Coaching Through Resistance ~ Christine Ly UC Davis Center for Human Services
Round One! How long has your partner worked the Human Services / Non-Profit Field (in all capacities)? Less than 5 years = What brought you to Human Services? 5 years or more = Why did you stay in Human Services?
Round Two! Round Two! What is your partner s greatest strength as a Human Services Professional? What is their greatest opportunity for growth?
Round Three! If someone was to meet you for the first time, what would they be surprised to learn about you? Or What do people tend to assume about you that is inaccurate?
Learning Objectives What is Coaching? GROW Model Working with the Change Process Rolling with Resistance
What is Coaching?
What s Your Definition of Coaching?
What can hinder the coaching process? High Caseloads = less time Case manager is uncomfortable in the role of a coach Management may not be supportive of the process Participants are not always willing to participate in the coaching process
GROW Model Diagram G GOAL What do you want to do? R REALITY Where are you now? O OPTIONS What could you do? W WAY FORWARD What will you do? Created by Alexander Graham, Sir John Whitmore and colleagues in the 1980s, it was popularized in Sir John s best-selling book, Coaching for Performance.
GROW Model Diagram What is your main priority right now? G GOAL What is your long term / short term goal? What is your employment goal? Is it S.M.A.R.T?
Specific S Measurable M Attainable A Relevant R Time-Bound T
S Specific M Measurable A Attainable R Relevant T Time-Bound Specific: Be specific about what you want to accomplish. The mission statement for your goal. Should include answers to the W questions Who What When Why
S Specific M Measurable A Attainable R Relevant T Time-Bound Measurable: How are you going to determine if you meet the goal? Provides a way to measure progress Set specific tasks to accomplish (Milestones) School = Semesters Work = First Interview, First Job, Passing Probation, etc.
S Specific M Measurable A Attainable R Relevant T Time-Bound Attainable: How important a goal is to you and what you can do to make it a reality May require developing new skills and changing attitudes Meant to inspire motivation Do you have the tools/skills needed? If not, consider what it would take to attain them
S Specific M Measurable A Attainable R Relevant T Time-Bound Relevant: Focusing on the ultimate goal of becoming self-sufficient. Activities tied to WTW Plan Tying motivation to interest leads to engagement
S Specific M Measurable A Attainable R Relevant T Time-Bound Time-Bound: Anyone can set goals, but if it lacks realistic timing, chances are you re not going to succeed. Ask specific questions about the goal deadline and what can be accomplished within that time period. Creates a sense of urgency.
SMART Action Steps Steps should be simple and easy to follow Each SMART goal should have at least 3 SMART action steps At least one of the steps must include the case manager responsibility to build a feeling of partnership and accountability
1.Childcare 2.Transportation 3.Get a Job 4.Homeless 5.Education
GROW Model Diagram What is your present situation? (in detail) R REALITY What are your concerns and obstacles? Who is affected in your family regarding this issue? How much personal control do you have over the outcome?
Stages of Change
4 Principles of Motivational Interviewing Express Empathy Skillful reflective listening is fundamental Develop Discrepancy Awareness of consequences is important A discrepancy between present behavior & important goals will motivate change Support Self Efficacy Belief in the possibility of change is an important motivator The client is responsible for choosing & carrying out personal change Roll with Resistance Resistance is normal! Client may be unsure about the case worker
Rolling with Resistance
GROW Model Diagram O OPTIONS What are the different ways you could approach this issue? What else could you do? What resources are available to you? Who in your circle can also help you?
Active Listening Traffic Light Analogy Stop- all other activities Look- directly at the speaker Listen and Reflect React- 1. Identify the important points 2. Make mental pictures 3. Record in point form 4. Make sketches 5. Make connections Developing the skills of active listening bonvictor.blogspot.com
Interviewing Skills: Reflecting Bounce back to the client what you heard Feelings Ideas Points of view Not about the words! sounds like
Interviewing Skills: Reframing Offering another perspective Offering a new & positive interpretation of negative information Try on a different pair of glasses or step into someone else s shoes
GROW Model Diagram Now what option(s) will you choose? W WAY FORWARD What do you think the next steps should be? What could happen to hinder your steps and how can you work around it? What will it look like when you accomplish this goal?
Everyday Leadership
TOL and Surveys What stood out to you today? How will you apply what you learned? How so you know if it s working?