6/30/2016. The Art of Coaching In Child Welfare. Introductions. Name County/Agency In three words describe your ideal vacation.

Transcription

1 The Art of Coaching In Child Welfare Introductions Name County/Agency In three words describe your ideal vacation Shared Agreements 1

2 Reflections What strengths do you bring to your role? Which areas would you like to stretch and grow in as you strengthen your leadership skills? What are the qualities of a great coach? Coaching Definition Coaching is a process by which the coach creates a structured, focused interaction with learners and uses appropriate strategies, tools, and techniques to promote desirable and sustainable change for the benefit of the learner, making a positive impact on the organization. Adapted from Mink, Owen, & Mink, 1993; Coz, Bachkirova, & Clutterbuck Practice Coaching The coach supports the learner in becoming more comfortable utilizing the knowledge, practice, and tools acquired from a training. The focus is on becoming proficient in a practice or the utilization of specific tools or concepts. 2

3 Reflective Coaching The coach supports the individual to explore the areas where there may be resistance, assumptions, bias, or expectations that are impacting their decision making, assessment, goal achievement, or work with families or colleagues. Coaching Is not therapy It is therapeutic Is not just listening It is creating a safe space Is not directive It is inquiry Is not punitive It is an opportunity for development and growth Role of a Coach - Support learners in meeting a specified goal. - Guide the learner s process, reflection, and transformation through the use of powerful questions. 3

4 A Coach o Provides a space for growth, reflection, and change to occur o Supports learners in finding alternative perspectives o Listens for possibilities o Offers tools o Adds clarity o Encourages action o Defines measurable outcomes o Acknowledges accomplishments The Mindset of Coaching Patience Curiosity Honor the learner as a whole person Focus on the person, not the task Be in the moment with the learner Practice self-management skills Honor that each learner has the answers within themselves And Coach from the mind and HEART! Assumptions & Bias In what ways can assumptions and bias show up in when coaching? 4

5 Reacting vs Responding Reacting vs Responding What s the difference? How do you know when you are reacting? Responding? We react when we see a broken person we want to show people their faults we disagree with a person s culture, beliefs, choice we listen at level 1 We respond when we see the whole person we look beyond the issue and see the person we respect and honor the experiences that shape a person we listen at level 2 and 3 5

6 What is Leadership? Activity! Practice Leading from the Front and from Behind Co-Active Coaching: Changing Business, Transforming Lives; House, House, Sandahl and Whitworth No Blindfold What was it like to give direction? What were you mindful of when giving directions? What did you do best? What would you do differently? Blindfold What was your experience like? What did you find easy about this exercise? What did you find difficult/challenging about the exercise? 6

7 What does leading look like? Leaders lead when they are Authentic o self aware and vulnerable Influential o create meaningful communication that connects people Adding Value o passion and aspiration to serve self, youth, families, team, community and their organization Leadership from the Inside Out - Kevin Cashman, 2008 What does leading look like? Leaders lead when they are Focusing on who they are being not just what they need done Seeing the person not just the task When they are ALWAYS leading What do you think? What is the difference between leading and managing? When is it most effective to lead? When is it most effective to manage? 7

8 Lead people, manage things. -Steven Covey, Leadership speaker and author Listening Listening Pair up with someone you don t know. Choose who will be the speaker and who will be the listener. Listener: Your role is to listen intently- no asking questions Speaker: In one minute time, you will share with your listener what a day in your life as a supervisor/manager/or other role is like. 8

9 Listening Switch Roles Listener becomes the Speaker Speaker becomes the Listener Listener: Your role is to listen intently- no asking questions Speaker: In one minute s time, you will share with your listener what a day in your life as a supervisor/manager role is like. Debrief In your pairs, briefly discuss the following Listener: o What was it like to be the listener? o How would you rate yourself as a listener for this exercise? 1 = you are wondering if they teach a class in listening you could enroll in 10 = being a good listener is just who you are and you rocked this Speaker: o How did it feel to be the speaker? o Any feedback for your partner? Listening Level 1 Listening to your own voice Paying attention to what is happening inside of you your own thoughts, feelings, beliefs, judgments We spend most of our time here The spotlight is shining on you Examples o Thinking about how something being said impacts you or what you think about it o Thinking about what you would do or how you might fix the problem When coaches are listening at level 1, they are focused on themselves instead of the learner and they will miss important information the learner is expressing. 9

10 Level 1 Listening Listening Level 2 Complete and focused attention is on the other person Listening to what the other person is saying Paying attention to emotion The spotlight is shining on the other person Silence allows space for the learner Example o You are on a date in a noisy restaurant and the only thing you are aware of is the person sitting across from you When coaches listen at level 2 they are able to see beyond the words that the person is using Listening Level 2 10

