PDC 2013 Winter Meeting

1. PDC 2013 Winter Meeting The Casual Coach Workshop December 11, 2013 Jennifer Rakstad Career Development Attorney, Dina Glassman Attorney Career Coach,

2. Introduction – Who We Are • Jennifer Rakstad, Career Development Attorney at Mayer Brown • i • International Coaching Federation Certification (ACC – Associate Certified Coach) • Started the PDC Coaching Interest Group • Dina Glassman, Attorney Career Coach at Perkins Coie • t • Member of PDC Coaching Group (co-facilitator)

3. Introduction – Workshop Goals • Participants will have a better understanding of: • What coaching is (and isn’t) • Why and when to use a coaching approach • The elements of a coaching relationship and application to your conversations • Coaching competencies and skills and an opportunity to practice them • Tools you can apply immediately to your coaching conversations • Answer any questions you have about coaching

4. Agenda • Part 1: Overview of coaching, why and when to use a coaching approach, coaching skills and competencies, set up coaching triads (2:00 – 2:30) • Part 2: Practice coaching skills in triads (intake meeting) (2:30 – 3:00 ) • STRETCH/BIO BREAK (3:00 – 3:05) • Part 2 (cont’d) Practice coaching skills in triads (coaching meeting); report back to group/group discussion (3:05 - 3:45)

5. What Coaching Is • ICF Definition: “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” • Coaching is: • Future focused (identifying and achieving a desired future) • Action and behavior oriented • Client sets the agenda and chooses the direction forward • Partnership between coach and client to achieve a client’s stated goals • Coaching outcomes include goals, vision and an identified plan; forward progress on action steps

6. What Coaching Is Not • Giving advice, “fixing” or problem-solving • Mentoring • Counseling/Therapy • Consulting • Training

7. Why Use a Coaching Approach? • Benefits of a coaching approach or taking a “coaching stance” Individual Perspective Sustained Change Accountability Progress Metrics

8. When to Apply a Coaching Approach? • Group Discussion – When might you use a coaching approach? • When there is a “coachable issue” or an “opening” for coaching • The client is motivated to make a change or shift • The client presents an issue that is not a “one-size-fits-all” • The issue involves a transition and/or an area of growth or development

9. How to take a Coaching Stance • Powerful Questions (see Handout) • Open Ended • Lead to deeper insights and awareness • Active Listening • Being present & engaged • Reflect back what you hear • Comfort in dealing with strong emotions • Body/somatic awareness • Coaching Presence & “Self as Coach” awareness • Curious & non-judgmental • Transparency

10. Key Elements of an Intake Conversation • Taking a coaching stance and conducting an “intake meeting” • Official start to the coaching relationship • Establish trust and respect, leading to client openness and expression • Confidentiality • Ethical obligation • Let client know up front the limits of confidentiality • Understanding Client Issue • What issue does the client want to address? • Inquire to deepen understanding (is this a coachable issue/is there an “opening” for coaching?) • What have they tried? What has worked/not worked? • Assess the client’s readiness and commitment

11. Key Elements of a Coaching Conversation • Building and Executing a Forward-Looking Plan • Coach restates and frames coaching issue • Creating Awareness • Identify strengths and obstacles • Consider offering self awareness exercises and potential practices • Planning and Goal Setting • Check for fit/feasibility • What have they tried? What has worked in other contexts? • Help client set realistic goals and action steps • Offer practices (behaviors client can try on) • Explore support systems • Managing Progress and Accountability

12. Practice • Get into Groups of 3/Triads • Each person will coach 2 times (once before and once after the brief break), using the same scenario • One person will be the client (you will act as client for the same coach in both practice sessions) • One person will be the observer (use Observer checklist) • Review scenarios – each group will work with both scenarios • Scenario 1: Amy transitioning back from leave • Scenario 2: Bob integrating as a lateral • Coach for 8 minutes (we will keep time for group) • Observer and client will provide feedback for 2 minutes • First Session (2:30 – 3:00) • Intake Conversations • Second Session (3:05 – 3:35) • Coaching Conversations

13. Group Discussion • Intake Conversations • What worked well? • What proved challenging? • Key take-away • Coaching Conversations • What worked well? • What proved challenging? • Key take-away • Outstanding questions?

14. Further resources • Books • Pam McLean, The Completely Revised Handbook of Coaching: A Developmental Approach • Wendy Palmer, The Intuitive Body: Discovering the Wisdom of Conscious Embodiment and Aikido • Daniel Pink, A Whole New Mind • Jenny Rogers, Coaching Skills: A Handbook • Douglas Stone, et. al., Difficult Conversations, How to Discuss What Matters Most • Handouts • Powerful Questions • Observer Feedback • Certification Information

15. QUESTIONS? • Jennifer Rakstad, jrakstad@mayerbrown.com • Dina Glassman, dglassman@perkinscoie.com