Coaching for chapter leaders based on effective coaching by myles downey
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Coaching for Chapter Leaders Based on “Effective Coaching” by Myles Downey. Synergistic Relationship. Individuals join organizations to realize some of their goals Financial Learning Making a difference Organizations hire individuals to help fulfill its mission and reach its goals

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Coaching for chapter leaders based on effective coaching by myles downey
Coaching for Chapter LeadersBased on “Effective Coaching” by Myles Downey


Synergistic relationship
Synergistic Relationship

  • Individuals join organizations to realize some of their goals

    • Financial

    • Learning

    • Making a difference

  • Organizations hire individuals to help fulfill its mission and reach its goals

    • Strategic

    • Mission/vision


Coaching for chapter leaders based on effective coaching by myles downey

As a chapter leader, as well as in the workplace, there are three skill areas that you will need to use to assist individuals achieve their goals and benefit the organization:

  • Leadership

  • Management

  • Coaching



What is leadership
What is Leadership?

Leadership is the element in your role that is concerned with the FUTURE

  • Strategic planning

  • Succession planning

  • Vision

  • Values


What is management
What is Management?

Management is the part of your role that deals with current operations

  • Finances

  • Tactics

  • Standards

  • Rules and legal obligations


What is coaching
What is Coaching?

Coaching is a process of helping another individual realize their inner potential, delivering fulfillment to both the individual and the related organization.

  • Motivation

  • Excellence

  • Achievement

  • Intrinsic learning

  • Intense satisfaction


Coaching for chapter leaders based on effective coaching by myles downey

“Coaching is the art of facilitating the performance, learning and development of another”

Myles Downey

Effective Coaching


Coaching is not
Coaching is learning and development of another”NOT…

  • Leading

  • Managing

  • Instruction

  • Mandating

  • Disciplinary

  • Giving advice

  • Offering opinions


A coach does not need
A Coach Does learning and development of another”Not Need…

  • To be right

  • To be the expert

  • To know the “right” answer

  • To be in control

  • To “fix” it

  • To heal it or make it better


A coach needs
A Coach Needs… learning and development of another”

To remove any “interference” an individual might be experiencing in order to realize that individual’s own extraordinary innate abilities


What is interference
What is Interference? learning and development of another”

Interference is anything that distracts the individual from being successful:

  • Fear

  • Lack of concentration

  • Anger

  • Boredom

  • Trying too hard

  • Lack of self-confidence


Mentoring vs coaching
Mentoring vs. Coaching learning and development of another”

Coaching is not mentoring. A mentor is usually long-term, while a coach is for immediate performance issues.


How do i coach the grow model
How Do I Coach? learning and development of another”The GROW Model


Topic
TOPIC learning and development of another”

This is setting the boundaries for the discussion:

  • Scale

  • Importance

  • Emotional significance

  • Understand specifically what the person wants to talk about


Goals
GOALS learning and development of another”

  • Establish the desired outcome of the conversation

  • Identify and agree to a number of achievable outcomes within the session


Reality
REALITY learning and development of another”

  • Get an accurate picture of the problem

  • Discuss and become more aware of all aspects of the topic

  • The goal for the coach is simply to UNDERSTAND (not to fix it, offer guidance, advice or conclusions!)


Options
OPTIONS learning and development of another”

  • Draw out a list of possibilities that address the goals

  • Encourage the person to think. Do not think for them

  • Do not judge or evaluate the options

  • Like a brainstorming session


Wrap up
WRAP UP learning and development of another”

  • Have the person being coached select the most appropriate option

  • Agree to the next steps

  • Check commitment


When to coach
When to Coach learning and development of another”

  • Performance Reviews

  • Team setting (to generate buy-in for all team members)

  • Individually

  • In conjunction with set tasks


When not to coach
When Not to Coach learning and development of another”

  • When your task is to manage or lead, not coach

  • When the person is not willing to be coached


Coaching is successful when
Coaching is Successful When… learning and development of another”

  • There are both action and awareness:

    • Clear goals have been set

    • Understanding is achieved

  • “Interference” is gone

  • There is a balance between the skill level and the desired outcome


A coach is successful when
A Coach is successful when… learning and development of another”

The individual or team they are coaching is successful at attaining a higher level of performance.

