right then (i.e. on our way to a meeting, in the middle of a time sensitive project, etc.). What could you do if you find yourself in that situation? Get some examples, such as: - make an appointment and keep it - ask the person to meet you in an hour - explain that you want to hear what they have to say but can’t right now … when would be a good time? Add an exercise if time. Put up next slide (C) Coaching Out of the Box(R)

Skill 2: Encouraging The 5 Core Coaching Skills Yes you can do it!! Go for it! You’re doing just great! You are on the right track. Keep going! Skill 2: Encouraging What does ‘encourage’ mean to you? What happens if you don’t get any encouragement? What happens when someone encourages you? (Refer to workbook page 32.) - acknowledges the person and his/her effort - gives visibility to and models coaching - makes the person want to keep going - provides resources and support - empowers the person - could lead the person to stretch - indicates that you trust them to handle the situation Reading: Bernie Segal’s book – Encouragement – the Helium of Life Put up next slide (C) Coaching Out of the Box(R)

Skill 3: Questioning The 5 Core Coaching Skills A critical skill and perhaps one of the most essential tools in your toolkit Skill 3: Questioning Questioning is a critical Coaching skill and questions can be used for more than finding out information. Get some examples, including planting seeds, making a point, expressing interest and support and gaining knowledge. Does anyone know the difference between an open and closed question? (Closed – generates a yes or no response – Do you want to start with the strategic plan first so everyone knows where you are going? vs. Open - Where do you think we should start?) Coaching is about asking Powerful Questions. Who do you know who is great at asking questions? How has this supported your learning? Put up next slide (C) Coaching Out of the Box(R)

Skill 3: Questioning A critical skill and perhaps one of the most essential tools in your toolkit. Ten Powerful Questions What does tolerating this situation cost you? What support do you need to say “NO”? What lesson do you keep getting over and over again? What is getting in the way? Are you willing to ask for what you need? What has to change for you to tell the truth about this situation? When does this become about what you need? What are you truly passionate about? What’s the worst thing that could happen if you did that? What shifts need to occur for you to do this? Taken from “365 Coaching Questions” The 5 Core Coaching Skills Skill 3: Questioning On the slide, you will see 10 Powerful Questions that we have taken from a compendium of questions called “365 Coaching Questions” that was created to provide coaches with some ideas for questions for many situations. You may find these questions useful just as they are or you may want to modify them or create your own. The important thing is to do whatever you have to do to be comfortable using powerful questions. You will each be receiving this book, and before we hand them out, lets take some time to create some powerful questions of your own. Exercise – Question Factory - Break participants into groups of 3-4 and ask them to take 15 minutes to create 10 Powerful Questions that might be effective in moving them forward with addressing any of the 3 challenges they wrote down earlier. (Use page 36 & 37 of the workbook.) Debrief: Ask each group to share their questions. Discuss how some of the questions would move them forward. Hand out 365 Coaching Questions Put up next slide (C) Coaching Out of the Box(R)

Skill 4: Requesting Challenges, moves to action, excites Tells people you believe in them Provides an opportunity to stretch someone Gives people a chance to get really clear The 5 Core Coaching Skills Skill 4: Requesting What is the difference between telling someone to do something and making a request? Requesting can be a very powerful tool when used at the appropriate moment during coaching. Read slide. It is very powerful if you can connect a request to one or two of the participants based on some of the challenges you have heard so far or one of the demos. This way you can demonstrate that it is a powerful tool in coaching, that it challenges people, that it can excite them and that it sends a message that you think they can do it. Put up next slide (C) Coaching Out of the Box(R)

How To Make A Request I have a request … I’d like for you to … I want you to be really successful at this, so I have a request … I know this is an area in which you don’t have a great deal of experience, so in support of your development I want to request … I really want this to be over for you, so I request that … The 5 Core Coaching Skills Step 2: Requesting Review slide in order to demonstrate language that can be used when making a request. Put up next slide Skill 4: Requesting (C) Coaching Out of the Box(R)

