welcome to mastercoach mind u mindcamp 2017mindcamp.org/handouts/2017/robinson-mastercoach.pdf ·...

MASTERCOACHMINDU2017 1

WELCOME TO MASTERCOACH

MIND UMINDCAMP 2017

‘YOUR DREAMS WILL NOTBELIEVE IN YOU UNLESS

YOU BELIEVE IN YOUR DREAMS’.‘OPEN A SPACE FOR SOMETHING TO

EMERGE. YOU DON’T GET TO DEFINE IT IN ADVANCE’.

‘YOUR PRESENCE PERFECTS THE PRESENT. LET THE UNIVERSE CELEBRATE ITS

SUCCESS IN YOU..’.

‘WHEN YOU SAY YES TO WHATTHE WORLD IS ASKING OF YOU,

ALL THAT YOU NEED WILL APPEAR’.

SOURCE: NICK PRICE ‘AWAKENER’

YOUR INSPIRATIONS FOR THIS PROGRAM


THE JOURNEYM A S T E R C O A C H M I N D U 2 0 1 7

SESSION 1COACH

MINDSETSESSION 2GETTING

BEYOND STOCK RESPONSES

SESSION 3PROBLEM SOLVING

& HANDLING CHALLENGE

SESSION 4INTERVISIONING

HOW WE ARE GOING TO WORK TOGETHER?

Enjoy / Discuss / Apply

Equal Contribution

Devices Silent

4

Feedback

Challenge

Energy Matters


LEARNING ONLY HAPPENS IF THERE IS A DIFFERENCE BETWEEN YOUR

EXPECTATION OF SOMETHING AND THE REALITY OF WHAT YOU EXPERIENCE

MANAGE YOUR STATESET AN INTENTIONBRING YOUR FULL

ATTENTION


FEEDBACK IS KING

RESULTS

BEHAVIOURS

FEELING

THINKING

ASSUMPTIVE

OBSERVABLEI OBSERVE……...

I SENSE THAT YOU….

FEEDBACK IS THE PRIMARY ROUTE TO SELF-AWARENESS

GENEROUSSPECIFICSUCCINCT


GIVING SENSORY FEEDBACK

I OBSERVE……...& I LIKE IT

I SENSE THAT YOU….& I LIKE IT

SO WHAT WILL THIS PROGRAM DOFOR YOU, GIVE YOU, GET YOU?


MASTERCOACHINGTHE 3RD 3RD

KEY THEMES

1. CENTERING YOURSELF IN THE PRESENT MOMENT TO MANAGE YOUR AWARENESS

2. BEING OPEN TO WHATEVER ARISES

3. CREATIVITY AND POSSIBILITY THINKING

4. DEEPER CONNECTION

5. FEEDBACK AND REFLECTION

6. BUSINESS APPLICATION - FOR SELF, COACHING, AND TEAMS

WITNESS | APPRECIATE | EXPAND

THE INFLUENCES: - Win Wenger

- Facilitation – Tim Hurson

- High Performance Coaching

- Michael Breen

- NLP – Robert Dilts

- Motivational Interviewing

- Self-Determination Theory- Clients: Experience

PHILOSOPHY


WHYQuestions

•What do you really love to do? What are you excited about?•What helps you prioritise what you spend time on? •What do you find to be interesting and compelling?•What brings you a deep sense of enthusiasm and energy?•What gets you out of bed in the morning?•What creates the most meaning in your life?•What would you do for free? •What do you want to be known for?•What difference do you want to make in the world?

IN PAIRS: DISCOVER YOUR ‘WHY’

All rights reserved. May not be reproduced without written permission of CREATE. EXPRESS. Ltd.

GETTING INTO ‘COACH’ MINDSET

CRASH State - Degenerative Contracted

Reactive Analysis Paralysis Separated

Hurting/Hating and Hitting

COACH State - Generative • Centred• Open• Aware• Connected • Holding the Space


THE JOURNEYM A S T E R C O A C H M I N D U 2 0 1 7 D A Y 2

SESSION 1COACH






LEARNING REVIEW


All rights reserved. May not be reproduced without written permission of CREATE. EXPRESS. Ltd.

