Introduction to Organizational and Leadership Coaching

1. Introduction to Organizational and Leadership Coaching Week 7 Sheila Boysen-Rotelli, PHR, PCC, Ph.D.

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. Advanced Strategic Inquiry • ... is a systematic method of understanding a person by making inquiries using the words, phrases and LANGUAGE PATTERNS of that person as the basis for those inquiries.

7. Review the Meta Model • Language is the primary means by which clients convey their frames of reference. SURFACE STRUCTURE Distortion Generalization Deletion DEEP STRUCTUTRE

8. Meta Programs SURFACE STRUCTURE Generalization Distortion Deletion META PROGRAMS DEEP STRUCTUTRE

9. Language and the Brain: Context Our brain potentially views every experience as unique. • Clients may have different perceptions, strategies and responses to seemingly similar events in different contexts. The unconscious thought and behavior patterns behind each context is reflected in language. • Coaches can determine these patterns through strategic questions and deep listening. We are influenced by language that maps to our active patterns. • Coaches can help clients gain awareness and create change by incorporating the client’s pattern in their language.

10. Putting it all Together • Advanced Strategic Inquiry Pre- contemplation Preparation Maintenance Contemplation Action Relapse

11. Meta Programs: Motivation Traits • Motivation Traits reflect how motivation is triggered and how it can be blocked. • Coaching mastery comes from matching your coaching and inquiry strategy to the client’s motivational trait pattern. • Level • Criteria • Direction • Source • Reason • Decision Factors

12. Meta Programs: Working Traits • Working Traits tell us how people deal with information and what tasks and environment is needed to be productive. • Knowledge of working traits help us create action and maintain motivation. • Scope • Attention Direction • Style • Organization • Stress Response • Rule Structure • Convincer Channel • Convincer Mode

13. Motivation Trait: Criteria • Criteria are the keys to eliciting an emotional response in a client, both positive and negative. Criteria tells us what is important. • Criteria influences decisions. We are motivated when criteria is present and de-motivated when it is not. Inquiry Questions • “What is important to you about _(your job, your future, etc.)_?” “What has to be there?”“What do you want in _(a partner, a project, etc.)_?“What counts about that?”

14. Motivation Trait: Criteria InfluencingLanguage • Weave client’s criteria words into your questions and responses • Coach to the top criteria and leave the rest behind Coaching Use • Creating connection & rapport • Strengthen the foundation of the coaching conversation • Build coaching strategies around key criteria

15. Using Meta Programs in Coaching • Listen for program patterns in the client’s language • Which patterns may be influencing / affecting the current coaching situation? • Discover/Validate patterns using the designed questions for that pattern • Use language appropriate to the client’s active pattern • Co-create strategies that fit the client’s Meta Model patterns

16. Motivation Trait: Direction • Direction tells us if a person is motivated to Move Towards a goal or Move Away Fom a problem. • Direction influences how someone is triggered to act in a given context. Inquiry Questions • “What will having that <criteria> do for you?” • “What’s important about <criteria>?” • “What will you get out of that?”

17. Motivation Trait: Direction Influencing Language • Move Towards: achieve, benefits, vision, advantages • Move Away From: avoid, fix, prevent, solve Coaching Use • Creating common ground and rapport • Building motivation for action • Mapping career criteria

18. Motivation Trait: Source • The Source program tells us where a person’s motivation and judgment comes from: Internal or External to themselves. • Source affects how decisions are made and how someone is, or isn’t, influenced by others. Inquiry Questions • “How do you know you’ve done a good job?” • “Where do you determine you’ve done a good job?” • “Who do you involve when you make decisions?”

19. Motivation Trait: Source Influencing Language • Internal: you’ll know, it’s up to you, you can decide • External: it’s recommended, they will approve Coaching Use • What role is the client looking for the coach to play? • Building client confidence and motivation • Broadening perspectives

20. Meta Programs: Motivation Traits • Motivation Traits reflect how motivation is triggered and how it can be blocked. • Coaching mastery comes from matching your coaching and inquiry strategy to the client’s motivational trait pattern. • Level • Criteria • Direction • Source • Reason • Decision Factors

21. Motivation Trait: Reason • Reason tells us if a person is motivated by having Options to choose from or Procedures to follow. • Reason gives us insights into the motivational patterns surrounding structure. Inquiry Question • “ Why did you choose...(your job, this employee, that suit) ?”

22. Motivation Trait: Reason Influencing Language • Options: opportunity, alternatives, break the rules, flexibility, variety • Procedures: correct way, tried and true, proven path Coaching Use • Matching the client’s learning style • Co-creating choices • Career coaching • Sales and marketing for coaching services!

23. Meta Programs: Working Traits • Working Traits tell us how people deal with information and what tasks and environment is needed to be productive. • Knowledge of working traits help us create action and maintain motivation.  Scope Attention Direction  Style Organization Stress Response Rule Structure Convincer Channel  Convincer Mode

24. Working Trait: Style • The Style program reveals our optimal work environment: Independent, Proximity, Co-operative. • Style affects how we prefer to interact with others in order to be most effect. Inquiry Questions Steps • 1. “ What is important to you about <context>?”2. “Tell me about a <context> experience that was <criteria>?” 3. “What did you like about it?”

25. Working Trait: Style Influencing Language • Independent: by yourself, go it alone, control • Proximity: lead others, divide the responsibilities • Co-operative: share responsibility, team, we can Coaching Use • Managing people effectively • Matching roles with candidates • Coaching skill gaps

26. Meta Programs: Working Traits • Working Traits tell us how people deal with information and what tasks and environment is needed to be productive. • Knowledge of working traits help us create action and maintain motivation. • Scope • Attention Direction • Style • Organization • Stress Response • Rule Structure • Convincer Channel • Convincer Mode

27. Working Trait: Stress Response • The Stress Response program reveals the role that feelings play when we are exposed to stress. • Stress Response reflects how our clients respond to normal, daily pressure. Are they Feeling, Thinking or at Choice? Inquiry Questions • “Tell me about a work situation that caused you trouble?” • “Tell me about a specific time at work that was difficult for you?”

28. Working Trait: Stress Response Influencing Language • Feeling: focus on emotional words (scary, tense, exciting) • Choice: move between feeling and thinking terms • Thinking: focus on logical facts (reality, data, decision) Coaching Use • Career development • Candidate selection • Coaching leaders and teams during change

29. Working Trait: Convincer • The Convincer program reveals what it takes for someone to become convinced. Once convinced, they are free to act. • The four Convincer patterns are Number of Examples, Automatic, Consistent (unconvinced), Period of time. You will also get “how” clues: See, Hear, Read, Do. Inquiry Question Steps: • “How do you know that <someone is good at their job>?” • “How many times do you have to see/hear <this> to be convinced?” “How long would you have to work with someone to know they were good at their job?”

30. Working Trait: Convincer Influencing Language • # of Examples: use the # • Automatic: “you can decide right now”, “you can assume” • Consistent: “only you can determine...” • Period of time: use the time period Coaching Use • Sales! “How will you know you’ve picked the right coach?” • Coaching through stuck spots • Coaching decision skill gaps