The Key Elements of Requesting Be clear about the request. Be clear about the deadline. Offer 3 possible responses: 1. Accept 2. Reject 3. Negotiate The 5 Core Coaching Skills Skill 2: Requesting Read slide. Remember … When making a request, also make it clear that the person has three possible responses to the request … they may accept, reject or negotiate. Sometimes the other person’s ideas are better, so it works well to negotiate. Other situations offer no room for negotiation … you will know which are which. In any case, offering the alternatives ensures that there is a greater likelihood that the person will be congruent with the request should s/he decide to accept it. Put up next slide Skill 4: Requesting (C) Coaching Out of the Box(R)

Skill 5: Action Planning WHO is accountable? WHAT are they accountable for? WHEN is it due? WHAT support or resources are required? The 5 Core Coaching Skills Skill 3: Action Planning The whole point of coaching is to support people to move forward and take action. (Refer to page 43 of workbook.) Action Planning is the phase during which you become very clear on WHO is accountable, WHAT they are accountable for, WHEN it is due and WHAT support or resources are required. Put up next slide (C) Coaching Out of the Box(R)

Action Planning Language Please me those 10 steps that you are going to take to complete this. What do you need to have done by when and who is going to do it? Please create an action plan memo including WHO is doing WHAT by WHEN and the RESOURCES required. What’s your action plan? The 5 Core Coaching Skills Step 5: Action Planning Read slide. Who you need to work with to get them to effectively action plan? What would happen if you supported everyone in action planning? Put up next slide Skill 5: Action Planning (C) Coaching Out of the Box(R)

The 5 Core Coaching Skills Review
Listening Encouraging Questioning Requesting Action Planning Listening Encouraging Questioning Requesting Action Planning The 5 Core Coaching Skills – Review The skills are the HOW. How you help people move to action. How you help people get clear. How you raise the bar in a positive way. Put up next slide (C) Coaching Out of the Box(R)

The 5 Core Coaching Skills Recap
What did you learn? What will you take away? What was of value? The 5 Guiding Principles – Recap What did you learn about the 5 Guiding Principles … WHO you need to be to be a Coach? What is the most significant thing you will take away from this portion of the workshop? What was of most value? You can note some of your thoughts on page 92 of your workbook. Put up next slide.

Title Sub Title Author, Date (C) Coaching Out of the Box(R)
Coaching Practice - Partners Each person will have a chance to be a Coach and each person will have a chance to be a Coachee. Pick one of the challenges you identified at the beginning of the day and you will have 10 minutes each to coach each other using the 5 Core Coaching Skills. Debrief: How was the experience? What went well? What didn’t go well? Bring to attention that skills help but they still need a process … and that is what you will talk about next – The 5 Step Coaching Exchange. Put up next slide Author, Date (C) Coaching Out of the Box(R)

The 5 Step Coaching Exchange
Identify Discover Strategize Clear the Way Recap Identify Discover Strategize Clear the Way Recap The Coaching Exchange – The 5 Step Process So, what is a Coaching Exchange? It is the process you use to coach and it involves 5 Steps: Identify – Discover – Strategize – Clear the Way – Recap. These steps may be used in linear fashion or you may find that you bounce back and forth between the steps. Why do we call it an ‘exchange’? Put up next slide (C) Coaching Out of the Box(R)

How Coaching Exchanges Happen
The Coaching Exchange - The 5 Step Process Coaching Exchanges may happen in many ways - for example: by appointment in a “coachable” moment during the day by phone by in the hall in short or long conversation How Coaching Exchanges Happen How might a coaching exchange happen? Get input and then put up the slide. Review. Put up next slide

Step 1: Identify Get very clear about the purpose for the exchange Listening is the key (reflect back what you heard) The 5 Step Coaching Exchange The Coaching Exchange – Step 1: Identify The first step in the Coaching Exchange is Identify: what is the exchange about? This is the most critical step. Can you imagine why? (Ensure responses include: it identifies for both Coach and Coachee what the exchange is going to be about … so that you both know what you are going to concentrate on and where your energy is to be directed … so there is no meandering or going off on tangents.) As a Coach you may ask questions such as “What do you want to leave here with?”, “What would be of value to you?”, “How can I bring the most value to you in our meeting?” Have you ever had a conversation after which you asked yourself “What was that about? (Get at least one example or provide one of your own.) How anxious were you to see that person again? Through the Coaching Exchange, our clients learn to better focus on and identify what the actual issues are and then handle them effectively. On page 56 of your workbook, note a question/tool that will ensure that you identify what your coaching exchange will be about. Put up next slide (C) Coaching Out of the Box(R)

