Coaching
weiterbildung netzwerk
Reasons to start coaching
• I have a new job/role in my institute
• My students are panicking before their
exams
• I am panicking before my exam
• I cannot learn things I should
• My colleagues criticize me often
Reasons to start coaching
•
•
•
•
•
•
•
•
I didn’t get the promotion
I have too much work
My health is becoming bad
Conflicts in team
My team leader doesn’t make decisions
My boss says I have to change
Our project is too late, nobody has time
I am not allowed to make any decisions
Types of Coaching
There are many different types of coaching e.g.
•life coaching,
•business coaching,
•executive coaching,
•sports coaching,
•performance coaching,
•transitional coaching,
•transformational coaching…
Types of Coaches
learning counseling
career guidance
business start-up consulting
management consultation
substance abuse counseling
educational guidance
sexual counseling
nutritional counseling
financial advice
5
Counseling types
fortuneteller
scientist
6
disambiguation
Coaching
Consulting
Counseling
7
What brings a good counselor with
him-/herself?
Expertise or counseling methodology?
Consulting and Counseling!
8
The International Coach Federation
defines coaching as:
:
"An on-going professional relationship
that helps people produce extraordinary
results in their lives, careers, businesses
or organisations. "
Myles Downey (a recognised and respected
coach and coach trainer) of the Executive
School of Coaching
" ...the art of facilitating the learning
and development of another without
prescription".
The International Coach Federation
describes the process:
"Through the process of coaching, clients deepen their
learning, improve their performance and enhance the
quality of their life. In each meeting, the client chooses
the focus of the discussion, whilst the coach listens and
contributes observations and questions. This interaction
creates clarity and moves the client into action. Coaching
accelerates the client's progress by providing greater focus
and awareness of choice. Coaching concentrates on where
the clients are now and what they are willing to do to get
where they want to be in the future, recognising that
results are a matter of the client's intentions, choices and
actions, supported by the coach's efforts and the
application of the coaching process."
McMillan‘s continuum
Skills Coaching
Training
concrete
directive
short term
Performance Coaching
Development Coaching
Development
complex
non directive
longer term
Skills Coaching
• Client‘s needs relate to developing specific
needs and abilities
• similar to training but individualized in
one to one setting
• can contain an expert advice
• often build in group based training, to
provide individual support
• for executive managers since less time
Performance Coaching
• client’s performance more generally in
her or his current role
• usually by enabling her/him to develop
particular behaviours or remove
blockades
• no clarity about the role, or moving to a
new role
• if the reason is underperformance, it is to
be clarified, whether the „boss“ gave
direct and clear feedback
• first step is to enable to get a feedback
• in first sessions client‘s active
participation has to be ensured
• three to six months
• quite directive role in „keeping the client
on the track“
Development Coaching
• client wants changes in her/his personality
• coaching objectivs are complex and
emergent
• longer term
Consulting
The power is in the consultant.
17
Counseling:
The power is in the client.
18
counseling - definition
Counseling offers scientifically based and
evaluated methods and knowledge for an
aggreed-on advancement of clarification
processes, decision support and actions
that initiate, accompany and implement
processes.
Coaching factors
personality
of the coach
context
relationship
process
methods
Setting in Coaching
• there are usually two persons
• the one who wants help, who looks for
solution, who has a problem
• the other one who is the professional for
helping
• the first is called Coachee, the later is
called Coach
Coaching Session
EVALUATION
AND FUTURE
CONTACT
CHANGE
CONTRACT
process and methods
client 2
abilities
client 1
counselor
23
Theories
• give ideas to the coach, what is healthy
and what is harmful, what are good
goals and what could be harmful goals
• further: how do humans develop
• how do humans change
• how does communication function
coach personality and preferred
theories
• do they fit to each other:
• the theory says „Look for resources!“,
the personality says „I prefer to find
mistakes!“
variety of methods is a must
•
•
•
•
•
Systemic counseling
transactional analysis
solution-oriented counseling
Structural line-up
Tele-counseling
26
Systemic questioning
• To generate new conversations about the
situation, moving people away from their
stuck accounts, to increase the options.
