Coaching for Chapter Leaders Based on “Effective Coaching” by Myles Downey

1. Coaching for Chapter LeadersBased on “Effective Coaching” by Myles Downey

2. Synergistic Relationship • Individuals join organizations to realize some of their goals • Financial • Learning • Making a difference • Organizations hire individuals to help fulfill its mission and reach its goals • Strategic • Mission/vision

3. As a chapter leader, as well as in the workplace, there are three skill areas that you will need to use to assist individuals achieve their goals and benefit the organization: • Leadership • Management • Coaching

4. Overlapping Spheres of Influence

5. What is Leadership? Leadership is the element in your role that is concerned with the FUTURE • Strategic planning • Succession planning • Vision • Values

6. What is Management? Management is the part of your role that deals with current operations • Finances • Tactics • Standards • Rules and legal obligations

7. What is Coaching? Coaching is a process of helping another individual realize their inner potential, delivering fulfillment to both the individual and the related organization. • Motivation • Excellence • Achievement • Intrinsic learning • Intense satisfaction

8. “Coaching is the art of facilitating the performance, learning and development of another” Myles Downey Effective Coaching

9. Coaching is NOT… • Leading • Managing • Instruction • Mandating • Disciplinary • Giving advice • Offering opinions

10. A Coach Does Not Need… • To be right • To be the expert • To know the “right” answer • To be in control • To “fix” it • To heal it or make it better

11. A Coach Needs… To remove any “interference” an individual might be experiencing in order to realize that individual’s own extraordinary innate abilities

12. What is Interference? Interference is anything that distracts the individual from being successful: • Fear • Lack of concentration • Anger • Boredom • Trying too hard • Lack of self-confidence

13. Mentoring vs. Coaching Coaching is not mentoring. A mentor is usually long-term, while a coach is for immediate performance issues.

14. How Do I Coach?The GROW Model

15. TOPIC This is setting the boundaries for the discussion: • Scale • Importance • Emotional significance • Understand specifically what the person wants to talk about

16. GOALS • Establish the desired outcome of the conversation • Identify and agree to a number of achievable outcomes within the session

17. REALITY • Get an accurate picture of the problem • Discuss and become more aware of all aspects of the topic • The goal for the coach is simply to UNDERSTAND (not to fix it, offer guidance, advice or conclusions!)

18. OPTIONS • Draw out a list of possibilities that address the goals • Encourage the person to think. Do not think for them • Do not judge or evaluate the options • Like a brainstorming session

19. WRAP UP • Have the person being coached select the most appropriate option • Agree to the next steps • Check commitment

20. When to Coach • Performance Reviews • Team setting (to generate buy-in for all team members) • Individually • In conjunction with set tasks

21. When Not to Coach • When your task is to manage or lead, not coach • When the person is not willing to be coached

22. Coaching is Successful When… • There are both action and awareness: • Clear goals have been set • Understanding is achieved • “Interference” is gone • There is a balance between the skill level and the desired outcome

23. A Coach is successful when… The individual or team they are coaching is successful at attaining a higher level of performance. It is not the coach who “wins”.

24. Coaching for Teams • Coaching for teams is, very specifically, to help them achieve their set goals and that of their organization • ALL activities must help achieve goals • Coaching teams is similar to coaching individuals, but multiplies it by team dynamics • Each person needs to be heard, and consensus and “team” must be built

25. Doubt Doubt is a very contagious form of interference. To a team, it can be paralyzing and can quickly evolve into panic. But potential is contagious too!

26. Potential is Contagious Potential is contagious. It also can allow a team to add up to more than the sum of its individual parts as unique talents are exploited and complemented.

27. Team Interference • Lack of trust in other team members • Competition between members; rivalry • Fear of looking ridiculous or uninformed • Need for attention • Hidden agendas • Lack of understanding of goals • Absence of process and ground rules

28. Teams Controlling Interference: “Team Think” • Absence of hierarchy • Open conversations • Focus • Desire to understand • Creativity and innovation • Big (but achievable) goals • Feedback sought and given • Mutual accountability

29. Elements of Successful Teams Top three elements of successful teams: • Who: know them enough that you can trust them and know their goals • What: know the team’s goals and what success would look like if achieved • How: agreed on processes (strategy, communication, ground rules)

30. Reducing Interference • Create a common vision • Agree on a process (strategy, communications, ground rules) • Disclosure of personal goals (builds trust) • Identification of internal and external obstacles • Recognize and discuss conflict

31. Stages of Teams • Stage 1: Pretence that everyone is on the same page • Stage 2: Disagreement, conflict, confusion • Stage 3: Letting go of individual “rights” and learning to listen • Stage 4: Fully present team

32. Stage 1: Pretence • The belief is that everyone should “get along” and be in agreement • To preserve this precarious balance, people pretend • The result is that no-one is happy and the team will not perform well.

33. Stage 2: Conflict • Individual disagreements will arise • Tendency is to retreat back to stage 1 and pretend everything is OK • Individuals try to convert others to their point of view • “Camps” can evolve in this stage • Teams do not perform well

34. Stage 3: Losing the Individual • Individuals need to listen and give up on their “positions”, acknowledging differences • Individual positions move to team interests • Very difficult stage: may try to impose order through committees, task forces, etc. leaving the team with unresolved differences

35. Stage 4: High performance team In this stage, the team is able to: • Focus on task • Be creative, innovative • Decisions easily made • Team is aligned with goals • High level of trust

36. Team Cycle • Teams will naturally cycle through these stages • Once teams get adept at getting to stage 4, they will get there more often and stay there longer • Coaches can simply notice the stages and work through them or can explicitly reveal the model to the team, to help them understand the process

37. GROW • Use the GROW model for teams the same way as you would with an individual • It will be more complex but the principles remain the same • Ask the question: How can I help my team be brilliant today?

38. The GROW Model

39. Philosophy of Coaching “When people are achieving their goals, when those goals have some meaning and when learning and developing is part of the process, enjoyment ensues. These three components, achievement, fulfillment and joy, are interlinked and the absence of any one will impact and erode the others. Learning without achievement quickly exhausts one’s energy. Achievement without learning soon becomes boring. The absence of joy erodes the human spirit.” Myles Downey

40. Last Word The only way to become adept at coaching is to do it. How will I help my team be brilliant today?