DecisionWise - The Psychology of Coaching
-
Upload
decisionwise -
Category
Business
-
view
256 -
download
4
description
Transcript of DecisionWise - The Psychology of Coaching
Dr. Tracy MaylettPresident/CEODecisionWise
Dr. Paul WarnerDirector of Consulting
DecisionWise
The Psychology of CoachingHelping Managers DRIVE Individual & Organizational
Change
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
2
360-Degree Feedback
Employee Engagement
Leadership Coaching
Talent Assessment
Awareness | Action | Accountability
Clients
About DecisionWise
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
3
Our Purpose Today
Clarify common coaching misconceptions
Discuss the application of psychology in coaching
Review the manager’s role as a coach
Introduce the DRIVE coaching philosophy
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
4
The Roots of Coaching
1758: Human behavior and emotion can be understood through Phrenology-analyzing the structure of the skull
1890: Sigmund Freud uses medical case studies and psychoanalysis to understand the role of the subconscious in human thought and emotion
1970-80s: Organizational Development becomes an established discipline in HR and academic arenas
2000: Positive Psychology developed by Martin Seligman in opposition to the medical model in clinical treatment of mental illness
Present: Contemporary
Coaching
1968: Beginning of the Human Potential Movement. Abraham Maslow develops Hierarchy of needs
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
5
And the Survey Says…
Lowest-scoring themes:• “My manager provides me with regular
feedback about my performance.” (Employee survey)
• “This person takes the time to coach, mentor, and support others.” (360)
• “This individual provides feedback in a way that facilitates improvement.” (360)
From our 2010 Employee Engagement Database (7+ million responses) and 360-Degree Feedback Database (1.2+ million responses):
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
6
Why Do We Care?
Filling in the missing information:
White Christmas Effect
Dartmouth fMRI
Don’t Forget the Lyrics
Management informational vacuums
Kraemer, D.J.M., Macrae, C.N., Green, A.E., and Kelley, W.M. (2005). The sound of silence: Spontaneous musical imagery activates auditory cortex. Nature, 434, 158.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
7
Coaching is NOT…
Coaching is NOT …
Corrective Action
A Confrontation
Counseling
Micro-Managing
Code for “Bad News”
Performance Appraisal
Personal Criticism
Because …
Coaching focuses on both the past and the future.
It’s not a clash– it’s a development process that improves performance.
It’s out of the scope for coaching.
It’s not “playing the game” for them.
It’s not focused on the negative.
It’s not an evaluation of work done. They are learning while doing the work.
It’s not judgmental of the person, but the behavior.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
8
Coaching is …
Coaching is …
An ongoing process
Focused on development
Purposeful
Providing feedback
Supportive of growth
Challenging to do better
Building trust
Because …
It’s more than a singular event.
It’s learning while the work is done.
It’s focused on behaviors and action.
It provides candid, clear information.
It encourages self-awareness.
It moves us beyond a comfort zone.
It develops effective relationships.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
9
Poll
Most managers in my organization:
Effectively coach their direct reports
Do an OK job of coaching their direct reports
Mostly conduct corrective action interventions
Can't even conduct a performance review
Rely on HR to solve their problems
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
10
Getting Personal
Harvard Business Review 2009 study of coaching practices:
3% of leaders pursue coaching because of personal issues
but…
76% of coaching engagements evolve into discussion on personal issues
Internal Coaches risk crossing a critical boundary!
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
11
The Dilemma
Most psychologists have never been managers.
