coaching and consulting

© 2012 Odyssey Consulting Institute TM

INTEGRATING CONSULTING & COACHING INTO YOUR PRACTICE

AS A TRUSTED ADVISOR/MASTER PRACTITIONER

PRESENTED BY DR. SHAYNE TRACY

DATE JUNE 7TH 2012


Presented By Dr. Shayne Tracy

The Role of Coaching

Consulting

Training

Mentoring

Counselling

CoachingKnowledge

CompetenciesPractices

Learning ProcessesBehavioral Models

80/20 Rule

Consulting 80% -telling, advising, directing 20%- questioning, reflecting

Coaching 80%- questioning, reflecting 20%- telling, advising, directing

Keys for the Master Practitioner is versatility, flexibility, timing and trust

What Is Coaching?

• Coaching is creating a safe, supportive, trust based environment for someone to have their “internal conversation” out loud

• Coaching lives in language—language of change—change language, reframe, refocus

• Coaching is creating a context for planned, self directed action and focused results

The Coach’s Arena of Influence

Emotions

Feelings

Physiology The Brain

Beliefs Values Attitude

s

BehaviorWhat We Do and

Say

Development Issue

Needs

Learning

Gro

wth

Change

Self-Esteem — Intrinsic ValuingSelf-Awareness + Self-Acceptance = Self-Concept

(Self-Esteem, Personal Vision, Intrinsic Valuing, Solution-Finding)

Self-

Conc

ept

Clie

nt R

isk

Taki

ng

Low

High

Preliminary, Innocuous

Probing , Exploratory

Clarifying, Confirming

Que

stion

ing

Proc

ess

PermittingParticipating

Client Level of Maturity

Leve

l of C

oach

Invo

lvem

ent

Persuading

Prescribing

The Four Dimensions of Coaching

1. The Client’s Story• Coaches recognize the significance of the

“story” to the client• The coach encourages the client to share their

“story” which provides context that may range from simple to complex issues and challenges

• Coaches must never underestimate the value of simply exhaustive and non-judgmental listening


1. The Client’s Story• Experienced coaches manage the client’s

story-telling, knowing that they need less information than the client may think

• Less experienced coaches may fall into the trap of believing they must understand all dimensions of the story

The Story

Coach: “That was a very interesting strategy session we had with the Executive Team today?”……….

“Tell me from your perspective what you saw happening with the team”


2. The Client’s Thinking (cognitive) process • This level enables the coach to get beyond the

client story to examine how and what the client thinks

• The coach may challenge the client to challenge their thinking, when the coach has identified that the client’s thinking may be flawed, limited, or negative


2. The Client’s Thinking (cognitive) process• The coach must not presume to be the arbiter

of sound and unsound thinking• Coaches must be highly vigilant in not imposing

their own world views, values and judgments on their clients

• The coach will encourage clients to retain their prerogative on choice of action in dealing with their personal/business situations

Thinking

Coach “ So you think that four out of the 6 Team members are really buying in to the new product marketing strategy?”

“What makes you think that?”


3. The Client’s Feelings (affective/attitude response)• When the client identifies their key issues there will

always be an emotional response • Coaches may miss this or are unsure how to react to this

reality• One aspect of this confusion is that “feelings work” may

appear more like “counseling” • Coaches may be unclear or uncomfortable as to

boundaries and emotional expression, and may consciously or unconsciously try to shut it down

The Four Dimensions ofCoaching

3. The Client’s Feelings (affective response)• A key coaching skill is the ability to appropriately

facilitate “emotional expression” • Sometimes it is the very breakthrough that is urgently

needed for the client to get unstuck • Clients may often bring heightened feelings into the

room, whether the coach expects or appreciates it

Feelings

Coach: “ How do you feel about the current situation, particularly with the 2 who haven’t bought in?” “You appear to have some strong feelings about this situation”……….silence is golden in coaching

Principle: You cannot problem-solve without emotional clarity


4. The Coach’s Use of Self • The coach’s use of self is a “higher order” skill

that can define the difference between good and great coaching

• The coach’s use of self may be described as the ability to put words around those intuitive moments of discrete discernment where we identify and synthesize the client’s “total messaging”

Use of Self

Coach: So what you are telling me is that the strategy will go ahead regardless as to whether the 2 “delinquents” aren’t supporting it’?

CEO: “Yes” Coach: I’d like to revisit the reasons the 2

executives aren’t engaged. I believe it’s critical we have their commitment. Can we have more discussion on ways to get these guys committed?

The Seven Powers of Questions

• Questions demand answers• Questions stimulate thought• Questions give us information• Questions encourage people to talk• People believe what they say more than what

you say• The questioner is in control• Questions show that you care

• Columbo’s “just one more thing” questions were always the ones that would eventually trip up the suspect

• Presented as almost an afterthought by Columbo, they almost always volunteered more information

• The Coach will not use “just one more thing questions” to entrap the client, but rather to engage the client in reflection and cognitive reasoning

The “Columbo” Effect

Coach/Client Conversation Dialogue

Non-Directive

Directive

Reflection Reflection

Self-Limiting Beliefs, Blind Spots,

Fears

Options Choices Actions

The Coach

The Coach

Questioning

Listening

Timing

Coaching/Consulting Means Congruence

Trust?*

Trust =Credibility + Reliability + Intimacy

Self-interest

*Mel Nelson

Coaching/Consulting Behaviors That Build Trust

Talk Straight

Respect

Openness

Right Wrongs

Loyalty

Deliver Results

Improve

Confront Reality

Clarify Expectations

Accountability

Listen First

Keep Promises

Extend Trust

Confidentiality

Admit Mistakes


Physical

LEVEL 1Hand

Doing

UnconsciousIncompetence

Good Soldier

LEARNING

RESPONSE

CONSULTANT

APPROACH

HUMAN

Intellectual

LEVEL 2Head

Thinking

Conscious Incompetence

Competent Warrior

Emotional

LEVEL 3Heart

Feeling

Conscious Competence

Trusted Advisor

Spiritual

LEVEL 4Soul

Being

UnconsciousCompetence

Master Practitioner

The Four Parallel Process Levels

27Coaching

Telling and Selling Get Attention

Asking and Listening

Pay Attention

To a butterfly who wants to learn new flying skills,

e.g. hovering in mid-air like a hummingbird:

• The consultant says: Here’s the program I have designed so that you can learn how to hover in mid-air like a hummingbird. And here’s the bill.

• The mentor says: Pay close attention to me, and to what I do with my wings so I can hover in mid-air like a hummingbird. Now it’s your turn to give it a try. No, no, no. Not that way. This way. See it? Now you.

• The counselor says: So, what you’re saying is that you want to learn how to hover in mid-air, just like a hummingbird. Is that what you mean?

• The therapist says: We’ve concluded that this is a much more efficient way of doing what you want to learn. By following this guideline, you won’t experience those many difficulties. You’ll learn faster and won’t forget it.

• The coach says: And how soon would you like to be flying like a hummingbird? In what ways could you acquire the necessary skills to do it? Who could help you with it? What’s your action plan? When are you going to start?

Sandro DaSilva


NOW OPEN QUESTION AND ANSWER TIME

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