Step 2: Discover Discovery gives all parties an opportunity to: Uncover challenges and prejudices Dig deeper and learn more details Confirm, clarify and validate information Uncover emotions and motivations The 5 Step Coaching Exchange The Coaching Exchange - Step 2: Discover The next step in the Coaching Exchange is to Discover. When you Discover during the course of an exchange, you give all parties an opportunity to: - uncover challenges, prejudices, limiting beliefs, attitudes and assumptions - dig deeper and learn more details - confirm, clarify and validate information - uncover emotions and motivations Put up next slide (C) Coaching Out of the Box(R)

Step 3: Strategize The 5 Step Coaching Exchange Strategy … the smart way of getting somewhere with the least amount of effort or cost. The 5 Step Process - Step 3: Strategize The next step is to Strategize. Your Strategy is how you are going to deal with the situation. Strategizing is the smart way that will serve you, the situation, the players and the organization in the most effective and efficient way possible. Coaching people to strategize is the ultimate in empowerment. Review the key elements of strategizing? Put up next slide (C) Coaching Out of the Box(R)

The 5 Step Process - Step 3: Strategize
Key Elements of Strategizing Focus Players Desired Outcomes Barriers Resources Required Actions aligned with Strategy The 5 Step Process - Step 3: Strategize The next step is to Strategize. Your Strategy is how you are going to deal with the situation. Strategizing is the smart way that will serve you, the situation, the players and the organization in the most effective and efficient way possible. Coaching people to strategize is the ultimate in empowerment. Review the key elements of strategizing? Put up next slide

Step 4: Clear the Way Action with no friction Identifying the impediments Asking for help, if required Anticipating change The 5 Step Coaching Exchange Step 4: Clear the Way Read the bullets: Without this step, you are coaching people to fail. Is the strategy and action plan realistic? What are the impediments? What support do you need? Where do you have the opportunity right now to clear the way with someone? What would make that easier? How can you move from reaction to anticipation? What will make that easier? Put up next slide (C) Coaching Out of the Box(R)

Step 5: Recap It’s all about accountability! At the end of a Coaching Exchange, recap: WHO is accountable for WHAT and WHEN? Be specific about deliverables. Make a note to yourself to follow up. Model recapping so others know it is expected, required and appreciated. The 5 Step Coaching Exchange The 5 Step Process – Step 5: Recap Read the slide. Who, what and when are the most critical, followed by you modeling it. That sends a powerful message. Make sure there is shared understanding about what’s next, accountability, etc. Ask “Let me understand exactly what is happening next?” What percentage of people always follow through? Do you know people who talk a good game but don’t follow through? This is one of the reasons coaching has such huge impact. So many other conversations/meetings have no accountability. An effective Coaching Exchange always ends with accountability. Put up next slide (C) Coaching Out of the Box(R)

Title Sub Title Coaching Demo Request: Don’t expect us to be perfect. Notice whatever you notice and bring it up. Do a brief (10 minutes) coaching demo with trainer or a volunteer as the Client. The Coach leader stops by to speak with the Employee who just hasn’t been him/herself for the last few weeks. The exchange should demo: identifying why the coach has come to see the employee, discovering what the issue is, strategizing with the employee about what to do, clearing the way of obstacles and re-capping what will happen next. We have been talking about the 5 Step Coaching Exchange. What did you notice in this demo? Put up next slide Author, Date (C) Coaching Out of the Box(R)

