Creang(aPowerful(Coaching( PresenceCreang(aPowerful(Coaching(Presence...

Crea%ng a Powerful Coaching Presence

Piper Jaffray Women’s Symposium August 17, 2012

1 Live. Work. Thrive.

Objec%ves for Today Relevant …Prac%cal

…Provoca%ve

…Ac%onable


What We’ll Cover •  What is Coaching, anyway? •  Why is Coaching important?

•  When is Coaching effec%ve? •  How to develop a Powerful Coaching Presence -‐ Key DO’s

and DON’T’s

•  Now! Coaching in Ac%on


Dis%nc%ons


Mentoring Coaching

Dis%nc%ons


Mentoring Coaching

• Co-‐created partnership • Characterized by trust and care • Meet regularly • Focus on growth and development • Clearly defined goals, roles, expecta%ons and %meframes

Dis%nc%ons


Mentoring Coaching

• Focus is on broad development; results may occur short-‐term or long-‐term • Rela%onship is driven by the mentee • Mentor is not accountable for the work of the mentee • Mentor shares wisdom and knowledge gained from experience • Mentor is not inside the hierarchy / power-‐free • Dura%on is 1 year +; defined by mentee / mentor • Always confiden%al


Dis%nc%ons


Mentoring Coaching

• Focus is on broad development; results may occur short-‐term or long-‐term • Rela%onship is driven by the mentee • Mentor is not accountable for the work of the mentee • Mentor shares wisdom and knowledge gained from experience • Mentor is not inside the hierarchy / power-‐free • Dura%on is 1 year +; defined by mentee / mentor • Always confiden%al


• Focus is on job performance and results for a specific period of %me • Rela%onship is driven by the organiza%on • Manager / coach is accountable for the work of the coachee • Manager / coach provides direc%on based on role, exper%se • Manager / coach is in a posi%on of power / inside the hierarchy • Dura%on is defined by the job / organiza%on • Almost always confiden%al; manager has responsibility to the company as well as the coachee

Dis%nc%ons

Mentoring

Coaching Consul%ng


I Spy… Coaching?

Live. Work. Thrive. 9

What is Coaching? •  Coaching is the art and prac2ce of guiding a person or

group from where they are toward the greater competence or fulfillment that they desire

•  Coaching is partnering in a thought-‐provoking and crea2ve process to support the coachee in achieving new results

•  Coaching honors the coachee as the expert in his/her life

and work and believes that that every coachee is crea2ve, resourceful and whole


Why Coaching?


When to Coach: Openings •  Performance assessment

•  Breakdowns •  Broken promises or commitments

•  Request for coaching •  Need for new skill •  Business need, e.g. quality, lower cost


Coaching Competencies

13

• Ac%ve Listening • Powerful Ques%oning • Direct Communica%on

• Crea%ng Awareness • Designing Ac%ons • Planning & Goal Segng • Managing Progress & Accountability

• Establishing Trust and In%macy with the Client • Coaching Presence

• Mee%ng Ethical Guidelines and Professional Standards • Establishing the Coaching Agreement

Segng the Founda%on

Co-‐Crea%ng the Rela%onship

Communica%ng Effec%vely

Facilita%ng Learning and

Results

Interna'onal Coach Federa'on (ICF) Core Competencies

Live. Work. Thrive.

Coaching starts with the Rela%onship Establishing Trust – How do you:

•  Ask permission to coach, par%cularly in sensi%ve, new areas? •  Show genuine concern for the coachee’s welfare and future? •  Con%nuously demonstrate personal integrity, honesty and

sincerity? •  Demonstrate respect for coachee’s percep%ons, learning style,

personal being? •  Provide ongoing support for and champion new behaviors and

ac%ons?

(Interna'onal Coach Federa'on/ICF Core Competencies)


Coaching starts with the Rela%onship Coaching Presence

•  Are you present and flexible during the coaching process, dancing in the moment?

•  Do you access your own intui%on and trust inner knowing – go with your gut?

•  Are you open to not knowing and taking risks? •  Do you see many ways to work with the coachee, and choose in the

moment what is most effec%ve? •  Do you use humor effec%vely to create lightness and energy? •  Do you confidently shik perspec%ves and experiment with new

possibili%es for your own ac%ons? •  Do you demonstrate confidence in working with strong emo%ons, not

gegng overpowered or enmeshed by the coachee’s emo%ons?


Coaching Presence DON’Ts •  Tell vs Ask •  Constant interrup%ons •  Area of focus and outcomes are unclear •  Machine-‐gun ques%ons •  Ques%ons aren’t linked to stated goals •  Language reflects consul%ng or advising •  Push and pull to get coachee to do or say

something •  Use “should, shouldn’t, need to” •  Focus on your performance as a coach vs

what’s going on with the client •  Confuse powerful presence with being

nice or pleasing •  Get caught up in the “story”


Coaching Presence DO’s •  Enrollment •  Have coachee establish clear goals/outcomes for coaching •  Be fully present •  WAIT (Why Am I Talking?) •  Ask open-‐ended ques%ons that deepen learning, linked to goals •  Use silence – allow for “white space” (SILENT=LISTEN) •  Keep the conversa%on focused on present •  No%ce language, emo%ons and body – yours and your coachee’s •  Ask permission when entering sensi%ve areas •  Acknowledge successes or sa%sfying behaviors •  No%ce and share “what’s so for you” for the coachee to consider •  Create clear commitments at the end of conversa%on


Coaching in Ac%on


Coaching Commitments •  Prac%ce Partner •  What’s your

commitment to improving your coaching presence? –  Ac%ons & Prac%ces

•  What will be evidence of progress?

•  When and how will you check-‐in with your prac%ce partner?


“We see the world not as it is, but as we are.”

~ Albert Einstein


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