On headset with working mic

1. Purposeful Leadership – Module 5 Coaching Opportunities (:75) On headset with working mic No headset, using chat box

2. Purposeful Leadership Leadership and Personal Accountability Balancing structure and freedom Emotional Intelligence Leading Change Coaching Opportunities Hard Conversations They build on each other, AND they stand alone

3. Learning Objectives • Determine the best coaching approach to use with someone based on their competence and motivation • Conduct “check-in” chats with others and be empathetic vs. sympathetic when listening

4. Agenda • Coaching continuum (:05) • Betty Story – coaching in a new task (:05) • Matching coaching approach to the situation (:25) • Listening to show caring without caretaking guidelines and demo (:15) • Listening practice in dyads (:25)

6. Writing on whiteboard in breakout rooms Breakout Discussion In your breakout group, ….. Read the quote and ….. Summarize your thoughts using ….. Once you are in your breakout room and the instructions slide is pushed out, you will see a menu like above where you can navigate to a blank page and enter group discussion Notes. Use this same menu to go back and forth between the instructions slide and your “notes” page.

7. Writing on whiteboard in breakout rooms In your breakout group, ….. Read the quote and ….. Summarize your thoughts using ….. Click on the drop down menu then pick the blank page you want to go to jot down thoughts/notes.

8. other

9. Coaching Continuum Coaching to address a troubling pattern Coaching to complete a task Coaching to “check-in” Easier (Low EQ) Harder (High EQ) What Why Who When Where How 1 2 3 Today Module 6

10. Betty Story Job Duties Tasks

11. Relationship vs. Task Behavior Can He? Will She? “Ignorance on Fire” High “Retired on the job” • Adapted from Paul Hersey and Ken Blanchard, Situational • Leadership model LM/HC HM/LC 2) Coaching 3) Participating Relationship Behavior (from Mgr) “Star” “Hesitant Harriet” HM/HC LM/LC Low 4) Delegating 1) Telling High Low Task behavior (from Mgr)

12. Breakout Practice • Imagine you are getting ready for cookie program for • the year and you have a meeting with a number of • staff who are all over the place with some being brand new, • to some very experienced and a bit disengaged, etc. each breakout room will have one “group”. Discuss what you would do to get them ready for the upcoming cookie “sale”. • Room 1 = Hesitant Harriet’s (LM/LC) • Room 2 = Ignorance on Fire (HM/LC) • Room 3 = Retired OTJ (LM/HC) • Room 4 = Stars (HM/HC) • Take :10 and have someone ready to report out.

13. Which of these approaches do you find easy to do/plays to a strength? “Retired on the job” (Low M, High C) “Ignorance on Fire” (High M, Low C) C) Participating B) Coaching “Star” (High M, High C) “Hesitant Harry” (Low M, Low C) D) Delegating A) Telling

14. Which of these approaches do you find is most challenging for you? “Retired on the job” (Low M, High C) “Ignorance on Fire” (High M, Low C) C) Participating B) Coaching “Star” (High M, High C) “Hesitant Harry” (Low M, Low C) D) Delegating A) Telling

15. Listening Choices* Low Ignoring Pretend Listening Selective Listening Attentive Listening (facts only) Empathic Listening (facts and emotions) • Energy • Required • Relationship • Built High • Adapted from Stephen Covey’s • 7 habits of Highly Effective People

16. Listening Choices* Low Ignoring Pretend Listening Selective Listening Attentive Listening (facts only) Empathic Listening (facts and emotions) • Energy • Required • Relationship • Built Sympathetic Listening (agreement) • Adapted from Stephen Covey’s • 7 habits of Highly Effective People High

17. Listening to Show Caring Without Caretaking Move to problem-solving 3 • Advising • Probing • Interpreting • Evaluating Ask for detail 2 Reflect emotion/feeling 1

18. Demo

19. Breakout Practice • Have someone with a situation they are • dealing with, be the “Teller” who tells the story • The “Listener” is restricted to: • Asking questions • Summarizing/clarifying • No advice giving • Goal = help the Teller find their own answer; be empathetic where appropriate • Observers see if you can notice what your response tends to be as you listen to the Teller’s story • Take :10

20. Suggestions… When talking with others looking for “answers” they need to figure out for themselves, avoid giving advice. Instead, prompt them to do their own thinking “What are your thoughts?” “What do you think makes sense?” “What do you want to do with this?” When delegating a task, ask the person you’re coaching to summarize back to you what they heard to assess their understanding.

21. “In the improv world the working paradigm is one of shared control. It differs from the “I lead and you follow” model in that both parties must stay alert and energized and actual leadership is likely to change moment by moment. Both (or all, if more than two) are always responsible, while neither (or no one) is ‘in control’ in an absolute sense. The rule is that all improvisers have the right and responsibility to move the scene forward, adjusting always to what the new reality is. Doing what needs to be done becomes the guiding principle.” Patricia Madsen, Improv Wisdom

22. Questions/ Observations?