GETTING INTO ‘COACH’ MINDSET

CRASH State - Degenerative Contracted

Reactive Analysis Paralysis Separated

Hurting/Hating and Hitting

COACH State - Generative • Centred• Open• Aware• Connected • Holding the Space

HOW OPTIMAL IS YOUR COACH STATE ON A SCALE OF 1-10?

8/26/17WE HR CONFERENCE 18SSOURCE: ANTONIO MEZA


KEY SELF-MASTERYINGREDIENTS

8/26/17WE HR CONFERENCE 19

4. SELF-ANCHORING

3. SELF-ADJUSTMENT

2. SELF-CALIBRATION

1. SELF-AWARENESSSELF-AWARENESS: WHAT ARE YOU AWARE OF?

SELF-CALIBRATION: HOW IS YOUR ‘COACH’ STATE ON A SCALE OF 1-10?

SELF-ADJUSTMENT: HOW CAN YOU SHIFT TO A MORE OPTIMUM LEVEL?

SELF-ANCHORING: WHAT WILL HELP YOU TO HOLD THIS LEVEL?

WHAT AM I LISTENING THROUGH?



GETTING TO THE 3RD 3RD

VIA FEEDBACK…


I OBSERVE…. AND I LIKE IT!

I SENSE THAT YOU…. AND I LIKE IT!

OPEN YOURRADAR FORFEEDBACK



MINDSET(HOW WE THINK)

ACTIONS(WHAT WE DO)

OUTCOMES(WHAT WE ACHIEVE)

PRODUCES

CREATES

Source: SUCCESS FACTOR MODELLING, Robert Dilts 2017

SUCCESS FACTOR MODELLING

THE BRAIN STATE THAT I NEED TO BE IN TO THINK ABOUT MY FUTURE



WHY DO WE ALWAYS THINK THE FUTURE IS A STRAIGHT LINE?


FINDING YOUR WHY



CREATINGPSYCHOLOGICAL SAFETY

‘MAGIC HAPPENSAT THE EDGE OFCHAOS…’


A P P R O A C H

P A Y I N G A T T E N T I O N T O T H E R E W A R D S

P A Y I N G A T T E N T I O N T O T H E R I S K S

O R

A V O I D

THE BRAIN’S REGULATORY FOCUS

The Brain seeks to minimise danger and maximise reward. We are always moving away from or moving towards something. No such thing as a thought or action that isn’t moving towards or away and the Brain processes threats faster than rewards (negativity bias). From an evolutionary point of view. If you miss a threat you might be lunch, if you miss a reward you just miss lunch. Is an avoid bias keeping you stuck in the status quo? Examine your career/life today: Where are you spending your time? Where are you in avoid mode? Where are you in approach mode? Is this current balance advantageous to you? What will you be avoiding in the future? What will you be approaching in the future?What conditions do you need to approach your ideal future scenario?


YOUR BRAIN NEEDS TO FEEL SAFE BEFORE IT WILL APPROACH NEW THINKING, BEHAVIOURSAND ACTIONS


PROMOTIONPREVENTION

E X P L O I T E X P L O R EO R

U S I N G E X P E R T I S E

L E A R N I N G

GOALS THAT MOTIVATE

It’s not really that brain switches between exploit and explore modes, it's just that by definition you can't do both at once. In fact, the brain can monitor several options (a cognitive version of explore) and exploit a current choice. Where is your bias? Examine your career/life today: Where are you spending your time? Where are you in exploit mode? Where are you in explore mode?Is this current balance advantageous to you? What will you be exploiting in the future? WHAT WILL YOU BE EXPLORING IN THE FUTURE?WHAT SKILLS DO YOU NEED TO DEVELOP TO BE ABLE TO MORE FULLY EXPLOIT in the future scenario?


