Desired Behaviors and Competencies for Coaching

Desired Behaviors and Competencies for Coaching

Desired Behaviors and Competencies for Coaching

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Being Ethical

The core of being a coach is ethics.

What we consider to be right and wrong. Clearly communicates the distinction between coaching, consulting, Psychotherapy and other support functions.

2

Establishing the Coaching Agreement

Ability to understand what is required in the specific coaching interaction and to come to an agreement with the prospective coachee about the relationship.

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Establishing the Coaching Agreement

Understands and effectively discusses with the coachee the guidelines and specific parameters of the coaching relationship ( e.g. scheduling, inclusion, logistics etc.) Reached an agreement about what is appropriate in the relationship and what is not. What is being offered and the responsibilities of the coach and coachee. Determine whether there is an effective match between the coaching method and the needs of the coachee.

4

Coaching Presence

The ability to be fully conscious and create spontaneous relationship with the coachee, employing a style that is open, flexible, and confident.

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Coaching Presence

Is present and flexible during the coaching process; dancing in the moment

Sees many ways to work the coachee and chooses in the moment what is most effective.

Accessing own intuition and trusts one's inner knowing – goes with the gut

Is open to not knowing and has a risk-taking appetite

Demonstrates confidence in working with string emotions and can manage self and not be over- powered or enmeshed by the coachee’s emotions.

Confidently shifts perspective and experiments with new possibilities for own action.

Uses humor effectively to create energy

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Coaching Presence

The main characteristics of coaching style are partnership and collaboration as opposed to command and control. This coaching mindset creates a culture of interdependence.

Coaching is a relief to leaders and develops people when they engage the full potential of colleagues, instead of constantly feeling pressurized to provide all the answers and solutions.

For coaching to be successful, coaches need to adopt a coaching mindset. Listen to this audio to understand and learn what is coaching mindset.

Audio length: 1 Minute Source: : “coaching for performance” book by John Whitmore

Listen to this audio for further understanding

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Has Warmth & Empathy

When a coach possesses warmth, it inspires a sense of trust between coach and coachee. When a coach show empathy. You are able to understand and respect the coachee’s views without necessarily needing to agree with it. A coach has most impact when they able to empathize with their coachees.

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Motivation

One reason a coach is often hired is to address deficits in motivation and confidence. A great coach will encourage and will be able to inspire action and change in those under their guidance. It is all about creating the desire to make the necessary changes for the individual to achieve their goals, and sometimes they may just need that little push to get them over the start line.

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Self Awareness

A good coach is aware of their coaching style, strengths, and weaknesses. They must be aware of how they appear as a coaching figure to the individual under their guidance in order to adapt their approach as best as they can to suit their needs.

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Knows the Difference Between Content and Process

The coachee brings the content to the coaching session and the coach focuses on the process. The role of the coach is to direct their attention towards how the coachee is thinking, feeling, and behaving and the impact that this having on the coachee and those around them. This allows them to ask the right questions to the coachee to best help them overcome conflicts they are experiencing.

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Knows the Difference Between Content and Process

The coachee provides the content to the session. When a coach focuses on content then you are stepping into the Mentoring role or stepping out of the non – directive space Coaching works best when the coach offers the space for a coachee to arrive at a place where self- directed changes takes place.

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Knows the Difference Between Content and Process

Content

Process

Ideas

Requesting

Vision

Summarizing

Strategy / Plans

Questioning

Tactics / Action

Clarification

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Establishing Intimacy & Vulnerability

Vulnerability like Brene Brown says is showing others your internal world and entering you coachee internal world together with them. As coaches we are meant to be vulnerable showing our inner world of thoughts and feelings. At the same time we are not meant to contribute to the content of the conversation.

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Establishing Intimacy & Vulnerability

Vulnerability builds trust and intimacy and indicates that it is safe to open and be yourself. Building trust and intimacy is essential for the coach. The coach should be able to create a safe, supportive environment that produces ongoing mutual respect and trust it would also include providing support for new behaviors and actions, including those involving risk taking and fear of failure.

