Coaching Methodologies

1. Coaching Methodologies Week 6 Dr. Sheila Boysen-Rotelli

2. Setting the Foundation 1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS 2. ESTABLISHING THE COACHING AGREEMENT

3. Co-Creating the Relationship 3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT 4. COACHING PRESENCE

4. Communicating Effectively 5. ACTIVE LISTENING 6. POWERFUL QUESTIONING 7. DIRECT COMMUNICATION

5. Facilitating Learning and Results 8. CREATING AWARENESS 9. DESIGNING ACTIONS 10. PLANNING AND GOAL SETTING 11. MANAGING PROGRESS AND ACCOUNTABILITY

6. The AI 5-D Organizational Change Process Model Definition/Engagement Delivery/Exploration Delivery/Execution/ & Evolution Affirmative Topic Dream/Envisioning Design/Expansion

7. Dream/Envisioning Phase: Articulating Potential • Creating a dream is adeliberate process. • Process of creating images of one’s potential • Connection between positive image & positive action – heliotropic tendency • Positive Affect - plays key role in dreaming • Generative Metaphors– deliberately foster formation of new impressions & judgments

8. Dream/Envisioning Phase Process Coach Focus Coaching Sequence Coaching Tools Questions Encouraging & Affirming Expression of dreams -Writing -Metaphors -Drawing -Symbols Encouraging the client to create images of possibilities Inviting the client to give voice to his/her preferred future, i.e., bring into coherent form Affirming the client’s dream Client acknowledges his/her aspirations & strengths Client & coach anticipate his/her dream Client declares his/her dream

9. Questions: Dream/Envisioning Phase – Imagining the Possibilities for a Positive Future • What is the inspiration for your life?  What would you like others toask of you? • What would your mentor (mom, best friend, grandmother, fairy godmother) wish for you in your future? • What wish would you have for yourself in developing this... (quality, competency focus, situation) to a higher level? • What are the most compelling words, symbols, pictures, images that capture you and your essence? • What metaphors, pictures, songs, etc. would best highlight the elements of your most desired future? • What work/life themes from your stories from the past would you prefer to bring forward into your future? • Jump into the future (1year, 5 years, 10 years...). What do you see? What are you doing? Who are you with? Where are you living? What are you excited about? • If you could have 3 wishes, what would they be? • Thinking of times you were most happy, what about these times would you want to carry into the future? • What are you being drawn toward? • What is the world calling you to be? • What work are you called to do? • What are the most enlivening and exciting possibilities for you? • What do you notice about yourself when you dream of your future? • If you could communicate with yourself in the future, what questions would you want to ask yourself?

10. Design/Expansion Phase: Directing Attention & Action Design is about: • Helping clients direct their attention and take action so that they become the designers of the future they most desire. • Providing a foundation and structure for clients to proactively attain their dreams.

11. Design/Expansion Coach Focus Coaching Sequence Coaching Tools Questions Mindfulness-self-awareness Themes-naming Experimentation Being with Supporters Checklist for habits Assisting the client in bringing her dream into focus Affirming the reality of the dream Supporting mindful choices & actions Client focuses on compelling priorities Client reflects on ways in which she is already living the dream Client takes actions to incorporate elements of the dream into his daily life

12. Design/Expansion Phase:Sample Questions • What is your purpose in this organization, job, life? What values do want to honor and what commitments are you willing to make to create your dream/future? • As you think about yourself overall – talents, competencies, strengths – how could you build on your best to benefit the team and the organization? • What have you already started putting into place? Where is your attention going now as you think about the things you want to do? • Thinking about your dream, what would make it come alive for you? • What in your dream really calls to you, makes you yearn for its fulfillment? • When you think about your dream, what brings you joy & excitement? What makes you laugh? • Who would be your fellow travelers? Who are people you trust & value who have supported you in the past and will again?

13. Design/Expansion Phase: Sample Questions • What makes you feel proud and capable today? • What are you willing to commit to now? • What actions will you take? • What has worked in the past • that you can apply now? • What resources do you need to support you? • What specific support will you ask for? • What infrastructure resources will you request? • What mentors can you choose to guide & support you? • What strengths and opportunities can you leverage now to move forward? • If you were to experiment with one aspect of your dream, what kinds of things can you see yourself trying? How serious is this experiment? How could you make it less serious? More playful? • If you were to act as if your dream were reality now, what fun would you be having? How could that truly be happening now in the near future?

