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Coaching Using a Holistic, Appreciative Approach: Dual Perspectives An Experienced-based Paper

Coaching Using a Holistic, Appreciative Approach: Dual Perspectives An Experienced-based Paper. By Sue Lawler, Doctoral Student and Diane Kubal, Principal Fulcrum Network, inc. Agenda. Background and Context Inner Circles Model Assessment and Coaching Process Holistic Approach

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Coaching Using a Holistic, Appreciative Approach: Dual Perspectives An Experienced-based Paper

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  1. Coaching Using a Holistic, Appreciative Approach: Dual PerspectivesAn Experienced-based Paper By Sue Lawler, Doctoral Student and Diane Kubal, Principal Fulcrum Network, inc.

  2. Agenda • Background and Context • Inner Circles Model • Assessment and Coaching Process • Holistic Approach • Outcomes of Coaching Intervention • Research Implications • Goal: to receive feedback to clarify dissertation topic

  3. Background on Coachee/Coach Sue Lawler • New doctoral student • An Associate Dean at Lake Forest Graduate School of Management for almost 9 years • Coachee Diane Kubal • Principal, Fulcrum Network, Inc. • Creator of Inner Circles Model • Coach

  4. The Intervention and Context • Entry: Vendor conducted Inner Circles Processwith HR VP, requested candidate for coaching process • Contracting: Completed Inner Circles process with Supervisor; supervisor positioned Inner Circles Processcoaching process with the coachee,agreement to provide feedback on process • Inner Circles and coaching process begins

  5. The Inner Circles coaching process utilizes several methods to identify talents and “life” purpose. Pre-work: reading 5 book chapters (Talent Circles: Discover What You Do Best and Why) 2 hour facilitated assessment conversation 2 online assessments and alignment mapping Mapping job description duties to talents Review of talents with HR and supervisor Coaching based on issues surfaced Closure

  6. The Inner Circles process blends a variety of philosophies making it a holistic approach. • An appreciative coaching process • Incorporates psychological and spiritual principles • Uses metaphors that manifest intellectually, physically, emotionally and spiritually • Natural talents identified and named • Considers both personal and professional life to confirm patterns of talent

  7. The Inner Circles model uses metaphors to name and identifies one’s talents, what a person does best and “why.” SM Inner Circles (Sue Lawler) © 2009 Fulcrum Network, Inc. All rights reserved

  8. The Inner Circles model uses additional vocabulary to describe talent metaphors via Roles, Activities, Skills, Strengths (Strengthfinder) and Enneagram assessments results. SM Inner Circles © 2009 Fulcrum Network, Inc. All rights reserved

  9. Both the supervisor and employee had an epiphany as a result of the Inner Circles process. • The Inner Circles coaching process identified a disconnect between the supervisor’s expectations for the job and the employee’s view of the job. • The process provided clarity for the supervisor, employee and HR. • This “aha” caused a shift in the coachee’s thinking and resulted in a career/job change.

  10. The Inner Circles coaching process launched a number of critical actions that led to positive outcomes for both the employee and the organization. Identified the talents and purpose of the coachee Identification of perception gaps between employee and supervisor Clearly communicated Performance Review 45 day discernment period Decision Point – Is my current job a good fit for me? Opportunity to interview for Internal Sales Role Won the Sales Role Position New Job started in January 2009 – business development role

  11. Further research needs to be done to validate why anappreciative coaching process is more effective than other approaches. • 64% of those interviewed agreed that the Inner Circles process increased their energy and motivation • Compared 360 versus Inner Circles • Increased engagement • Further research on why appreciative approaches such as the Inner Circles are more effective than coaching using assessments based on deficiencies.

  12. What questions and/or feedback do you have related to this presentation and my dissertation topic? • Q & A • Dissertation topic: • Why are appreciative approaches to coaching more effective than those that focus on deficiencies measured by engagement and performance? • Strength based agenda vs. • Positive techniques such as language, connections, etc. • How does the use of conversation and language help with coaching outcomes to broaden possibilities for coachees? (Barbara Frederickson, broaden and build theory.) • What are other factors for successful coaching outcomes?

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