11 Practice! Listener use level 2 listening Speaker Thinking of your last conversation with your partner, discuss some of the aspects you enjoy most about your role as supervisor/manager/other Switch roles! Debrief In your pairs, briefly discuss the following Listener: o What was your level 1 dialogue? o How was level 2 listening different from level 1 for you? Speaker: o What did you notice when your partner listened at level 2? o What feedback do you have for your partner? Add anything else you want to share with your partner Listening Level 3 Attention is global Listening to everything you see, feel and hear Paying attention to everything that is present Intuition The spotlight is illuminating everything Make space for silence When listening at level 3, coaches are aware of when and how they are impacting the learner 11

12 Listening Level 3 Practice! Listener use level 3 listening and o Ask questions for clarification, more information or to take the conversation deeper Speaker Tell you partner what you find most challenging about being a supervisor/manager/other. Switch roles! Debrief In your pairs, briefly discuss the following Listener: o What was your level 1 dialogue? o How was level 3 listening different from levels 1 and 2? Speaker: o What did you notice when your partner listened at level 3? o What feedback do you have for your partner? Add anything else you want to share with your partner 12

13 Listening for Coaching What did you learn about yourself? Which level of listening is best for coaching? Video POWERFUL QUESTIONS 13

14 What makes a question powerful? A powerful question Is clear Is concise Is direct Is open-ended Derives from curiosity Reflects level 2 and 3 listening Shows an understanding of the learner s perspective Invites introspection and discovery Leads to insight and clarity Has the learner looking forward Challenges the learner s views A Powerful Question is NOT: Offensive Closed-ended Unrelated to the focus of the conversation A question that starts with why About you 14

15 You know you ve asked a powerful question when the learner Says That s a good question! Pauses and ponders before answering When they have new awareness and/or insight into what is being discussed or about themselves POWERFUL QUESTIONS Getting Clear - Get beyond the noise to the heart of the situation Gaining Awareness Shine the light on what you are noticing Imagining and Resolving Look at what is possible Reality Check Creating the Process and Commitment Take-away and Next Steps Game Rules - EACH TEAM WILL HAVE 2 MINUTES TO BRAINSTORM POWERFUL QUESTIONS FOR EACH CATEGORY - THE TEAM THAT WINS THE FACE OFF GETS TO REPORT BACK FIRST - ANY DUPLICATE QUESTION DOES NOT COUNT - ANY CLOSED ENDED QUESTION WILL BE MINUS 1 15

16 Scenario One of your colleagues approaches you because they are feeling triggered by one of the people they work with. They tell you that every time they meet this person they feel so annoyed that they can hardly hear what they are saying. It s time to play Face Off Name the level of listening when the spotlight is on the other person Thinking about the scenario brainstorm powerful questions that will help in GETTING CLEAR 16

17 GETTING CLEAR What s happened that is making you angry? When do you notice that you start getting angry? What is your role in co-creating this dynamic? Face Off What are the 3 places where one can lead from? Thinking about the scenario brainstorm powerful questions that will help in GAINING AWARENESS GAINING AWARENESS What s behind this? How do you know when you are getting angry? Where do you feel it in your body? What are you really saying? 17

18 Face Off Coaching is not Thinking about the scenario brainstorm powerful questions that will help in IMAGINING AND RESOLVING IMAGINING and RESOLVING What do you want it to look like moving forward? What s possible? If nothing changes in the next (time) what will it look like? Face Off Thinking about this morning s conversation about the coaching definition - What are the two different types of coaching? Thinking about the scenario brainstorm powerful questions that will help in REALITY CHECK 18

19 REALITY CHECK How is this serving you? If you don t do anything differently, what s possible from there? How realistic is this plan? What s the cost of not changing? Face Off In coaching we honor that the person Thinking about the scenario brainstorm powerful questions that will help in CREATING THE PROCESS and TAKE AWAY AND NEXT STEPS CREATING THE PROCESS and COMMITMENT What s your commitment? On scale of 1-10 What are you committed to doing differently? What can you do now to move you toward your goal? What does getting there look like? 19

20 TAKE AWAY and NEXT STEPS What needs to happen for you to begin today? What did you learn? What will you do now that you didn t do before? Final Round In this round the team that wins the face off will have the opportunity to answer. If they get 3 incorrect answers the other team has one chance to give a correct answer and steal Top 8 answers are on the board.. Name one of the aspects we talked about when talking about the Mindset of Coaching Hint Slide with brain and hands around heart Thoughts About Powerful Questions? 20

21 Journaling Answer the following questions: o How did you show up differently today? o What did you do that stretched you outside of your comfort zone? o Where do you want to expand even more? o What are you willing to do for that growth? Next Steps Practice what you ve learned. In every conversation until you return o o o Practice listening at levels 2 and 3 and be curious about everything! Ask powerful questions Notice what is different Share Your Commitment Write down one thing you will do to reinforce what you learned. Share what you are committing to with the person next to you and ask them to follow up with you in a week so you can let them know about your experience. Share what you learned in your next team meeting or share with your supervisor/manager. 21