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  1. Welcome to gci’s Leadership Coaching for Principals Relationships to Results

  2. Leadership  Culture  Performance Leadership Culture Performance

  3. Perfect Alignment Adapt rapidly Balance everything Manage the downside Effective Execution Clear Fuzzy Strategy Right people Leadership, not leaders Looking out, Looking in Winning Organisations in Australia Hubbart et al (2002) © growth coaching international

  4. Coaching is not the same as... TherapyTends to look for causes of problems & focuses on the past Training Has a set agenda & content to be delivered Mentoring Is a relationship between expert & novice involving the giving of advice Consulting Advises & leaves rather than providing ongoing support © growth coaching international

  5. Coaching is… Coaching is a dialogue in which the coach and coachee collaborate to unlock a coachee’s potential and maximise performance. It is a relationship that helps coachees to learn and enhances their professional effectiveness and on-the-job performance, ensuring accountability and supportfor managing workplace issues, reaching goals and sustaining development. …and also it is about transforming good intentions into great results © growth coaching international

  6. Coaching is a way of helping people learn The sharing of theory or description of a new skill 10% • Demonstration or modelling of a new skill or strategy 12-13% • Practice trying out the skill 13-15% • Feedback is given 18-19% • As the new idea or skill is applied follow-up • help or coaching is given 95% Joyce & Showers, 1998 © growth coaching international

  7. 3 Pillars of Coaching Emotional intelligence Growth Model Coaching Skills 7 © growth coaching international © growth coaching international

  8. Emotional intelligence Self awareness Self management Social awareness Relationship management © growth coaching international

  9. Emotional Intelligence “When star performers were compared with average ones in senior leadership positions, nearly 90% of the difference in their profiles was attributable to emotional intelligence factors rather than cognitive ability.” Daniel Goleman, 2002 © growth coaching international

  10. 8 key coaching skills 1. Developing trust 2. Being present 3. Listening actively 4. Clarifying 5. Empathising 6. Being succinct 7. Asking the best questions 8. Giving feedback © growth coaching international

  11. The GROWTH Model o building the trust relationships g goalswhat do you need to achieve? r realitywhat is happening now? optionswhat could you do? w willwhat will you do? t tacticshow and when will you do it? h habitshow will you sustain your success? celebrating the results results © growth coaching international

  12. Coaching is achieving goals Where are you today? How will you get there? Where are you going? PoliticalState CulturalState InternalState DesiredState Existing State TechnicalState © growth coaching international

  13. The essence of coaching Awareness the product of focused attention, concentration & clarity the gathering of facts – what is relevant? • Responsibility • taking responsibility for our thoughts & actions • commitment & performance rises from choice, not blame © growth coaching international

  14. Goal setting – professional or personal What’s something that you’ve been putting off, where, if only you did it, you’d feel so much more happy and/or successful? © growth coaching international

  15. o building the trust relationships g goalswhat do you need to achieve? r realitywhat is happening now? optionswhat could you do? w willwhat will you do? t tacticshow and when will you do it? h habitshow will you sustain your success? celebrating the results results The GROWTH Model © growth coaching international

  16. I-SMART Goals! I nspiring S pecific M easurable A chievable R esults driven T ime-bound © growth coaching international

  17. Goal Setting • On a scale of 1-10 how would you rate your job success and happiness presently? • List 3 things within your area of control that you could focus on in the next few months to take it closer to 10. © growth coaching international

  18. Leadership  Culture  Performance Leadership Culture Performance

  19. Satisfaction vs. Security Needs Higher-Order Needs Lower-Order Needs

  20. Task-Centered People-Centered Task vs. People Orientation

  21. Principal of a School LSI 2 Actual Culture School was winner of the Director General’s Award for Excellence Example Leaders

  22. Director: Health Management 17 July 1997, N = 17Description by Others Actual Organisational Culture September 1997, N = 21Actual Culture Circumplex Example Leaders

  23. Human Synergistics – LSI Australian Results

  24. Johari Window Feedback Area ofpotential Known to me Not known to me Known to others OPEN BLIND Self-disclosure Not known to others CLOSED HIDDEN

  25. Raising self-awareness • Ask your people: • “What are 3 things that I do as a (leader) that help you to do your job well?” • “What are 3 things that I do as a (leader) that hinder you doing your job as well as you would like?” • “What could I do: - more of, less of &/or differently…. • to be a better (leader) a) for you • b) for this organisation?”

  26. ‘ Watch Out Fors’ that Undermine Impact Following Praise with Correction– “This is very good but… Following Praise plus a Challenge “ You have done great work with engaging the boys in the class, the challenge next week is to focus on Fred in particular.”

  27. 27 © growth coaching international The feedback ‘bridge’ Positive comment… “You do a great job in supporting the school… And…it would be even better… …if you were also telling other parents about the positive aspects of the school… Because… …that will ensure we are all supporting each other and working together – parents and teachers, to improve what we are doing for our students… Feedback Bridge: Starr, J.

  28. “I” Statement 1. The action: R - Say what happened. No emotive words 2. Your response: State how you feel or how it affected you. No blame 3. Preferred outcome: G - What you’d like to be able to do or have or simply “I’d like to work something out together” 4. Constructive consequence: State the benefit of the outcome you are suggesting 5. Invitation to respond: ROWTH - Encourage a conversation

  29. Expanding the “I” Statement • When you…. • I imagine you don’t understand… • That makes me feel… • What can we do about that?

  30. Giving Feedback using GROWTH model Describe your observationsExpress your expectations G Invite him / her to respond Help him / her take responsibility R O W T H Support him / her to make better performance choices

  31. Articles & other program information on website www.growthcoaching.com.au Grant O’Sullivan E:gosullivan@growthcoaching.com.au P: 08 9284 1470 Free monthly “Creative Coaching News” newsletter Leadership Coaching books Other support © growth coaching international

  32. Lao-Tze Vision without action is but a dream. Action without vision is a waste of energy. But a vision with action can move mountains.