Breakout – The 5 Step Coaching Exchange Process
Identify Discover Strategize Clear the way Recap Breakout – The 5 Step Coaching Exchange Process Take time for two breakouts to practice a coaching exchange, allow each participant to take a turn as Coach and Coachee. Have group break into pairs. Talk about learning to drive a standard car – It may not be fluid … if you get stuck in second gear … if you stall … that’s okay! Provide each with instruction sheets outlining a coaching scenario. Give them 10 minutes to practice then switch Coach and Coachee roles. Provide the new Coachee with a new scenario. The Coach’s role is the same. Practice Session 1: Give Coachees an Instruction Sheet saying: You are going to see the boss because you are trying to decide whether or not to leave your position. The hours are too long … you want more time with your family but you love what you do, enjoy the company and like working with the boss. Practice Session 1: Give Coach an Instruction Sheet saying: Use the 5 Step Coaching Exchange Process to: identify why the person is there, discover the details of what is going on, strategize with the client (focus and support), clear the way and eliminate obstacles, re-cap what has happened and what has been agreed to. Practice Session 2: Give Coachees an Instruction Sheet saying: You feel you need to fire someone in the group but don’t know if it is okay with the boss or the right thing to do, or how it might impact the organization. Sometimes the person is good but they need a great deal of hand holding and you don’t have time to do that. You need help with what to do. Practice Session 2: Give Coach an Instruction Sheet saying: Use the 5 Step Coaching Exchange Process to: identify why the person is there, discover the details of what is going on, strategize with the client (focus and support), clear the way and eliminate obstacles, re-cap what has happened and what has been agreed to. Debrief (try to give each pair an opportunity to respond): What did you notice about the Coaching Exchange and how the steps built on each other or could stand alone? How did you find the process to use? As the Client, did you feel supported? As the Client, did you feel you could move to action? How was it to be the Coach? How did it feel to be coached by a colleague/peer? So, now you’re a Coach!!

The 5 Step Coaching Exchange Recap

Title Sub Title Coaching Practice Each person will have another chance to be a Coach and each person will have a chance to be a Coachee. Pick one of the challenges you identified at the beginning of the day and you will have 10 minutes each to coach each other using the 5 Core Coaching Skills combined with the 5 Step Coaching Exchange. Debrief: How was is this time? What was easier? Put up next slide Author, Date (C) Coaching Out of the Box(R)

You have learned the 5 Core Coaching Skills: HOW you do it !!
The 5 Guiding Principles So, you have learned the 5 Step Coaching Exchange Process: WHAT you have to do. You have learned the 5 Core Coaching Skills: HOW you do it !! Now … it is time to talk about the 5 Guiding Principles: WHO you need to be. 5 – 5 – 5 The 5 Guiding Principles Open page 69 of your workbook. Read the quote found there. Review slide. Put up next slide

5 Step Coaching Exchange
5/5/5 Coaching Model Coaching Excellence 5 Core Coaching Skills 5 Step Coaching Exchange 5 Guiding Principles How What 5 – 5 – 5 Coaching Model You can see this Coaching Model illustrated again on this slide. As you can see, the bottom and foundational step of the model is comprised of the 5 Guiding Principles that determine who you are as a Coach. The Coaching Exchange and your use of the Core Coaching Skills will be effective to the degree that you have integrated these 5 Guiding Principles. So, what does being ‘coachlike’ mean to you? What mindset do you have to have to be ‘coachlike’? WHO do you have to BE to be ‘coachlike’? You are looking for something like: Having a mindset that allows you to be open to the process. It is really about WHO you have to be. It involves being very conscious and aware of how you are showing up in any situation and how that ‘lands’ with the people with whom we are interacting. Put up next slide. Who (C) Coaching Out of the Box(R)

Title Sub Title Author, Date Exercise – A Powerful Minute
Ask participants to break into pairs. Exercise - Look into each others’ eyes for one minute. Debrief. What was it like? How did you feel? Associate this experience with coaching … it is an intimate activity … like when you were doing the exercise. Put up next slide Author, Date (C) Coaching Out of the Box(R)

The Iceberg Model Observa ble Results………………………………………………..…………The Outcomes Behaviors………………………………………………..…..Our Habits Emotions…………………………………………………....…What We Feel Thinking……………………………………………………...…What We Think Invisible (C) Coaching Out of the Box(R)