Most managers have never studied the basics of psychology.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
12
AWARENESS ACTION ACCOUNTABILITY
An Effective Coaching Process
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
13
D R I V E
D R I V E Dissonance Reach Immediate Validation Environment
Steps
An Effective Coaching Process
AWARENESS ACTION ACCOUNTABILITY
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
14
Meet Dr. Stallinger
Director of Emergency Medicine for a large university medical system
Clinically strong
Responsible for over 120 employees and a significant portion of the hospital’s revenue
High employee attrition
Time-to-treatment levels are unacceptable
Recent high-profile treatment issues
Lost the confidence of hospital administration, the Board, and the University
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
15
D R I V E Dissonance Reach Immediate Validation Environment
Steps
Dissonance:
1. Lack of agreement, consistency or harmony; conflict. 2. Current state versus desired state.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
16
We have a natural desire to resolve dissonance:
MUSICBUSINESSPERSONALPHYSICALEMOTIONALRELATIONSHIPSETC…
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
17
Awareness: Internal and External Dissonance
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
18
Awareness: Resolving Dissonance
Current State
Current State
Desired State
Current State
Desired State
Desired State
Current Dissonance Desired
xxxxxxxxx Deny that Dissonance exists
Change the desired state (REACH)
Change behavior to match the desired state
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
19
Dissonance: Preserving Sense of Self
PHANTOM COACHING:
V.S. Ramachandran- Phantoms in the Brain
78% of 360 participants score themselves higher
Freud’s ego defenses
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
20
Awareness: Denying the Dissonance
Naïve Realism: Each of us thinks we see the world directly, as it really is. We also think that what we see is what everyone else sees.
Self-serving bias: tendency to use or make dispositional attributions (put our own spin on) for success, and situational attributions (explain away or justify) for failures.
Ego Defenses: We will approach this dissonance in a way that maintains our self-concept and esteem.
Negativity Bias: The tendency to focus all attention on negative feedback.
Individual Perceptions
Reality
Barriers to Leadership Intelligence®
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
21
Awareness: Changing the Desired State
Often, we try to resolve dissonance by shifting our REACH.
(Belief disconfirmation; Induced compliance; Free choice; Effort-justification…)
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
22
Awareness: Creating dissonance
Feedback- Reinforcing or redirectingOne-on-one, direct360-degree feedbackPerformance evaluations
Metrics and measurements; KPIs
Allow natural consequences to occur (example: children)
Visioning: Identify possibilities and REACH
Others?
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
23
Creating Dissonance: Dr. Stallinger
Reviewed KPIs
360-degree feedback
Other psychometric assessments
Direct feedback from hospital CEO Looked for “evidence”
Stepped through a REACH exercise
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
24
D R I V E Dissonance Reach Immediate Validation Environment
Steps
Reach:
1. (noun) Capability; limit. 2. (verb) To gain with effort.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
25
Awareness: Reach
WHY NOT START HERE? (Most coaching models “begin with the end in mind”)
Change does not occur without a triggering event (Dissonance)
A destination must include a reason (the “why”) for getting there. This is where emotion and logic meet.
Without clear Dissonance, we tend to forget the compelling “why,” and give up before we get there.
Many goals are simply wishes, and not within reasonable reach.
Managers incorrectly assume that because they (managers) have set the vision, dissonance will follow.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
26
Awareness: Reach and Visioning
I want to see my grandkids grow up.
I’m tired of feeling joint pain.
My cholesterol is too high.
I’m embarrassed asking for a seat belt extension on the airplane.
I feel better when I work out
I want to play Basketball with my Teenage Daughter.
I want to be healthy.
I love to ski.
These pants don’t fit.
I am in Control.
Alberto’s restaurant’s all-you-can-eat couldn’t be good for me. Is that even beef?
I liked the way I looked when I was running each morning. I am more productive at
work when I’m healthy.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
27
The Paradoxical Theory of Change
says that…
change occurs when one becomes what he is, not when he tries to become what he is
not.Arnold Beisser, M.D. Paradoxical Theory of Change" originally appeared in Fagan and Shepherd's Gestalt Therapy Now
Awareness: Reach and Visioning
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
28
Reach: Dr. Stallinger
I SHOULD be Attending Physician of the year.
I can help more people.
My ineffective relationships are impacting my clinical effectiveness.
I want people to want to be on my team.
I’m better than this.
This is serious… I could be fired!
I used to be at the forefront in teaching research. It felt good. I want to be back there.
Being more effective would call for less hours, and improve my own health.