14. Delivery/Executing/Evolving Phase: Being and Becoming The purpose of the Destiny/Delivery stage is: • To internalize and live the reality of clients’ dreams • To enable brilliance and the realization of dreams • Not about endings or beginnings • Living one’s life fully & well

15. Delivery/Executing/Evolving Process: Sustaining the Change, Monitoring Client Progress • Client meets with coach to discuss how things are progressing • Client meets periodically with other stakeholders to receive feedback. • Client and coach look at what is working and how can it be even better. • Coach and/or client conduct additional inquiries to learn about successes.

16. Delivery/Executing/Evolving Phase: Sample Questions • What has been the most important thing you have learned about yourself? • How will you continue to care for yourself & receive support for your continued efforts? • Who has supported you in your journey & deserves your gratitude or recognition? • How will you continue to foster your own development? • What compels you now? • What remains for us to discuss? • How are you already living your dreams? • Reflect on where we began and where you are today. What’s the same or different? • What makes you proud? • What do you want to see or do more of to get closer to your dreams? • What still needs conscious attention to be sure that it becomes a natural part of your day? • What commitments do you make to yourself?

17. Why Organizational Involvement? • Systems thinking • Social interactional force field • Organizational context • Challenges • Pattern identification

18. Johari Window Known by Self Unknown by Self Open/Public area Blind area Known by Others Unknown by Others Hidden area Unknown area

19. Application - Scenarios: How client shows up in your coaching sessions • Client is constantly late or frequently cancels meetings with you. • Client is abrupt and impatient during sessions. • You notice that your client is often anxious and nervous about certain topics. • Client frequently challenges you and is skeptical. • Client is generally eager and enthusiastic about things. • Client is full of ideas and looks at many options before moving forward.

20. Application: How Client Shows Up in the Organization • HR has contacted you and wants you to work with a leader based on a request from a division president. Susan, an assistant vice president, is on the fast-track and is being considered for promotional opportunities. However, before she can advance, the president feels that Susan needs more grooming. Susan is bright, competent and delivers on her objectives. She gets along well with her direct reports and her boss and other higher level executives. However, she does not get along very well with some of her peers, often appearing impatient, dismissive and arrogant to them. She generally does not return their phone calls and often excludes them from discussions on projects that impact them. • What would be your coaching goal? • How might you coach her using an appreciative coaching approach? How will you involve the organization to help her gain more insight about herself and her impact on others and any impact on her career opportunities?

21. Definition/Engagement Phase: Contracting with Organization, Expectations and Outcomes of Coaching with Client & Initial Discovery This initial phase consists of several elements: • Engaging the organization • Negotiating the contract and agreements • Establishing the relationship • Setting the stage – role expectations for the coach, client & the organization • Forming a picture/image of success • Setting goals and outcomes for coaching • With client and organization, identify colleagues or stakeholders who will be involved in the process

22. Definition/Engagement Phase: Identifying the Desired Outcomes • Imagine this coaching produces great results. What would it have achieved? • If you were very satisfied with employee’s performance and growth, what would you expect to see? • What would be a breakthrough for this employee? How would you know? What would have to happen? Who would be involved? What is your role in this employee’s success? What will you do? What resources will you provide? • What would be an outstanding outcome of this coaching?

23. Discovery/Exploration Phase: Locating Values, Traits, Strengths Interviews with others – ask: • What do you perceive as the client’s positive traits, skills, knowledge and abil • What uniqueness does the client bring to this organization? • What about the client makes you proud • What are the client’s key strengths?

24. Discovery/Exploration Phase: Uncovering Strengths and Competencies Interviews with others – asks: • Describe a time when the client was outstanding at work – when things could not have been any better. What was the client doing? What were others doing? What skills and competencies did the client exhibit? • Competencies: Identify some of the client’s competencies and ask the interviewee to describe peak experiences/ stories to illustrate the client’s competency areas.

25. Dream/Envisioning Phase: Creating Possibilities for a Positive Future - Others Interviews with others-asks: • What wish would you have for the client in developing (competency area of focus) to a greater extent? • What 3 wishes do you have for the client at this point in time and place to fulfill his/her highest potential? • Is there anything else you think would be helpful for us to know as we work with him/her to reach a higher level of skill or performance?

26. Design/Expansion Phase: Integrating Discovery Elements & Creating Initial Plan • What can the client build on in the current situation • What tools can he/she use to help create the envisioned future? • Who and what can be resources for the client? • Who are possible mentors for the client? • How can you support the client? Interviews with others- ask: • As you think about the client overall – talents, competencies, strengths, - how do you think the client could build on his/her best successes/qualities to benefit the team and the organization? • What commitments to you think that the client can or needs to make for the future? • What are some positive steps he/she can take?

