Stage One pre-reading assignments
Instructor will assign various reading materials to everyone in the session.
Instructions will be provided on what to preapre for the class.
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Stage Two Visioning Accountability
We need to understand and clearly envision exactly what accountability is, and what it looks like when a colleague exhibits it. It is a personal choice to rise above one's circumstances and demonstrate the ownership necessary for achieving desired results to See It, Own It, Solve It and Do It.
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Stage Three Understanding Motivation
Frederick Herzberg (1923-2000), was a clinical psychologist and pioneer of 'job enrichment.' He is regarded as one of the great original thinkers in management and motivational theory.
Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been (and still now by the unenlightened) believed.
Our current business operating system – which is built around external, carrot-and-stick motivators – doesn’t work and often does harm. We need an upgrade. And science shows the way. This new approach has three essential elements: (1) Autonomy – the desire to direct our own lives; (2) Mastery – the urge to make progress and get better at something that matters; and (3) Purpose – the yearning to do what we do in the service of something larger than ourselves.
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Stage Four Asking the right questions
We want to ask effective questions. The questions we ask literally guide the coaching conversation. We can use questions to focus the colleague’s thinking – to narrow it or to expand it.
The questions we ask ourselves can limit or expand our own thinking. Our internal questions can make us effective as a coach, or they can restrict our effectiveness
The ORID Model for questions helps the coach construct questions that are useful in the various phases of coaching. Without this model, we find that many coaches get stuck just asking one type of question. If we are conscious of the ORID Model, our questions become more diverse, and more engaging for the colleagues that we are coaching.
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Stage Five Turning talents into strengths
In this section we’re going to focus on how the effective coach can help a colleague be more aware of his natural talents and abilities, and then help guide the colleague to use them more effectively so that they become strengths.
The effective coach knows the strengths of the colleague so that the coach can help the colleague use strengths to move to higher levels of accountability. The Gallup Organization has conducted research that demonstrates increased engagement through focusing on strengths. In their research they found that if a manager entirely ignores a colleague, there is a 40% chance that the colleague will be actively disengaged.
The traditional notions of change and development came out of a worldview that change results from addressing problems and overcoming resistance gradually, over time. New philosophies claim that if people can manage their strengths and past accomplishments wisely, they can achieve greater benefits than if they toil away at incremental improvements to their weaknesses.
In this approach, the coach begins by working with the colleague to identify a coaching topic. In appreciate inquiry, the coach helps the colleague reframe a problem as a positive topic statement. For example, instead of “I want to stop ending a sales call weakly,” the positive statement might say “I want to end sales calls more effectively by making advancements and asking for the business.” Notice that the focus is on what you want to move toward, not what you want to move away from.
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Stage Five Moving above the line
A thin line separates success from failure, the great companies from the ordinary ones. Below that line lies excuse making, blaming others, confusion and an attitude of helplessness, while above that line we find a sense of reality, ownership, commitment, solutions to problems and determined action.
ScheduleIs this course only theory and no practice ?
This is a very hands on session with many individual and team exercises. The activities are designed to reinforce and practice what concepts are covered. By the end of the day participants are stinulated and ready to apply the learning in their real situations.
How much time does it take to master coaching ?
Every person learns at a different pace. Typically we have seen that participants get really good at coaching after three months of rigourous application in real life situation. Application is the key.
When should I learn Strangth Based Coaching ?
This training helps everyone who is working in teams and needs to influence others to get their job done. It is especially useful to managers who have people development responsibilities.
