1. COACHING BEST PRACTICES: LWV Membership & Leadership Development (MLD) Program 2014

2. Write down 3 words that describe your greatest assets. What do you bring to a team? What words would you highlight on a resume? What is your “value added”? Our Coaching Team

4. Our agenda Overview of the role of the coach Introduction to coaching models: Appreciative Inquiry & GROW ME Roles at the training Resources available Questions?

5. What is the goal of the MLD Program?

6. The heart of the MLD Program… Member recruitment & retention Leadership development With the support of a coaching structure, capacity building for high impact.

7. The Big Picture... Confident, Energized League Leaders Engaged and Growing League Membership Healthier Civic Communities Stronger Democracy

8. MLD Program by the numbers Started in 2005 25 Shur Fellows Over 170 state coaches across the country mentoring more than 300 local Leagues Supported by the Fund for Local League Growth

9. Coaches are key...

10. Why are coaches so valuable? Bonding—the links that tie a group together to build a strong organizational core – Mission-driven motivation – Can-do culture – Purposeful innovation/change – People-focused Bridging—the links that connect a group to others outside of its organization or network – Compelling communications – Active outreach – Meaningful involvement

11. According to the experts… Good coaches speak with credibility, make a personal connection, and focus little on themselves. They listen more than they talk. They are one hundred percent present in the conversation. Jim Knight, director of the Kansas Coaching Project, University of Kansas

12. What makes a good coach… according to our coaches?

13. A good coach... Avoids being judgmental and is open to considering new ideas – understanding that All Leagues are different Different personalities handle challenges differently Multiple good solutions to every problem exist Coaches guide, don’t dictate

14. A good coach... Focuses on membership and leadership development (org development strategies) Empowers local Leagues to improve/expand what they are already doing LISTENS

15. Role of a Coach Clarity of expectations: Guide Inform Cheerlead Mentor What is the key to success? ASKING THE RIGHT QUESTIONS

16. Powerful questions = Powerful answers

17. Why Ask? 1.All the info is with the coachee. 2.Asking creates buy-in. 3.Asking empowers. 4.Asking develops leadership capacity. 5.Asking creates authenticity. Asking = taking opinions and ideas seriously.

18. Asking questions influences change Inquiry and change are simultaneous Change begins the moment we ask a question

19. “Appreciative eyes” We choose how we look at things and how we talk about them Every moment is full of an infinite array of possibilities We can only see what we have grown an eye to see. Look at strengths and look for opportunities … and new things will emerge.

20. The Art of Asking Questions DEFICIT APPROACH What is the biggest problem here? What do you have to do to correct what’s not working? Why do you miss the mark so often? AFFIRMATIVE APPROACH What possibilities exist that we have not thought about yet? What is the smallest change that could make the biggest impact? What solutions would have us all win?

21. A bit about our words… Three types of conversations: Relationship-canceling conversations Relationship-tolerating conversations Relationship-enhancing conversations

22. Ask! Ask! Ask!

23. What does this look like… SCENARIO: Every other year, we hold a candidate forum for the state representative candidates for our district. We want to increase the number of League members involved in planning and executing this event.

24. 5 Core Strategies of Appreciative Leadership 5 “I’s”Strategies of Appreciative Leadership InquiryAsk positively powerful questions IlluminationBring out the best of people and situations InclusionEngage with people to coauthor the future InspirationAwaken the creative spirit IntegrityMake choices for the good of the whole

26. Organizational Change

27. Change and Transition Change is “Situational” New Program New Team Roles New Policy Transition is “Psychological” The process people go through to come to terms with the new situation

28. So many models, so little time… “Conversational Coaching” – common elements Setting an agenda Defining the problem Creating a goal Exploring and developing options Address obstacles Take action

29. GROW Model Most common or best known model Just a way to organize or structure the conversation Focuses on concrete action so it is a good model for getting “practical things” done Goal  Reality Check  Options  Will This will be our focus today!

30. Goal What do we want to accomplish? -Clear, specific Sample questions: What specifically do you want to accomplish? By when do you want to have this done? What will be different as a result of working on this? How will we know when we’ve achieved it? Leagues will set membership & leadership goals.

31. Reality Check How are things now? -Concrete facts about present situation -Understanding our starting point Sample questions: What have you tried already? Who else is involved in this situation/goal? What is the situation right now? Use the evaluations/pre-training form to complete this.

32. Options What are the potential solutions? -Think creatively; listen don’t suggest Sample questions: What are five potential solutions? If you had unlimited resources, what would your try? Who else can help? What have you seen others do that might work for you? Generate options during coaching session.

33. The 5 Options Technique We stop thinking creatively after 2-3 options. 5 Options Technique gets us “unstuck” and moves us to the “creative zone.” What are five options for how you could tackle this challenge? What else could you do? If you got really radical, what would you try? What have you done in similar situations? Who else could you bring into this? What is already being done? How does this fit? Which of these would you like to pursue?

34. Practical applications… Small wins are motivating. What’s the smallest change that we can make to have the biggest impact?

35. Will How can we turn our preferred “option” into action steps? -Concrete plans; high “buy-in” Sample questions: Which option do you want to pursue? What step could be taken this week? This month? What will you commit to doing? Who else will we enlist? Discuss this later this afternoon with Leagues.

36. Is it higher than an 8? Coaching is not always linear, but we can try to add some definition (i.e., how to measure will). If the perfect outcome is a 10, where are we now? On a scale of 1 to 10, what’s the motivation to do this? 0 1 2 3 4 5 6 7 8 9 10

37. The “M” and the “E” Monitor progress Evaluate Sample questions: What do you need to track during the to assess progress against overall goals? What is your “story of success”? Your coaching calls. Set your first call up today!

38. Keeping on Track Reporting consistently can help you keep track of what is happening. Every month, you will: – Complete an online survey report about each League you coach – Usually takes about 8-10 minutes per survey

39. Membership Numbers Provided 2 times per year – Can gauge progress – Gives you time to debrief and recognize strengths and weaknesses

40. Success is More than Numbers Increased visibility Collaboration with media and community organizations Connecting levels of League Renewed enthusiasm and pride – a “can do” attitude Strategic thinking and planning

41. What does this look like… SCENARIO: Our membership goal is to target the young professional women in our community and get 5 new members in the next 6 months.

42. What about the Event Planning Checklist? Still want to use this sheet to plan intentionally for what to do BEFORE, AT, and AFTER the event. Encourage Leagues to think about how the events fit with the GROW components.

43. Ready? Go!

44. Your #1 Goal as a Coach BUILD a RELATIONSHIP with the individuals you coach!

45. DISCLAIMER One of the keys to building trust is confidentiality. It’s a secret…. Shhhh!

46. What we don’t expect from a coach

47. Lifecycle of any team/group: PHASETEAMOUTPUT FORMINGUncertain but optimistic Low STORMINGConflict surfacesLow NORMINGSense of team emerges Moderate PERFORMINGFully functionalVery high It’s a process…

48. What it looks like every month...

49. And then...

50. Calendar of calls each month Weeks 1 & 2State coaches talk with local League teams Week 3Fellows talk with state coordinator and coaches Week 4Fellows talk with MLD Support team (i.e. LWVUS)

51. Resources Available Guidance Linda, Erin, and Nancy Each other Forums

52. Questions?