• A more connected systemic perspective
can help the client to understand her-/ or
himself better in the situation
Future-oriented questions
- If this discussion ended in a satisfactory
way, what would be happening? How
would you recognise a successful
outcome? What do you want to achieve
long term?
- Miracle question
Observer-perspective questions
• When you have this discussion with y,
how would x describe the conflict?
• ... and what might x be feeling at that
point?
• When x and y stop communicating how
does z react?
• Does he get involved or stay out of it?
Miracle question Steve de Shazer
"Suppose our meeting is over, you go home, do
whatever you planned to do for the rest of the
day. And then, some time in the evening, you
get tired and go to sleep. And in the middle of
the night, when you are fast asleep, a miracle
happens and all the problems that brought you
here today are solved just like that. But since
the miracle happened over night nobody is
telling you that the miracle happened. When
you wake up the next morning, how are you
going to start discovering that the miracle
happened? ... What else are you going to
notice? What else?"
Yes Set (Milton Erickson)
• Refers to an technique outlined by M. Erickson
where the conversation between the therapist and
patient is intentionally structured in such a way
that the patient must respond with the word "yes"
(in other words obtaining a positive rather than a
negative response). This sets a positive mood for
interaction and begins the re-framing process.
• It is also possible to use the momentum of the
repetitive response to have someone agree to
something without full consideration. Sales people
often utilise this technique by asking a series of
innocuous questions for which the answer can
only be "yes" followed quickly a line such as "so
you want to buy this then?" When the unwary will
often answer "yes" without due thought.
Examples for Homework
• enhancing the symptom
• looking for things we do not want to
change
• observing the situation and not
changing anything
Transform the client from being a
"visitor" or "complainant" into a
"customer."
• A "customer" for therapy is ready to
do the "work" of therapy because he or
she recognizes, in his or her own way,
the benefits of actively participating in
therapy.
Transform the client from being a
"visitor" or "complainant" into a
"customer."
• A "visitor," at bottom, maintains a
wariness or distance from the
expectation that he or she might
change. Sometimes when a client is
sent by someone against his will, he
arrives in a "visitor" mode, that is, he
just physically shows up for his sessions
without the intention of making any
personal changes.
Transform the client from being a
"visitor" or "complainant" into a
"customer."
• A "complainant" comes into therapy
complaining that someone else is
responsible for their difficulties, or feels
frustrated by their difficulties yet isn't
ready to change. The client may feel no
need to change. Visitors and
complainants often are in therapy at the
suggestion of someone and are less
there out of their own choice or sense of
needing help
• What theories of personality,
communication, change do you know?
• What intervention types do you know?
weiterbildung netzwerk
coaching process
evaluation
& future
change
contact
contract
weiterbildung netzwerk
four sides to a message (Schulz von Thun 1981)
factual information
self-revelation
message
relationship
appeal
weiterbildung netzwerk
Darling,
green
traffic
lights
ahead!
What does he want to say to her? Please choose a corner!
weiterbildung netzwerk
Contact/ opening the conversation
Questioning techniques:
Open questions:
Open questions help to build trust, collect information about topics,
cognitive patterns and emotions. Often the clients direct the
conversation to the points which are important for them, if the coach
leaves them the space to do that.
And as heard before: yes-set, etc. With the goal to create a positve
atmosphere between coach and customer
weiterbildung netzwerk
Change
Systemic coaching
How to change attitudes and interactions?
Social systems are communicative closed systems.
Within a system every behavior does make sense.
To achieve change within the coachee’s system, the coach needs to provoke
some kind of system error to disturb the pattern.
Therefore a coach can use e.g. circular questions.
weiterbildung netzwerk
Circular Questioning
opens up a new way of thinking for the coachee.
The coachee changes his/her own perspective to a perspective of
another individual in the relevant social system.
