Congruent Coaching: An Exploration

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"Congruent Coaching: An Exploration"

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Presented by:

Johanna Rothman Rothman Consulting Group, Inc.

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Johanna Rothman Rothman Consulting Group, Inc.

Known as the “Pragmatic Manager,”Johanna Rothman helps organizational leaders identify problems and risks in their product development and recognize potential “gotchas,” seize opportunities, and remove impediments. Johanna is the technical editor foragileconnection.com and is author of Manage Your Job Search, Hiring Geeks That Fit, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects, the 2008 Jolt Productivity award-winning Manage It! Your Guide to Modern, Pragmatic Project Management, and Behind Closed Doors: Secrets of Great Management. She is currently writing a book about agile program management. In addition, Johanna writes columns for Stickyminds.com and projectmanagment.com, and blogs on jrothman.com, andcreateadaptablelife.com.

Congruent Coaching: An Exploration

Johanna Rothmanwww.jrothman.com@[email protected]

781-641-4046

© 2013 Johanna Rothman

Why Are You Here?

What are your objectives today?

Everyone: write three cards about a situation where you

would like some coaching, one to a card. Keep those cards

for later.

2


Let’s Do a Little Practice

Pair up into coach/coachee

Send me your coach

I’ll give you a project

You’ll practice some coaching

We’ll debrief together

3


What is Coaching vs. Others?

Coaching: Offering options with support

Feedback: Information given in the present about an event in

the (recent) past with the hope of influencing the future

Mentoring: professional developmental partnership through

which one person shares knowledge, skills, information and

perspective to foster the personal and professional growth of

someone else.

Teaching: instruction. Formal guidance in studies. 4


Feedback “Recipe” From BCD

Create an opening to deliver feedback.

Describe the behavior or result in a way the person can

hear.

State the impact using “I” language.

Make a request for changed behavior.

5


Coaching Checklist

Could this person be more effective if he or she made

some changes?

Is the coaching about the work or behaviors related to

the job?

Does the person want to work on this?

Does the person want your help?

6


How to Coach

Ask questions

Generate options with support

Help person see results of each option

Develop SMART goals

Decide when to check in again

7


Ask Questions

Help people see the real problem

Ask questions

Ask the person to collect data

Ask the coachee to ask questions of themselves

What else can you do/have you done?

8


Generate Options With Support

Use the Rule of Three

Consider using “Steps” instead of options

Use alternatives other than teaching

When possible, do not lead the coachee to your answer

Active listening skills count

9


Evaluate Results/Consequences of Options/Alternatives

Help people see the potential results of their options

Help people see the potential consequences of their next

steps

Language matters!

What else can you say?

What other tools can you use?

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SMART Goals

Specific, Measurable, Actionable, Relevant, Timely/

Timebound

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Action Plans

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Action Who When

Starts with a verb Real name of a human being

Date in this millenium


Speed Coaching

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Organize yourselves into triads: Coach, coachee, observer

You will each have the opportunity to take one of the positions.

Coachee, take one of your cards.

Coach, start coaching.

Observer, you will provide feedback at the end of the time.

I will timebox you.

After everyone has a chance, we will debrief together.


What’s Your Preferred Coaching Role?

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Explore Coaching Stances

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Do You Ever Inflict Help?

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In your triads,

Did you find yourself inflicting help?

Did you want to inflict help?

Brainstorm all the ways you inflict help



How Do We Not Inflict Help?

In your teams

Brainstorm ways to prevent yourselves from inflicting

help


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References

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Champion, Douglas, David Kiel, and Jean McLendon.

Advisor’s Roles- Choosing a Consulting Role: Principles and

Dynamics of Matching Role to Situation. Originally published

in Training and Development Journal February 1990

Bolton, Robert. People Skills: How to Assert Yourself, Listen to

Others, and Resolve Conflicts. Simon & Schuster, 1979.

Rothman, Johanna and Esther Derby. Behind Closed Doors:

Secrets of Great Management. Pragmatic Bookshelf. 2005.


Stay in Touch?

Pragmatic Manager: www.jrothman.com/

pragmaticmanager

Please link with me on LinkedIn

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Congruent Coaching: An Exploration

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