I need to do it for my patients.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
29
D R I V E Dissonance Reach Immediate Validation Environment
Steps
Immediate Steps:
1. Immediate, clear actions leading to the REACH 2. Behaviors or habits
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
30
Why Immediate Steps
Easier to begin (1/4-mile versus marathon)
Creates momentum (going in the right direction)
Minimizes discouragement (I can see accomplishment)
Uses Self-efficacy as the motivator (Belief in my ability to perform specific tasks)
Continues to challenge the individual
It’s easy to observe outcomes
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
31
Action: Immediate Steps
If I play this through to the end, will this action
lead to my desired Reach?
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
32
Action: Dr. Stallinger’s Immediate steps
Within the next 10 days…
Interpersonal:Create the “Network” relationships diagram
Review 360 results with direct reports
Review REACH exercise
Clinical:Implement new pain protocol procedures
Increase provider hours with mid-level providers for lower acuity patients
Identify and contact 3 best practices hospitals that have implemented a Rapid Medical Examination process
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
33
D R I V E Dissonance Reach Immediate Validation Environment
Steps
Validation:
Part One: Measurement Part Two: Acknowledgement, reward, recognition
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
34
Accountability: Validation
Emotions associated with reaching goals:
(1) Pre-goal attainment positive affect : the pleasurable feeling you get as you make progress towards your goal
(2) Post-goal attainment positive affect : the pleasurable feeling you get after you reach your goal.
Richard Davidson, PhD; University of Wisconsin- Madison
Pre-goal was much more lasting and created more motivation in the change process than did
post-goal emotions.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
35
Validation: Measurement
Don’t let the goal get in the way of the reach:
Too focused on the metric
We get easily discouraged if we don’t see validation along the way
Are we measuring what’s really important?
Customer Service
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
36
Accountability: Validation through Measurement
THE MYTH OF MEASUREMENT:
“On a daily level, there was the competition between the air force and the navy, which sometimes led to the misuse of men and equipment, and if not to outright lying, then to exaggerated claims about the damage inflicted during air strikes. One manifestation of the competition was in the sortie rate—a sortie being one round-trip combat flight by one airplane—which was used as a measuring stick to show how hard each service was working to win the war. When a bomb shortage occurred in early 1966, both the air force and the navy sent their planes up with only one or two bombs per plane, to keep their sortie rate high and prevent their competitor from getting ahead in the statistics game. There was constant pressure to show results in the numbers of targets hit.”
(Zalin Grant in “Over the Beach: The Air War in Vietnam”).
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
37
Accountability: 90-day Measurement
July August Sept
Customer Service 11% 28% 49%
Left w/o Being Seen 12.94% 10.14% 8.20%
Ave min to treatment 92.3 51.1 28.2
Length of Stay (Mins.) 267 265 282
Volume/Volume per Day 5228/169 5794/187 6127/204
Increase Employee Engagement Scores by 30%
Meet with Coach weekly
Weekly Sr. Team meetings
85% ratings by Administration
Complete one-on-ones with Sr. ER physicians
Complete the book “Switch”
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
38
D R I V E Dissonance Reach Immediate Validation Environment
Steps
Environment: 1) The circumstances that surround one 2) The factors that act on an organism, population, or ecological community
and influence its survival and development
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
39
Accountability: Environment
Without treatment, nearly 95% of Meth addicts will return to drug use
within one year.
Only 5% to 10% of those that lose weight are able to keep it off
beyond a 2-year period.
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
40
Accountability: Environmental acclimation
ABILITY TO ACCLIMATE TO SUCCESS AND FAILURE:
Weight loss
Lottery winners
Major physical loss
Inaccuracy at predicting future satisfaction (I would be happy if…)
Adaptation Principle (creating a baseline)
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
41
D R I V E
D R I V E Dissonance Reach Immediate Validation Environment
Steps
An Effective Coaching Process
AWARENESS ACTION ACCOUNTABILITY
©2011. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com
42
Tracy MaylettPresident and [email protected]
Paul WarnerDirector of Consulting [email protected]
1.800.830.8086www.decision-wise.comwww.decision-wise.com/blogLinkedIn: “Leadership Intelligence”Twitter: DecisionWise
360-Degree Feedback
Employee Engagement
Leadership Coaching
Talent Assessment