The coachee becomes empathic and understands other role demands
by changing his/her perspective.
Example:
´If your boss would be here now, what would he say if he’d be asked
why he always shouts at you?`
weiterbildung netzwerk
Goals of circular questioning
•
collect information about the communication context of the
coachee
•
disturb frozen patterns of communication, behavior and
relationship
•
spread ideas for new patterns of interpretation and options
Change:
problem-oriented questions
weiterbildung netzwerk
focus the part each protagonist contributes to maintain the
problem and define what is possible for the client to change
Examples:
´What can you do to feel even worse?`
Combined with circular aspects: `What could your boss do to
make you feel even worse?`
weiterbildung netzwerk
Change - Questions of difference
-
To describe a phenomenon and separate it from others
distinguish between describing, explaining and evaluating
Broaden the picture: enable the coachee to develop new
perspectives and different interpretations
Examples:
quantitative differences: something is worse/better, more/less
Qualitative differences
Who is the most active/adventurous in your familiy
Who is the least active...
most question techniques can be used as standard questions (noncircular) but also combined with a circular perspective
weiterbildung netzwerk
Change: solution-oriented questions
focus improvement - what is necessary to change?
looking for resources
Examples:
a) Wonderquestion: What if a fairy took away the problem next
night? What will be different tomorrow?
b) Questions of exceptions from the problem:
´When did the problem not occur?`or scaling questions: “Did you
have any situations where the problem did affect you less?”
c) Questions for resources:
´Which aspects of your life should remain as they are?`
Scaling questions: differences when the problem occurs
COACHING IN BUSINESS
GROW
MODEL
Structure
the
session
COACHING IN BUSINESS
GROW MODEL
STEP 1: GOAL
What would you like to discuss?
What would you like to achieve?
What would you like to change?
What outcome would you like?
What would be succes for you?
Is that realistic? Can we manage it?
COACHING IN BUSINESS
GROW MODEL
STEP 2: REALITY
What is the situation?
What do you consider to be a problem?
What is happening at the moment?
What effect does this have?
Who is involved?
What factors are relevant?
What have you tried so far?
COACHING IN BUSINESS
GROW MODEL
STEP 3: OPTIONS / OBSTACLES
What could you do to change the situation?
Who might be able to help?
What alternatives do you see?
Which options do you like the most?
What are the benefits and pitfalls of these
options?
Which options are of interest to you?
Rate from 1-10 your interest ...
COACHING IN BUSINESS
GROW MODEL
STEP 4: WAY / WRAP UP / WILL
What are the next steps?
When will you take them?
What might get in the way?
What support do you need, from whom?
COACHING IN BUSINESS
CLEAR
MODEL
Structure
the
session –
different
focus
CONTRACT
LISTEN
EXPLORE
ACT
REVIEW
COACHING IN BUSINESS
CLEAR
MODEL
Structure
the
session –
different
focus
CONTRACT
LISTEN
EXPLORE
ACT
REVIEW
REFRAMING
"It all depends on how you look at it." -- Tom Sawyer
Frames –
view of the
world
How we see
it, not reality
Stefanıa Hrıvnakova Transfer Slovensko. Project VET Coachıng
1st step in skill of reframing
Exercise:
In pairs (with partner next to you) write on
the slip of papers:
• 3 observation from this training room,
what have you noticed from the first
moment you entered the room (about
people, group, atmosphere – whatever)
• Write each observation at separate slip of
paper with captial letters
• Trainer will collect the papers
Physiological reasons for our being negative
or evaluative
• Evaluation and
negatives comes
from lower parts of
our brain
• Logical and neutral
form upper parts
• Lower parts of our
brain are more
faster, quicker
How to re-frame
Evaluative
words - no
Bring facts: make
it smaller, bring
new aspect
Paraphrasing
Be neutral
Example
• I do not know
anything
• I have tried this
so many times
and failed
• So your
qualification is
for some of the
job
• You are telling
me that you will
have to adopt
another
approach