coaching at the edge john blakey & ian day “where were all the coaches when the banks went...
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Coaching at the Edge
John Blakey & Ian Daywww.121partners.com
“Where were all the coaches when the banks went down?”
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Who are we?Who are we?
Our time together this
evening?
Our time together this
evening?
Who are you?Who are you?
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Evolution of the Professions
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Boom, boom, boom…. CIPD 2006
• 82% reported difficulties recruiting• 69% reporting difficulties retaining
RightCoutts 2006• 41% of Senior HR professionals thought retention of key staff
was critical issue
Accenture 2006 • 67% of senior directors think the inability to attract and retain
the best talent is top 3 threats to success
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The Skills of Coaching – Building Relationships (ICF Competencies)
Shows genuine concern for the client's welfare and future
Demonstrates respect for client's perceptions, learning style, ….
Attends to the client's agenda, and not to the coach's agenda
Summarises, paraphrases, reiterates, mirrors back ….
Asks questions that reflect active listening …
Acknowledges the client for what they have done, not done, ….
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Risks
Collusion Irrelevance Self Obsession
Bust, bust, bust….
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The Skills of Coaching - Delivering Results (ICF Competencies)
Positively confronts the client when he/she does not take actions
Promotes client's self-discipline and holds the client accountable
Creates a plan with results that …..have target dates
Challenges client's assumptions…. to provoke new ideas
Is clear, articulate and direct in providing feedback
Accesses own intuition - "goes with the gut“
Is open to not knowing and takes risks
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The link between relationships and results
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Stretch yourself into the less natural when moving beyond your default position
Rapport & Relationship
Shows genuine concernDemonstrates respect
Attends to client's agendaSummarises, paraphrases…
Active listeningAcknowledges the client
Business Results
Positively confrontsHolds the client accountable
Challenges assumptionsprovides feedback
Uses intuitiontakes risks
Facing the FACTSTM!
Feedback
Accountability
Challenge
Tension
Systems Thinking
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Z.O.U.D
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FACTS – Feedback TheoryStages of giving feedback
Observed – what was seen/what happened (specific, factual, description non-judgemental, “the act not the actor”)
Impact – what assumptions did you (or others) make as a result, how did this make you feel of this, what are the consequences
Invite input – “how do you see this?”
Action – what should be done? Future focused and constructive (something can be done)
In the context of a mutually respectful relationship
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FACTS – Accountability Theory
Technology
Media
Generation Y
LeadershipValues
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FACTS – Feedback & Accountability Exercise
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FACTS – Challenge Theory
‘A test of one's abilities or resources in a demanding but stimulating undertaking’
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Challenge – Lessons from Sport
Who challenges you?
What enables them to ‘get away with it’?’
How do they do it effectively?
What is the positive impact on you?
What happens when it goestoo far?
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Increasing Tension(and risks breaking rapport)
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Tension Exercise
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In coaching pairs discuss a controversial topic and take opposing views.
For example Person A starts the discussion with the statement “A coalition government in Great Britain is great because….”
After which Person B responds with “I disagree, because…”
Repeat the cycle several times and allow the disagreement to take place. Pause and review what happened, how you and the other person felt and responded, and how this approach impacted on your relationship and the results of the discussion
FACTS - Systems Thinking Theory
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zoom edit
The Universe
Spirituality
Nature
My Religion
My Nationality
Humanity
My Race
The Planet
Me
My Family
My Friends
My Colleagues
My Sports Team
My Hobbies
My Profession
My
Company
FACTS – Systems Thinking Theory
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FACTS – Systems Thinking Practise
Customers• How do you think your customers would react to this?
Staff• In this situation, what could you do that would make your staff feel very
proud to work for you and this company? Shareholders
• If you owned this business then how would that change your perspective?
Society• If this topic were featured on the front page of the Daily Telegraph, how
would you like to be portrayed? Family
• If you were talking about this to your grandchildren in twenty year’s time, how would you explain your decision to them?
Friends• Who is your best friend? What would their advice be to you right now?
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What percentage of your coaching time do you adopt a pure non-directive approach?
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0.00 10.00 20.00 30.00 40.00
0%
1-20%
21-40%
41-60%
61-80%
81-99%
100%
Percentage of respondants
Creating the Conditions to face the FACTS!
IMPACT
Session 1 Session 2 Session 3 Session 4
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Applying the FACTS!
Feedback
Accountability
Challenge
Tension
Systems Thinking
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Q&A
WHERE WERE ALLTHE COACHES
WHEN THE BANKSWENT DOWN?
John Blakey and Ian DayForeword by Sir John Whitmore
Edited by Alice Hurley
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Coaching at the Edge
John Blakey & Ian Daywww.121partners.com
“Where were all the coaches when the banks went down?”
Copyright 121partners 2009