Coaching

1. Coaching weiterbildung netzwerk

2. 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

3. 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

4. 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…

5. Types of Coaches learning counseling career guidance business start-up consulting management consultation substance abuse counseling educational guidance sexual counseling nutritional counseling financial advice

6. Counseling types fortuneteller scientist

7. disambiguation Coaching Consulting Counseling

8. What brings a good counselor with him-/herself? Expertise or counseling methodology? Consulting and Counseling!

9. 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. "

10. 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".

11. 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."

12. McMillan‘s continuum Performance Coaching Development Coaching Skills Coaching Development complex non directive longer term Training concrete directive short term

13. Skills Coaching • Client‘s needs relate to developing specific needsand 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

14. 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

15. 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“

16. Development Coaching • client wants changes in her/his personality • coaching objectivs are complex and emergent • longer term

17. Consulting The power is in the consultant.

18. Counseling: The power is in the client.

19. 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.

20. Coaching factors

21. 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

22. Coaching Session

23. process and methods history relationship problems systems goals client 2 abilities client 1 counselor

24. 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

25. 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!“

26. variety of methods is a must • Systemic counseling • transactional analysis • solution-oriented counseling • Structural line-up • Tele-counseling

27. 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

28. 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

29. 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?

30. 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?"

31. 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.

32. Examples for Homework • enhancing the symptom • looking for things we do not want to change • observing the situation and not changing anything

33. 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.

34. 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.

35. 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

36. What theories of personality, communication, change do you know? • What intervention types do you know?

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38. weiterbildung netzwerk four sides to a message (Schulz von Thun 1981) factual information self-revelation message appeal relationship

39. weiterbildung netzwerk Darling, green traffic lights ahead! What does he want to say to her? Please choose a corner!

40. 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

41. 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.

42. 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?`

43. 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

44. weiterbildung netzwerk Change: problem-oriented questions 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?`

45. 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 (non-circular) but also combined with a circular perspective

46. 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 weiterbildung netzwerk

47. COACHING IN BUSINESS GROW MODEL Structure the session

48. 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?

49. 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?

50. 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 ...