SETTING GOALS THAT MOTIVATE


A P P R O A C H

O P T I M I S M

I N V E S T E D I N F U T U R E

F O C U S E D O N R E W A R D S

A L E R T

U R G E N C Y A B O U T D E V E L O P M E N T

A V O I D

E X P L O R E

L E V E R I N G E X P E R T I S E

M A X I M I S I N G R E W A R D S & R E S O U R C E S

A T T U N E D T O T H R E A T S

E X P E R T I S E S H E L F - L I F E

F O C U S E D O N P O T E N T I A L L O S S

E X P L O I T

WHERE ARE YOU NOW?


MODERN SOCRATIC METHOD www.winwenger.com

Socratic Method It is a form of inquiry and discussion between individuals, based on asking and answering questions to stimulate critical thinking and to illuminate ideas. The more meaningful the association made, the more meaningful and useful is the COACHING EXPERIENCE.

Some Questions for you to try on for size…

• For clarification.. Tell me more about that? What I am hearing you say is… am I right?

• To probe assumptions.. How do you know for sure? What else could it mean? What are you assuming here that you don’t need to?

• To probe reasons & evidence… Why is that important to you? What will it do for you, give you, get you? What evidence do you need to be convinced and how many time do you need this evidence to be totally convinced?

• About viewpoints & perspectives: How are you thinking about that? How else can you think about that? What advice might you give a friend experiencing that?

• To probe implications & consequences: What will happen if you do/don’t? What won’t happen if you do/don’t?

• About the question: How is this question the perfect question for you to be asking right now? How else could you ask this question? How else could you be thinking about this now? What would asking a different question do for you, give you, get you?

!

1. Decide the topic, or problem, to be explored by person 1- Explorer (wind tunneler).2. Listener list 3 questions about this topic that you want to ask your partner. Number these 1-3.

Explorer: Choose a number between one and threeListener : Read that numbered questionExplorer: Describe in a descriptive rapid-flow, everything that comes to mind about that question in relation to your topic, the ideas and answers that come to mind. Do not stop talking for 5 minutes! Do not pause! Explorer and Listener: Separately write down the two most interesting ideas that came up during the description

4. Now switch roles and repeat this process.

5. Reflection: - Where did you find the most interesting ideas? - What surprised you about your description? - What made that the most surprising thing? - What can you give further attention to and why?

SOURCE: WIN WENGER PROJECT RENAISSANCE

IN PAIRS: WINDTUNNEL


THE JOURNEYM A S T E R C O A C H M I N D U 2 0 1 7 D A Y 3

SESSION 1COACH






LEARNING REVIEW


HOW OPTIMAL IS YOUR ‘COACH STATE’ ON A SCALE OF 1-10?

8/26/17WE HR CONFERENCE 37SSOURCE: ANTONIO MEZA

MINDSET(HOW WE THINK)

ACTIONS(WHAT WE DO)

OUTCOMES(WHAT WE ACHIEVE)

PRODUCES

CREATES


SUCCESS FACTOR MODELLING


SFM: KEY SUCCESS FACTORS

•MASTERING OPTIMAL MINDSET

•SETTING A COMPELLING FUTURE

•ABILITY TO MOVE INTO ACTION

•BUILDING POWERFUL PARTNERSHIPS

& SUPPORT STRUCTURES

•TRANSFORMING OBSTACLES

•MAKING IN-COURSE CORRECTIONS

•ALIGNMENT TO ‘WHAT YOU WANT’


PURPOSEPASSION

STIMULUS IMPLEMENTATIONSTRATEGIES

RECOVERYTIME

Z ZZ

Z Z

+ + +GOALS+

OUR COACHING APPROACH


COACHING CONVERSATIONSBackbone for Your Approach:

• Attitude: BRING YOUR ‘A’ GAME to the conversation..

• Direction: Choose a basic direction for any conversation.

• CLEARING THE SPACE & CONTRACTING

• CLARIFY VISION/DESIRED FUTURE: What do you want to achieve? What will that do for you, give you, get you?