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Establishing Intimacy & Vulnerability

Topic: Building Trust and Safety

Speaker: Elle Cronin, ICF Certified Coach, Leadership and Mentor Coach

Purpose of this voice note: Creating trust in coaching conversation

Duration: 7 Minutes

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Establishing Intimacy & Vulnerability

Appropriate ways to show your inner world:

Giving feedback on a coachee’s impact on us as a coach

Sharing what you heard in an act of clarification

Demonstrating commencement

Making a request

Summarizing or paraphrasing

Personal story telling with the intent of modelling vulnerability

Storytelling to instruct or influence a decision

Making assumptions

Pushing our ideas or agenda

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Establishing Intimacy & Vulnerability

Inappropriate ways to show your inner world:

Storytelling to instruct or influence a decision

Pushing our ideas or agenda

Making assumptions

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Characteristics of a Coaching Conversation

Characteristics of a coaching conversation:

Purposeful – having the intention of achieving something

Structured – has a definite beginning , end and direction

Solution focused – the intention is to find solutions to assist the coachee to move forward

Insightful – the coachee learns something about themselves during the conversation Action Oriented – the conversation challenges the coachee to take new understanding and decide new actions to take Content of the conversation is brought by the coachee Process of the conversation is steered by the coach Confidential – content of coaching conversation are not later divulged without permission from the coachee

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Active Listening

The ability to focus completely on what the coachee is saying and is not saying, to understand the meaning of what is said in the context of the coachee desires and to support self – expression.

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Active Listening

Active listening is about giving our attention to the following items:

The coachee’s tone of voice

The coachee’s body language

The coachee’s words

The impact of the coachee’s actions on the coach

What the coachee doesn’t say

The environment immediately around

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Active listening

Watch this short video to further sharpen your active listening skills

Topic: Active listening skills

Source: YouTube

Purpose of this video: Listen better to coach

Duration: 3 minutes

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Powerful Questioning

The ability to ask questions that reveal the information needed for maximum benefit. To the coaching relationship and the coachee. Coaches need to be aware of the difference of and impact between Open and closed questions. As coaches we need to be aware how to ask questions relating to thought, feelings, actions, and impacts.

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Powerful Questioning

Topic: How to coach by asking questions

Source: Winning by design - Sales Training / coaching organization

Purpose of this video: Role of powerful question in coaching

Duration: 7 Minutes

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Powerful Questioning

Open Questions:

Open Questions expand conversation. They create divergent thought and cause the coachee t think before answering. Open question tend to start with What, Where, Which, Who , How, in what ways , in which places.

Closed Questions:

Closed questions narrow down the conversation. They create convergent thought and cause the coachee to make decisions. Closed questions tend to start with the following words Are, Do, Would, Will.

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Powerful Questioning

The danger of “Why?”

Caution needs to be exercised by the coach with regard to asking a question starting with ‘Why’.

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Powerful Questioning

Asking questions with regards to any of the four parts of the model. The coach may notice that little is being expressed by the coachee in the area of actions. Asking questions in this place will help shine the light of attention on this area and a new insight can be gained by the coachee. Questions on the connection of one part to another adjacent part can provide valuable insight. Example: - How is your emotional state affecting how you are behaving?

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Powerful Questioning

Asking questions about thinking

Asking questions about feelings

Asking questions about actions

Asking questions about impact

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Powerful Questioning

Watch the below video to learn what is a powerful question and how to use it to develop our people

Topic: How to ask powerful questions?

Source: C oaching for performance book by John Whitmore

Purpose of this video: Role of powerful question in coaching

Duration: 6 Minutes

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Direct Communication

The danger of “Why?”

Actions are the intended outcome of any coaching conversation. Moving the coachee to define actions is an important part of coaching as it is these actions that will collectively achieve the goal, that the coachee has set out for themselves.