27. Delivery/Execution Phase: Sustaining the Change, Monitoring Progress – Client and Others • Coach engages in dialogue with leadership regarding coaching progress and outcomes based on initial reporting agreements. • Client meets with coach to discuss how things are progressing • Client meets with other stakeholders to receive feedback and makes appropriate adjustments. • Coach and/or client conduct additional inquiries to learn about successes.

28. New vs. Old Paradigms Late 20th and 21st Century • Complexity, subjectivity,Interconnectedness, collaboration • Collective use of language to create social reality • Quantum Physics, Chaos Theory, Complexity Theory, Self-Organizing Systems Early 20th Century • Objective, predictable, controllable universe • Incremental, linear, & predictable change • Simple cause & effect • Newtonian Physics, Reductionist and Dichotomous Thinking

29. Origins of Appreciative Inquiry • AI concept: development by David Cooperrider in 1980s at Case Western U. through work with the Cleveland Clinic • Early contributors: Suresh Srivastva, Ken Gergen, Frank Barrett, NTL, Tojo Joseph Tjacjemlery, Diana Whitney, Jane Magruder Watkins and Peter Sorensen

30. Appreciative Inquiry Revisited • An approach to organizational analysis and learning that is intended for discovering, understanding, and fostering innovation. • “a form of organizational study that selectively seeks to locate, highlight and illuminate what are referred to as the ‘life-giving’ forces of the organization’s existence, its positive core.”

31. Appreciative Coaching Defined • Like AI, Appreciative Coaching is: • Both a theory and practice of change from a holistic framework • Its primary focus is on individuals. • Like AI, it holds the same core set of assumptions • Human systems & individuals will move toward the images that reside in their most positive cores – their values, visions, achievements, and best practices when the focus is placed there. • Thoughts and language are critical factors in the process.

32. The Idea of Positive Change - Defined • Anyformofindividualororganizationchange,re-design,or planning that begins with comprehensive analysis of an individual’s strengths or an organization’s “positive core” and then links this knowledge to the heart of any personal or strategic change agenda • Because human systems move toward what they persistently ask questions about, positive change involves the deliberate discovery of everything that gives an individual or system “life” when he/she/it is most effective in economic and human terms. • Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy.

33. AI Processes & Techniques • Conceived by David Cooperrider in study of organizational behavior at Cleveland Clinic in 1980s • Applies a self-discovery model (4-5D Model) • Uses positive language • Asks powerful appreciative questions • Brings positive past experiences to present & future circumstances • Focuses on the positive core and positive expectations

34. Positive Psychology • Rooted in humanistic psychology • Term originated with Abraham Maslow; Maslow, Carl Rogers & Eric Fromm • Developed successful theories and practices that involved human happiness • Martin Seligman - considered father of modern positive psychology movement that started in 1998; wrote Learned Optimism (1990) & Authentic Happiness (2002) • Mihaly Csikszentmihalyi – Flow: The Psychology of Optimal Experience (1990); Happiness Studies • New view of humans as masters of their own lives; focus on helping people amplify strengths vs. repair weaknesses • Gallup Research & Marcus Buckingham & Donald Clifton (Now Discover Your Strengths, 2001) posit that people perform better & are happier at work when they use primarily their strengths

35. Summary: Appreciative Coaching • Based on the work of David Cooperrider and colleagues • Emphasizes that individuals, executives and organizations do not need to “be fixed.” • Focuses on accessing existing strengths and distinctive competencies • Reaffirms and encourages a person’s qualities/traits to promote positive change and move the individual forward.

36. Summary: Appreciative Coaching • Coaches the individual within the context of a system or organization & includes stakeholders as contributors to client awareness • Applies 4 core discovery questions within a 4 to 5 phase model that empower individuals to look at the best of themselves and their organizations and leverage this to create a positive future.

37. Five Core Principles of AI & Appreciative Coaching • SimultaneityPrinciple– Inquiry is change; the first question we ask is fateful • Poetic Principle (Openness) – Organizations and individuals are more like stories than machines • Anticipatory Principle – behavior & decisions about actions are based on what we anticipate as well as what we were born with or learned • Constructionist Principle – humans construct their reality through conversations; words create worlds • Positive Principle – positive approach to learning is more generative & effective than negative approaches that focus on what’s missing

38. Constructionist Principle – Construct Reality Via Conversations & Stories Concept: Clients’language&metaphorscreatetheirreality. Assumptions: • What people focus on becomes their reality. • Language used creates their reality.In each person, something works. Self-awareness & destiny are interwoven. Coach Approach: • Inquire into clients’ talents, past & present successes & unmet desires. • Listen for words, phrases, or metaphors that will guide clients toward the reality they seek. • Create a clear image of their key attributes that they want to keep & build on. • Gently move clients from problem-solving language to discovery & appreciative language. • Encourage clients to take personal responsibility for what they know & how they know it.