• CLARIFY CURRENT SITUATION: Where are you now in relation to that? What have you already tried/implemented?• IDENTIFY OBSTACLES: What limitations, challenges or obstacles seem to stand in the way of you achieving what you want?

• RESOURCING: What knowledge, tools, arrangements, permissions, skills and trade-offs have to be brought into play to make the vision into reality?

• PLANNING: Create the ‘Master Plan’, the way forward, the ‘what, how, when and why’. Arrange the resources into steps and processes for the client….

• AGREE NEXT STEPS: Agree what is the first or next step that needs to happen before leaving the conversation. This creates momentum.

• THE $$$ QUESTION: ‘DID YOU GET WHAT YOU NEED?’

MAKE NEAR GOALS STICKY ( M E M O R A B L E , N E A R T E R M , L I N K E D T O T R I G G E R S A N D C O G N I T I V E L Y E A S Y , P L A Y F U L , A U T O N O M O U S , N O M O R E T H A N 3 )

MATCH GOALS TO YOUR MOTIVATION STYLE ( F R A M E T H E G O A L S I N A P P R O A C H A N D I N A V O I D L A N G U A G E A N D S E E W H I C H R E S O N A T E S M O S T F O R Y O U )

CREATE A SOCIAL CONTEXT FOR THE GOALS ( H O W C A N Y O U M A K E P R O G R E S S W I T H O T H E R P E O P L E , C R E A T E P E R C E I V E D C L O S E N E S S )

THE IMPORTANCE OF FRAMING


`

RESULTS

T H E R O A D B E T W E E N G O A L A N D D E V E L O P M E N TI S L I T T E R E D W I T H G O O D I N T E N T I O N S . . W H Y ?

THE VALLEY OF BROKEN GOOD INTENTIONS

INTENTIONS

ACTION

PLANNING FOR OBSTACLES

CARES

44

DANGERREWARD

CARES

Control

RelatednessEquitySocial Status

Ambiguity=====


CONTROL

Am I trusted, given choices & control?

45

C A R E S

Threat Signal

RewardSignalMICROMANAGEMENT

DELEGATION

OPTIONALITY

AMBIGUITY

46

Am I in the loop?

Threat Signal

RewardSignal

LEAVING SOMEONE OUT

ASSUMING SHARED KNOWLEDGE

SHARING INFORMATION

INVITING ALL RELEVANT PARTIES

C A R E S


RELATEDNESS

47

Do I belong?

Threat Signal

RewardSignal

BEING IGNORED

ASSUMING SHARED KNOWLEDGE

PEOPLE PAY ATTENTION TO ME

PEOPLE ARE INTERESTED IN ME

C A R E S

EQUITY

48

Do I get the opportunities or recognition that others do?

Threat Signal

RewardSignalFAVOURITISM

ACKNOWLEDGE ALL TEAM MEMBERS

C A R E S


SOCIAL STATUS

49

Do I feel respected & valued?

Threat Signal

RewardSignal

NO PERSONAL CONTACT

BEING TREATED LIKE THE CROWD

GREETING BY NAME

ACKNOWLEDGING EFFORT

C A R E S

SHOWING YOU ‘CARES’

CONTROL:Howcouldyouelevatetheperson’ssenseofcontrol?

AMBIGUITY:Howcanyoureduceambiguity&increaseasenseofbeingintheloop?

RELATEDNESS:Howcanyoucreatesharedin-groups&increasesocialbonding?

EQUITY:Howcanyouequalisetheopportunities/recognition?

STATUS:Howwillyoumakesurethepersonfeelsrespected&valued?


COACHING THROUGH CONFLICT

COMMON CAUSES OF CONFLICTMost conflicts stem from the following:1. A CARES threat2. Intent being misunderstood3. Expectations not being met

BEFORE

DURING

AFTER

Predict Regulate Explain

Event / Intervention

SSOURCE: NEUROLEADERSHIP INSTITUTE

1. Vision2. Planning3. Detail4. Problem5. Drama

FOCUS ON ‘THINKING’ QUESTIONS



USE ‘THINKING’ QUESTIONS TO ACTIVATE THE VLPFC

CHALLENGE

• How long have I been thinking about this?• How am I now thinking about this? Is it helpful?• How else can I think about this?• How might someone else think about this?


