1. © 1998 Center for Creative Leadership. All Rights Reserved. COACHING An Overview of Theory and Practice

2. © 1998 Center for Creative Leadership. All Rights Reserved. AGENDA  COACHING THEORY - What is Coaching? - A Model for Coaching  COACHING PRACTICE - Tools: Listening, Questioning, Giving Feedback - Trio Practice

3. © 1998 Center for Creative Leadership. All Rights Reserved. WHAT IS COACHING?  A way to facilitate learning  A mutual endeavor; not done to someone  Helps coachees gain clarity about themselves and the challenges they face  Assists coachees to expand options and make choices among them  Supports coachees to develop themselves and reach their goals

4. © 1998 Center for Creative Leadership. All Rights Reserved. How Do People Change?  What motivates people to change?  What stops people from changing?

5. © 1998 Center for Creative Leadership. All Rights Reserved. A Model for Coaching Two Components  Coaching Relationship  Coaching Process - Assessment - Challenge - Support

6. CCL ® Coaching Framework

7. © 1998 Center for Creative Leadership. All Rights Reserved. The Coaching Relationship  The coach creates a SAFE environment in which the coachee can take risks and learn  The coach FACILITATES and COLLABORATES rather than acting like an expert, making recommendations or giving answers  The coachee is responsible for decisions about what actions to take

8. CCL ® Coaching Framework

9. © 1998 Center for Creative Leadership. All Rights Reserved. Assessment  Clarify session purpose  Determine what is/is not working  Define strengths/development areas  Note unintended and desired results

10. © 1998 Center for Creative Leadership. All Rights Reserved. Assessment  Who is involved?  What has been done so far?  What is working or not working right now?  What unintended results are each of us seeing?  What is the purpose of the meeting?  What exactly does each of us want to see differently?  When do we want to achieve this?

11. CCL ® Coaching Framework

12. © 1998 Center for Creative Leadership. All Rights Reserved. Challenge  Brainstorm options  Identify obstacles – internal/external  Set developmental goals  Create action plan and measurement

13. © 1998 Center for Creative Leadership. All Rights Reserved. Challenge  What are the options?  What are the pros and cons of each?  How could we view this differently?  What do you want to do?  Will this meet your goal?  Who needs to be involved?  What short-term and long-term measures will be taken?  How will we know you are on track?  How will we know you have reached the goal?

14. CCL ® Coaching Framework

15. © 1998 Center for Creative Leadership. All Rights Reserved. Support  Determine resources needed  Create plan to monitor progress  Link to motivation  Define support from coach

16. © 1998 Center for Creative Leadership. All Rights Reserved. Support  What are the major constraints and supports?  What support is missing that could make a difference?  What can I do to support you?  How will we monitor progress?  What are our milestones?  Will we use deadlines?

17. CCL ® Coaching Framework

18. © 1998 Center for Creative Leadership. All Rights Reserved. How to give FEEDBACK – S-B-I Model  Situation – Describe where and when the observed behavior occurred.  Behavior – Describe what you saw or heard (a videotape would capture this – no interpretations or judgments).  Impact - Share the impact of the behavior on you or others. “I felt…” or “I was…”. If you hear yourself saying “YOU were…” you’re probably on the wrong track.

19. © 1998 Center for Creative Leadership. All Rights Reserved. Trio Practice – Three Rounds of 25 mins.  5 minutes – Coach shares with trio his/her coaching strengths and developmental areas then targets specific areas for feedback in debrief after role play  10 minutes – role play; observers take notes in Situation-Behavior-Impact model format  10 minutes – debrief with feedback on coaching behaviors; focus here IS NOT problem solving  Repeat process for Coach #2

20. © 1998 Center for Creative Leadership. All Rights Reserved. Develop as a Coach  Practice coaching in real time: 3 events between now and Sept. 27 a conflict situation (or give difficult feedback) switch from advice-giving to coaching coach someone about career development  Feedback ask your coachees for feedback after each practice event above journal what worked well and what was difficult – be ready to discuss at the training on Sept. 27

21. © 1998 Center for Creative Leadership. All Rights Reserved. Selected Resources  Sharon Ting and Peter Scisco (Eds.) (2006). The CCL Handbook of Coaching: A Guide For The Leader Coach  Terry Bacon and Karen Spear (2003). Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement  Hargrove, R. (2003). Masterful Coaching.  Whitmore, J. (2002) Coaching for Performance: Growing People, Performance and Purpose