It is not the coach who “wins”.


Coaching for teams
Coaching for Teams learning and development of another”

  • Coaching for teams is, very specifically, to help them achieve their set goals and that of their organization

  • ALL activities must help achieve goals

  • Coaching teams is similar to coaching individuals, but multiplies it by team dynamics

  • Each person needs to be heard, and consensus and “team” must be built


Doubt
Doubt learning and development of another”

Doubt is a very contagious form of interference. To a team, it can be paralyzing and can quickly evolve into panic.

But potential is contagious too!


Potential is contagious
Potential is Contagious learning and development of another”

Potential is contagious. It also can allow a team to add up to more than the sum of its individual parts as unique talents are exploited and complemented.


Team interference
Team Interference learning and development of another”

  • Lack of trust in other team members

  • Competition between members; rivalry

  • Fear of looking ridiculous or uninformed

  • Need for attention

  • Hidden agendas

  • Lack of understanding of goals

  • Absence of process and ground rules


Teams controlling interference team think
Teams Controlling Interference: “Team Think” learning and development of another”

  • Absence of hierarchy

  • Open conversations

  • Focus

  • Desire to understand

  • Creativity and innovation

  • Big (but achievable) goals

  • Feedback sought and given

  • Mutual accountability


Elements of successful teams
Elements of Successful Teams learning and development of another”

Top three elements of successful teams:

  • Who: know them enough that you can trust them and know their goals

  • What: know the team’s goals and what success would look like if achieved

  • How: agreed on processes (strategy, communication, ground rules)


Reducing interference
Reducing Interference learning and development of another”

  • Create a common vision

  • Agree on a process (strategy, communications, ground rules)

  • Disclosure of personal goals (builds trust)

  • Identification of internal and external obstacles

  • Recognize and discuss conflict


Stages of teams
Stages of Teams learning and development of another”

  • Stage 1: Pretence that everyone is on the same page

  • Stage 2: Disagreement, conflict, confusion

  • Stage 3: Letting go of individual “rights” and learning to listen

  • Stage 4: Fully present team


Stage 1 pretence
Stage 1: Pretence learning and development of another”

  • The belief is that everyone should “get along” and be in agreement

  • To preserve this precarious balance, people pretend

  • The result is that no-one is happy and the team will not perform well.


Stage 2 conflict
Stage 2: Conflict learning and development of another”

  • Individual disagreements will arise

  • Tendency is to retreat back to stage 1 and pretend everything is OK

  • Individuals try to convert others to their point of view

  • “Camps” can evolve in this stage

  • Teams do not perform well


Stage 3 losing the individual
Stage 3: Losing the Individual learning and development of another”

  • Individuals need to listen and give up on their “positions”, acknowledging differences

  • Individual positions move to team interests

  • Very difficult stage: may try to impose order through committees, task forces, etc. leaving the team with unresolved differences


Stage 4 high performance team
Stage 4: High performance team learning and development of another”

In this stage, the team is able to:

  • Focus on task

  • Be creative, innovative

  • Decisions easily made

  • Team is aligned with goals

  • High level of trust


Team cycle
Team Cycle learning and development of another”

  • Teams will naturally cycle through these stages

  • Once teams get adept at getting to stage 4, they will get there more often and stay there longer

  • Coaches can simply notice the stages and work through them or can explicitly reveal the model to the team, to help them understand the process


Coaching for chapter leaders based on effective coaching by myles downey
GROW learning and development of another”

  • Use the GROW model for teams the same way as you would with an individual

  • It will be more complex but the principles remain the same

  • Ask the question: How can I help my team be brilliant today?


The grow model
The GROW Model learning and development of another”


Philosophy of coaching
Philosophy of Coaching learning and development of another”

“When people are achieving their goals, when those goals have some meaning and when learning and developing is part of the process, enjoyment ensues. These three components, achievement, fulfillment and joy, are interlinked and the absence of any one will impact and erode the others. Learning without achievement quickly exhausts one’s energy. Achievement without learning soon becomes boring. The absence of joy erodes the human spirit.”

Myles Downey


Last word
Last Word learning and development of another”

The only way to become adept at coaching is to do it.

How will I help my team be brilliant today?