The 5 Guiding Principles
Curious Supportive Accepting Focused Committed Be Curious Be Supportive Be Accepting Be Focused Be Committed Being a Coach – The 5 Guiding Principles Refer participants to page 71 of their workbook. Research has identified 5 Guiding Principles that seem to run deep in the veins of people who are ‘coachlike’ and they are: Be Curious Be Supportive Be Accepting Be Focused Be Committed Did you experience any of these feelings when you did the Powerful Minute exercise? Put up next slide (C) Coaching Out of the Box(R)

Principle 1: Be Curious Being curious means you are eager to know about something and get more information. Tell me more…… The 5 Guiding Principles 1. Be Curious What happens when you find out more about something or someone? What are some examples of language that lets people know you are curious? When does it really pay to be curious? Demo (3-5 minutes) – Ask for a volunteer (A) to come forward. A shares a troublesome personal or professional scenario with B. B asks a lot of questions about the details of the issue and A’s concern, really digging to discover the deeper issue. (If no one wants to step forward, trainers demonstrate.) What did B do to let A know that s/he was curious about the issue and A’s concerns? Put up next slide. (C) Coaching Out of the Box(R)

Title Sub Title Exercise – Tell Me More Ask participants to break into pairs. A – Speaker – talk about anything at all for 1 ½ minutes. B – Listener – only say “tell me more …” or “and?” Debrief. What was it like? How did you feel? When we isolate curiousity by just saying “tell me more…” or “and?”, it keeps us from bringing our own agendas into the conversation (even questions can support our agenda) How did it feel to be quiet? It is okay to just be quiet and give the person space to dig deeper. We don’t need to ‘rescue’ people from silence. Put up next slide Author, Date (C) Coaching Out of the Box(R)

Principle 2: Be Supportive The 5 Guiding Principles
Being supportive means you assist other people to achieve their goals. I am excited about your project. Please let me know what I can do to help you. The 5 Guiding Principles Be Supportive Read the definition Ask some of these questions: What does ‘support’ mean to you? How do you enjoy receiving support? Where in your life do you feel supported? How are you supportive to others? What difference has support made in your life/career? What effect does lack of support have? Put up next slide. (C) Coaching Out of the Box(R)

Principle 3: Be Accepting The 5 Guiding Principles
Being accepting means you value a variety of people and ideas for who and what they are. I appreciate the perspective you bring. The 5 Guiding Principles 3. Be Accepting Ask some of these questions. What does being ‘accepting’ mean to you? Does anyone have a story of a time when s/he felt totally accepted? Make a note on page 77 of your workbook to remind yourself of someone you could be supporting better and one action you will commit to in order to do that. Put up next slide (C) Coaching Out of the Box(R)

Principle 4: Be Focused Being focused means you put aside distractions and concentrate on the task/issue/people at hand. I am closing my door and my calls are being held so you and I can concentrate on this. The 5 Guiding Principles Be Focused Read definition. What happens when you lack focus … what message are you sending? Demo – Give a humorous demonstration of not focusing … You are the boss and a participant is coming into your office with a question or concern. You act distracted, read your s, let the phone ring, shuffle papers, etc. Do the same role play and this time you focus totally on the person coming for assistance. What was the difference? How did it feel when I ignored you? How did it feel when I paid full attention? What are some practical things that you can do to ensure you are focused when you are coaching? Put up next slide. (C) Coaching Out of the Box(R)

Principle 5: Be Committed The 5 Guiding Principles
Being committed means you are willing to do whatever it takes. I am really excited about your plan and I’m prepared to dedicate the resources required to make it a success. The 5 Guiding Principles 5. Be Committed Read definition. What are some other examples of language that would indicate that you are committed. What is the value/benefit to you and others when you are committed? How do you know that someone is committed? In the book Co-Active Coaching, Whitworth, Kimsey-House and Sandahl explain commitment like this “Imagine a relationship with someone who will always tell you the truth … someone who sees how big you can be and constantly holds that big image for you.” What would be possible for you if you had someone like that in your life? Note that in a meaningful coaching relationship, commitment must go both ways … coach to client and client to coach. Put up next slide. (C) Coaching Out of the Box(R)