39. Appreciative Language • Describe your three greatest accomplishments to date. • What made these accomplishments stand out for you? • What have you incorporated into your current actions from your past accomplishments? • How could you use what you’ve learned from these accomplishments to assist you in making future changes? • List five adjectives that describe you at your best. • What situations tend to bring out your best? • What are you learning and accepting about yourself at present? • How do you talk about yourself about...? • How do you talk about others about...? • What gives you that spark of life? • I wonder if you thought about...?

40. Positive Principle – Belief that Positive Approach is More Productive in Learning & Change Concept: When people are in a positive mode, they act more effectively in their lives. Assumptions: • Emotions can be contagious, especially in organizations. • Positive emotions are antidote; can undo effects of negative emotions. • Joy, interest, contentment & love can be transformational by contributing to the expansion of people’s ways of thinking & acting. • Positive emotions expand the repertoire (resources) of human capabilities physically, intellectually, and socially. Coach Approach: • Use positive language. • As coach, stay in a positive frame/connect with own positive emotions. • Affirm and appreciate clients. • Nurture clients’ expression of positive emotion. • Help clients enhance their reflected best-self portrait. • Build positive virtuous (self-reinforcing) cycles.

41. Appreciative Language • I like to hear that word – it excites you. • What are the times you feel at you best? • So you’re feeling good about this... • I love how you’re already putting form & substance to this. • That’s very exciting. You’re very talented. • I see something in you today that I haven’t seen before. • Here is where you will shine.

42. Principle of Simultaneity:Inquiry Creates Change Concept:Inquiryandchangehappenatthesametime;thepower of the present affects personal change Assumptions: • Each conversation has impact on the client. • The seeds of change (how people, think, talk, discover and imagine the future) are sown in the first question asked. • Practitioners set the stage for what their clients focus on and find Coach Approach: • Begin the coaching relationship with appreciative questions (these powerfully remind clients of their strengths & successes). • Realize the power of questions & be thoughtful in forming those questions. • Ask questions that prompt new thinking & answers (present, past & future). • Ask questions that help clients reframe their past from their perspective in the present.

43. Appreciative Language Appreciative • What gives you energy?What do you most value • About yourself? • What do you want more of? • What worked well for you before? • What’s working well now? • What first attracted you to? • What did you do to contribute? Problem Solving • Tell me what the problem is. • Tell me what’s wrong. • What are you worried about? • What do you need help with? • What’s bothering you? • What’s working? What’s not working?

44. Poetic Principle: Story Telling Creates Meaning Concept: Invites clients to view themselves, not as problems to be solved, but as an open book of possibilities Assumptions: • Clients are not limited to predictive cause-effect explanations • Recognizes the power of stories & metaphors to capture human potential • Frees clients from limited ways of seeing themselves • Clients live in systems of mutual interaction & the future cannot be predicted with certainty • Coach Approach: • Give clients the freedom an permission to see themselves in a holistic way, not limited by past actions • Help clients connect with their “inner flow” with a full range of human express and autonomy

45. Appreciative Language • Exploring what you are capable of. • What a great insight! • You are more of yourself now. • What will help you tap into your passion? • Now you can move on. • So some space is opening now with new possibilities. • Let go of a way of life you’ve had. • You sound very congruent. • Imagine all your possibilities. • Where have you been successful? • What does that mean for you? • A wonderful blessing. • A connection between...

46. Anticipatory Principle:Images of the Future Concept: Relatestoclients’creatingaclearpositiveimage of the future for themselves, one that expresses their desires & possibilities; it is this future image that will guide client’s current actions & behavior. Assumptions: • Whatever clients focus on is what they will most likely create. • There is a strong relationship between images of the future and thinking (expectations) in shaping the future reality. • Positive images & positive thinking create a positive future. Coach Approach: • Solicit and listen for phrases clients use to paint images of, & express longings for, their desired future • Engage clients in drawing forth & shaping their dreams of the future. • Remind them of the crucial link between future images & current actions

47. Appreciative Language • How does that feel as you anticipate...? • What about that excites you? • What images do you have of...? • Who are your role models for...? • What are some of the ways you’d like to challenge yourself with...? • What could you imagine yourself doing? • So would that be something of interest for you in the future? • What’s a small step that could take you in the direction of doing more of what you want? • That’s an excellent step to get you where you want to go. • What would like that to look like?