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Purposeful Leadership – Module 5 Coaching Opportunities (:75). On headset with working mic. No headset, using chat box. Purposeful Leadership. Leadership and Personal Accountability. Balancing structure and freedom. Emotional Intelligence. Leading Change. Coaching

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Presentation Transcript
slide1

Purposeful Leadership – Module 5

Coaching Opportunities (:75)

On headset with working mic

No headset, using chat box

slide2

Purposeful Leadership

Leadership

and Personal

Accountability

Balancing

structure

and freedom

Emotional

Intelligence

Leading

Change

Coaching

Opportunities

Hard

Conversations

They build on each other, AND

they stand alone

slide3

Learning Objectives

  • Determine the best coaching approach to use with someone based on their competence and motivation
  • Conduct “check-in” chats with others and be empathetic vs. sympathetic when listening
slide4

Agenda

  • Coaching continuum (:05)
  • Betty Story – coaching in a new task (:05)
  • Matching coaching approach to the situation (:25)
  • Listening to show caring without caretaking guidelines and demo (:15)
  • Listening practice in dyads (:25)
writing on whiteboard in breakout rooms
Writing on whiteboard in breakout rooms

Breakout Discussion

In your breakout group, …..

Read the quote and …..

Summarize your thoughts using …..

Once you are in your breakout room and the instructions slide is pushed out, you will see a menu like above

where you can navigate to a blank page and enter group discussion

Notes. Use this same menu to go back and forth between the instructions slide and your “notes” page.

writing on whiteboard in breakout rooms1
Writing on whiteboard in breakout rooms

In your breakout group, …..

Read the quote and …..

Summarize your thoughts using …..

Click on the drop down

menu then pick the

blank page you want

to go to jot down

thoughts/notes.

slide9

Coaching Continuum

Coaching to

address a

troubling

pattern

Coaching to

complete a

task

Coaching to

“check-in”

Easier

(Low EQ)

Harder

(High EQ)

What

Why

Who

When

Where

How

1

2

3

Today

Module 6

betty story
Betty Story

Job

Duties

Tasks

slide11

Relationship vs. Task Behavior

Can He?

Will She?

“Ignorance on Fire”

High

“Retired on the job”

  • Adapted from Paul Hersey and Ken Blanchard, Situational
  • Leadership model

LM/HC

HM/LC

2) Coaching

3) Participating

Relationship

Behavior

(from Mgr)

“Star”

“Hesitant Harriet”

HM/HC

LM/LC

Low

4) Delegating

1) Telling

High

Low

Task behavior

(from Mgr)

slide12

Breakout Practice

  • Imagine you are getting ready for cookie program for
  • the year and you have a meeting with a number of
  • staff who are all over the place with some being brand new,
  • to some very experienced and a bit disengaged, etc. each breakout room will have one “group”. Discuss what you would do to get them ready for the upcoming cookie “sale”.
    • Room 1 = Hesitant Harriet’s (LM/LC)
    • Room 2 = Ignorance on Fire (HM/LC)
    • Room 3 = Retired OTJ (LM/HC)
    • Room 4 = Stars (HM/HC)
  • Take :10 and have someone ready to report out.
slide13

Which of these approaches do you

find easy to do/plays to a strength?

“Retired on the job”

(Low M, High C)

“Ignorance on Fire”

(High M, Low C)

C) Participating

B) Coaching

“Star”

(High M, High C)

“Hesitant Harry”

(Low M, Low C)

D) Delegating

A) Telling

slide14

Which of these approaches do you

find is most challenging for you?

“Retired on the job”

(Low M, High C)

“Ignorance on Fire”

(High M, Low C)

C) Participating

B) Coaching

“Star”

(High M, High C)

“Hesitant Harry”

(Low M, Low C)

D) Delegating

A) Telling

slide15

Listening Choices*

Low

Ignoring

Pretend Listening

Selective Listening

Attentive Listening

(facts only)

Empathic Listening

(facts and emotions)

  • Energy
  • Required
  • Relationship
  • Built

High

  • Adapted from Stephen Covey’s
  • 7 habits of Highly Effective People
slide16

Listening Choices*

Low

Ignoring

Pretend Listening

Selective Listening

Attentive Listening

(facts only)

Empathic Listening

(facts and emotions)

  • Energy
  • Required
  • Relationship
  • Built

Sympathetic

Listening

(agreement)

  • Adapted from Stephen Covey’s
  • 7 habits of Highly Effective People

High

slide17

Listening to Show Caring

Without Caretaking

Move to

problem-solving

3

  • Advising
  • Probing
  • Interpreting
  • Evaluating

Ask for detail

2

Reflect emotion/feeling

1

slide19

Breakout Practice

  • Have someone with a situation they are
  • dealing with, be the “Teller” who tells the story
  • The “Listener” is restricted to:
    • Asking questions
    • Summarizing/clarifying
    • No advice giving
  • Goal = help the Teller find their own answer; be empathetic where appropriate
  • Observers see if you can notice what your response tends to be as you listen to the Teller’s story
  • Take :10
slide20

Suggestions…

When talking with others looking for “answers” they need to

figure out for themselves, avoid giving advice. Instead, prompt

them to do their own thinking “What are your thoughts?” “What

do you think makes sense?” “What do you want to do with this?”

When delegating a task, ask the person you’re coaching to

summarize back to you what they heard to assess their

understanding.

slide21

“In the improv world the working paradigm

is one of shared control. It differs from the

“I lead and you follow” model in that both parties must stay alert and energized and actual leadership is likely to change moment by moment. Both (or all, if more than two) are always responsible, while neither (or no one) is ‘in control’ in an absolute sense. The rule is that all improvisers have the right and responsibility to move the scene forward, adjusting always to what the new reality is. Doing what needs to be done becomes the guiding principle.”

Patricia Madsen, Improv Wisdom

slide22

Questions/

Observations?