To Be Coach Like Means a Shift
The 5 Guiding Principles Making person wrong Telling Hierarchical Judgment No life outside work Motivation by competition Why did you do that? Supporting the person’s strength Listening Collaborative Endorsement Perspective and balance Alignment around vision What can we do differently? Shift to Being Coachlike On page 83 of your workbook you can see the inner shifts that are required in order to be Curious, Supportive, Accepting, Focused and Committed … in other words, to be Coachlike. Take a few moments on page 84 to reflect on what shifts you need to make to be more coachlike and the potential outcome of each shift. Note your responses in the space provided. Share some responses if desired. Put up slide once particpant’s are finished with reflection. (C) Coaching Out of the Box(R)

When you are Coach Like, the person you are interacting with has the opportunity to: The 5 Guiding Principles Be aware of what to do next Be confident Be inspired Be energized Be empowered Results of Being Coachlike As you shift to more coachlike, what might happen to the person with whom you are interacting? What challenges do you face in being coachlike? Can you imagine any circumstances in which being coachlike would be inappropriate? (i.e. an emergency, etc.) Put up the next slide. (C) Coaching Out of the Box(R)

The 5 Guiding Principles Recap

Title Sub Title Author, Date Bridging to “Are You Ready” slide
Put up next slide. Author, Date (C) Coaching Out of the Box(R)

Are you ready??? Are You Ready?
If you have the song “Are You Ready”, you could put it on briefly. If you are providing hats, pass them out now and ask that they always remember (metaphorically) to put them on when they are coaching. If not providing hats, just delete this slide or ask participants to remember to always put on their virtual coaching hats whenever they are coaching. (This can be a great opportunity for the organization to provide hats that also include the company logo on it and/or for you to provide hats with your logo on them.) Put up next slide.

Nothing sends a louder message than what you do.
Recap Your words and actions must match and they must center around professionalism and integrity Nothing sends a louder message than what you do. Coaching Out of the Box™ - Recap So, during this workshop we have talked about and practiced the (Who, What and How) Coaching Model. Take a few moments to reflect and determine your greatest area of opportunity. Note it on page 94. Any questions or comments? Put up next slide

The 5 Core Coaching Skills – Review
HOW you coach…….. Listening Encouraging Questioning Requesting Action Planning How will you integrate these into your Management and Leadership Toolkit? The 5 Core Coaching Skills – Review Read slide. How will you integrate these into your management and leadership toolkit? Hand out the Pyramid as reminders to everyone of the Process they learned in the workshop. What are the 3 things that have been most valuable about this program? What will you walk out of here and remember the most? Put up next slide

The Coaching Exchange – The 5 Step Process – Review
The 5 Step Coaching Exchange WHAT you need to do…. Identify Discover Strategize Clear The Way Recap How do these support the Coaching Exchange? The Coaching Exchange – The 5 Step Process – Review Read slide. How do these each support the coaching exchange? Put up next slide

The Coaching Exchange – The 5 Step Process – Review
The 5 Guiding Principles WHO You Have To Be Curious Supportive Accepting Focused Committed The Coaching Exchange – The 5 Step Process – Review Read slide. How do these each support the coaching exchange? Put up next slide How do each of these Guiding Principles support the Coaching Exchange and make it safe for Coaching?

Being a Coach - The 5 Guiding Principles
WHO You Need To Be Curious Supportive Accepting Focused Committed The Coaching Exchange – The 5 Step Process – Review Read slide. How do these each support the coaching exchange? Put up next slide How do each of these Guiding Principles support the Coaching Exchange and make it safe for Coaching?

Title Sub Title Author, Date (C) Coaching Out of the Box(R)

ACTION What exactly are you committed to doing differently? What resources do you need to do that? What will be the biggest impediment to that? What will be the biggest support in making this work here? Where will you start? How will you hold one another accountable for doing it? (C) Coaching Out of the Box(R)

Courage Brilliance! (C) Coaching Out of the Box(R)

Welcome and Introduction

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Welcome and Introduction

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