THINKING QUESTIONS• How long have you been thinking about this? How frequently are you thinking about it?• When are you most likely to think about this?• How clear is your thinking about this?• What stage are you at in your thinking about this?• How does your thinking about this compare to your thinking about other topics?• How important is finding a solution on a scale of 1 to 10? How high is this in your priorities right now?• How close are you to reaching your goal as a percentage?• What are your insights about your goal so far?• What ideas have crossed your mind that you may have dismissed?• What connections are you making as we are talking about this issue?• What are you noticing about your thinking?



VISION QUESTIONS• What would you like to achieve in this conversation?• What is your vision for this area?• What is your objective?• What is the outcome you are working toward?• What can you see, feel, hear or sense when you think about your goal?• Describe the ideal outcome in this situation.• What would you like to achieve here?• What is your goal?• If there were no obstacles, what would be different?


PLANNING QUESTIONS• Based on this insight, what is the next step forward for you?• What is your plan for achieving these targets?• Now that you have this new understanding about this situation, what you you think you can do?• What planning do we need to implement to ensure your success in this area?• What are your options based on this insight?• What are your milestones for achieving this goal?• What are the major steps for achieving your goal?



ACTION QUESTIONS

• What are you prepared to do to make this goal happen?• What are some alternatives for moving forward in this area?• What is one step you could take towards that this week?• How could you apply this new learning or new insight?• What will you complete by next week?


HOW CAN WE REGULATE OURS & OTHERS’ EMOTIONAL RESPONSES?

NAME IT DIRECTEXPERIENCE REFRAME REPOSITION DISTANCING

THESE STRATEGIES HELP TO ENGAGE THE RIGHT VENTROLATERAL PREFRONTAL CORTEX RESPONSIBLE FOR EMOTIONAL REGULATION.


H O W C A N W E R E G U L A T E O U R & O T H E R S E M O T I O N A L R E S P O N S E S

N A M E T H E E M O T I O N . A S K “ W H AT A R E Y O U F E E L I N G ? ” I S T H I S A N A P P R O P R I A T E R E S P O N S E T O T H E S I T U A T I O N ? W H A T W O U L D B E A M O R E H E L P F U L O N E ?

F O C U S O N D I R E C T E X P E R I E N C EH O W C A N I P A Y C L O S E A T T E N T I O N T O T H E P R E S E N T M O M E N T I N A M O R E O P E N A N D A C C E P T I N G W A Y ?

H O W M I G H T Y O U R E F R A M E T H E S I T U AT I O N ? A R E T H E R E O T H E R W A Y S Y O U M I G H T I N T E R P R E T T H E I N F O R M A T I O N T O W H I C H Y O U R E R E S P O N D I N G ?

R E P O S I T I O N : F O C U S O N T H E S O LU T I O N A N D N O T T H E P R O B L E M ? H O W D O E S T H I S C H A N G E H O W Y O U F E E L ?

C O N S I D E R Y O U R S I T U AT I O N F R O M A D I S TA N C E ( T I M E O R P H Y S I C A L D I S TA N C E ) . E G – H O W W I L L Y O U T H I N K O F T H I S P R O B L E M I N 5 Y E A R S T I M E ? W H A T I F Y O U W E R E O N T H E S I D E L I N E S L O O K I N G A T T H I S S I T U A T I O N W H A T Y O U T H I N K ? W H A T W O U L D S O M E O N E E L S E D O I N T H I S S I T U A T I O N ?

THESE STRATEGIES HELP TO ENGAGE THE RIGHT VENTROLATERAL PREFRONTAL CORTEX RESPONSIBLE FOR EMOTIONAL REGULATION.

1. Email: [email protected]. Mobile: +44 7712 874 6863. Skype: corarob

CORA ROBINSON

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