COACHING FOR IMPACT
Stephanie Brodtrick MBA RN
Learning Operations
VUMC Human Resources
Adult Enterprise Leadership
Development Series:
April 12, 2016 at 10:15am-11:25am
Light Hall 214
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Purpose:
Explore and practice coaching
skills you need to provide support
and development to those you lead
and work with.
Coaching for impact will
change business, engage staff and
increase your success.
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Objectives:
1. Describe in your own words what coaching is.
2. Know the difference between coaching, mentoring,
counseling, and precepting.
3. Explain the difference between performance
coaching and developmental coaching.
4. Develop an understanding of the skills of an effective
coach.
5. Practice developing the skills of coaching for impact.
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Coaching for Impact
Describe in your own words what coaching is:
Kid President: I think we all need a pep talk | TED Talk |
TED.com
Attract
Orient
Develop
Motivate
Retain
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Terms and Definitions
Mentoring
Counseling
Precepting
Coaching
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Process of Coaching: GROW Model
Establish
Goal
Examine
Current
Reality
Establish
Will
Explore
Options
Whitmore, J. (2009) Coaching for Performance: GROWing Human Potential and Purpose - The
Principles and Practice of Coaching and Leadership, 4th Edition
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Skills of the Effective Coach
Bidding
Establishing Rapport and Trust
Asking Effective Questions
Giving Feedback/Feedforward
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Bidding
Bidding: is a fundamental unit of emotional connection,
to connect outward with others.
There are 3 responses to bids:
Turn Towards
Turn Away
Turn Against
Research shows that if someone turns away or against our bid,
we won’t re-bid.
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Establishing Rapport and Trust
Trust Building Behaviors
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
From The Speed of Trust: The One Thing That Changes Everything.
Stephen M.R. Covey. Simon & Schuster, 2006.
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Asking Effective Questions
What (Situation):
Situation questions are just the facts: who, what,
where, when, how. Gather facts about the situation
from every angle—like a detective, or an
investigative journalist.
Why (Motivation):
Motivation questions discover what is or was
going on in the coachee’s head: why they
behave the way they do, what led them to the
decision they made, how they feel about
something.
What If (Implications): Help the coachee explore the impacts and
consequences of a course of action or behavior
for themselves, others, the institution, or a
situation. Exploring possibilities. Ideal Outcome
questions.
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Giving Feedback/Feedforward
Feedback Model:
Looks back
Situation > Behavior > Impact > Question
Feedforward Model:
Looks forward
“Here are some ideas…”
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Practice Rounds
Three roles in practice groups: coach, coachee, and observer
Timing: 2 minute scenario briefing (coach describes scenario)
5 minutes coaching
5 minutes for coach, observer and coachee to debrief
Debriefing:
“One thing I think you did well is…”
“One thing I think you could do going forward is…”
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Practice Scenarios
1. Envision a real person who would benefit from coaching.
2. Write some notes about the situation and select the skills you wish to
practice that are appropriate for the situation.
3. In your group, describe the basic storyline of the coaching situation. The
coachee should take on the persona of the person whom you need to
coach.
4. Utilize the coaching skills learned today and practice with your coachee.
5. Coach, Observer and Coachee conduct feedback round. How well did
the coach communicate (bid), build trust, ask questions and/or provide
feedback/feedforward?
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My next steps are…
We’ve just explored…
Coaching as a leadership activity
Terms and definitions
Coaching processes (performance and developmental)
Coaching skills and practice
COACHING FOR IMPACT
My next steps are…
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