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Direct Communication

Using the language of thought, feelings, actions & impacts have direct communication for the below parts of the conversation

Summarizing, Questioning & Clarifying

Requesting

Replaying

Paraphrasing

Reframing

Intuiting

Giving Feedback

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Defining Actions

Specific

Achievable

Measurable

Relevant

Timebound

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Creating Awareness

Ability to integrate and accurately evaluate multiple sources of information and to make interpretations that help the client to gain awareness and thereby achieve agreed upon results.

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Creating Awareness

Expresses insights to coachee in ways that are useful and meaningful for the client.

Identifies major strengths vs major areas for learning and growth and what is most important to address during coaching.

Ask the coachee to distinguish between trivial and significant issues, situational vs recurring behaviors when detecting a separation between what is being stated and what is being done.

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Creating Awareness

Communicates broader perspectives to coachee and inspires commitment to shift their viewpoints and find new possibilities for action. Helps Coachee to discover for themselves the new thoughts, beliefs, perceptions, emotions, moods etc. That strengthen their ability to take action and achieve what is important to them. Goes beyond what is said in assessing clients concerns, not getting hooked by the coachee description Communicates broader perspectives to coachee and inspires commitment to shift their viewpoints and find new possibilities for action.

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Creating Awareness

Help coachee to see different interrelated factors that affect them and their behaviors ( e.g. thoughts, emotions, body, and background) Help coachee to see different interrelated factors that affect them and their behaviors ( e.g. thoughts, emotions, body, and background) Identifies for the coachee his/ her underlying concerns, typical and fixed ways of perceiving himself / herself and the world. Differences between the facts and the interpretations and disparities between thoughts feeling and actions. Helps Coachee to discover for themselves the new thoughts, beliefs, perceptions, emotions, moods etc. That strengthen their ability to take action and achieve what is important to them.

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Creating Awareness

Topic: Evoking Awareness

Speaker: Elle Cronin, ICF certified PCC coach

Purpose of this video: Purpose of create self awareness to coachee

Duration: 15 Minutes

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Creating Awareness

Awareness and responsibility are two main qualities that are crucial to the performance of our colleagues in any activity.

Why raising awareness in our colleagues is important for coaching and how to do it? Listen to the following audio to learn.

How to create responsibility by giving choice to our colleagues and asking powerful questions? Listen to the following audio to learn.

Audio length: 1 Minute Source: : “coaching for performance” book by John Whitmore

Audio length: 1 Minute Source: : “coaching for performance” book by John Whitmore

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Planning and Goal Setting

Ability to develop and maintain an effective coaching plan with the coachee.

39

Planning and Goal Setting

Identifies and targets early success that are important to the coachee.

Makes plan adjustments as warranted by the coaching process

Creates a plan with results that are attainable, measurable, specific, and have target dates.

Makes plan adjustments as warranted by the coaching process and by changes in the situation.

Helps the client identify and access different resources for learning ( e.g. books, podcasts, articles,)

40

Planning and Goal Setting

Consolidates collected information and establishes a coaching plan and development goals with the client that address concerns and major areas for learning and development.

41

Managing Progress and Accountability

Ability to hold attention on what is important for the coachee and to leave responsibility with the coachee to take action.

42

Managing Progress and Accountability

Develop the coachee ability to make decisions address key concerns , and to develop himself / herself (to get feedback, to determine priorities and set the pace of learning, to reflect on and learn from experiences ) Positively confronts the coachee with the fact that he/she did not take agreed upon actions. Effectively prepares, organizes and reviews with coachee information obtained during sessions Promotes coachee self- discipline and hold the coachee accountable for what they say they are going to do, for the results of an intended action or for a specific plan with related time frames.

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Managing Progress and Accountability

Focuses on the coaching plan but is also open to adjusting behaviors and actions based on the coaching process and shifts in direction. During sessions. Demonstrates follow – through by asking the coachee about those actions that the coachee committed to during the previous session. Is able to move back and forth between the big picture of where the coachee is heading, setting a context for what s being discussed and the coachee wishes to go. Keeps the coachee on track between sessions by holding attention on the coaching plan and outcomes, agreed upon courses of action and topics for future sessions.

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