Welcome to Coaching for Improvement Workshop 2 Facilitated Maureen Daley

1. Welcome to Coaching for Improvement Workshop 2 Facilitated Maureen Daley

2. Objectives of Session Build on coaching knowledge by looking at different types of coaching and how they might be used Link this new learning to the expectations of the Munro Review Objectives Consider Reflective practice in more depth Link this new learning to the issues which are current for staff

3. Coaching Links to Munro Intuitive and analytic reasoning skills are developed in different ways Analytic skills- formal teaching and reading Intuitive skills – experience Experience is not enough- must be allied to reflection Reflection- supervision, discussion with colleagues- time to stand back and think

4. Theoretical Approaches to Coaching Psychodynamic Approach Cognitive Behavioural Coaching Solution-focused approach Person centred approach Gestalt Existential coaching Transactional analysis NLP

5. Coaching Contexts • Skills and performance coaching • Developmental coaching • Transformational coaching • Executive and leadership coaching • Team coaching • Peer coaching • Life coaching • Career coaching

6. Person Centred Coaching The person knows best The person knows what is hurting The person knows how to move forward Carl Rogers ( 1902-1987)

7. Core Conditions for Change 3 Core Conditions for Change • Genuineness • (congruence) • Self Awareness • Self acceptance • Self trust • 2. Unconditional Positive Regard • Respect • Acceptance • Warmth • 3. Empathetic understanding • Understanding the person’s perceptions • Expressing our understanding • Awareness of blocks to empathy • Staying with pain/anger

8. For Coaching to be Person Centred You need to be absolutely transparent about your agenda ‘...this is your process. How can I serve you in this work? You need to own your feelings Quality of listening is the route to in-depth understanding

9. Carl Rodgers( 1961) Do we tend to treat individuals as persons of worth, or do we subtly devalue them by our attitudes and behaviour? Is our philosophy one in which respect for the individual is uppermost? Do we respect this capacity and his right to self direction, or do we basically believe that his life could best be guided by us?

10. Exercise Person Centred Coaching Spend 5 minutes thinking of a current issue in your work where you are struggling to find a solution. Write down a few notes. Go into pairs. Each member of the pair to act as coach and coachee. The coachee to present their dilemma and the coach to actively use a person centred approach in helping them reach a solution. Swap roles- 5 minutes each.

11. Issues with Person Centred Approach • Person centred coach will always stay with the agenda of the client • Difficult if the agenda of client and the organisation they work for are divergent • Would fulfill Munro’s recommendations around encouragement of the development of professional judgment • But- Where does professional judgment end and the primacy of the objectives of the organisation begin?

12. Solution Focused Coaching Solution focussed coaching has it’s roots in therapy- brief therapy Dissatisfied with approaches were people only talked about problems and could become more entrenched Move away from analysing problems , developing diagnoses, uncovering root causes and prescribing treatment plans to building solutions

13. Characteristics of Solution Focused Coaching • Use of a non- pathological interpretive framework • Client based expertise • Coaching is about facilitating solution construction • Focus on client resources • Clear specific and personalised goal setting • Action- orientation • Do what works and stop doing what does not work • Change what can happen in a short period of time • Enchantment

14. Solution Focused Techniques • Changing The Viewing • The miracle question • Scaling • Highlighting resources • reframing • Changing the doing • Recognising possibilities by turning presenting problems into springboards for solution construction • Asking ’how’ questions instead of ‘why’ questions • Generating client – centred multiple options • Using small specific achievable action steps

15. Exercise Solution Focused Coaching Spend 5 minutes thinking of a current issue in your work where you are struggling to find a solution. Write down a few notes. Go into pairs. Each member of the pair to act as coach and coachee. The coachee to present their dilemma and the coach to actively use a solution focused approach including using the miracle question, scaling and reframing .Swap roles- 5 minutes each.

16. Issues with Solution Focused Coaching • Mismatch between coachee’s perceived needs and the organisation's requirements- requires goal clarification • Solution Focused would try to bring organisational and personal goals together • Reframing of organisational feedback can help identify progress

17. Break

18. Team coaching ‘ a learning intervention designed to increase collective capability and performance of a group or team , through application of the coaching principles of assisted reflection, analysis and motivation for change ‘ David Clutterbuck

19. Differences between 1 to 1 Coaching and Team Approach Confidentiality Pace of thinking and deciding Scope of topic Building trust

20. Differences between Team Leading and Coaching

21. Differences between Team Leading and Coaching

22. Differences between Team Leading and Coaching

23. Exercise Team Coaching In your teams allocate roles- 1 person as the senior manager and others as team members. One person to act as observer .One team member agrees to present a dilemma in their work for the group to consider. The group to use team coaching techniques to help the team member find a resolution.

24. Issues with Team Coaching • Fits well with SF coaching- helps to focus on strengths • Helps team look at systems- can recognise interaction patterns that might not have been obvious and helps the team establish new behaviour norms • Encourages collective self awareness • Needs of team as against those of individual

25. Thanks!