When you and your organisation need to outthink and outperform in our accelerating world, the leadership competency that best unlocks the genius in your teams is through coaching conversations.
2. Unlocking high performance in hyper-drive
• Understand coaching benefits.
• Appreciate the link between coaching and performance.
• Employ improved communication skills in support of coaching.
• Plan, deliver and follow up coaching.
Our objectives
5Echo
9. Reference: The Magic of Outcome Planning
OUTCOME PLANNING
Share Pre-work.
Exchange pre-work.
Coach your partner to
achieve a longer-term well-
formed outcome.
Keep track of each other’s
progress through 2 days.
(@about 8mins)
Coaching conversations
p.40
10. What do I want from this
working session? Youroutcomes
p. 7
11. WHAT
s/he wants to work on to
improve coaching.
HOW
coaching will help
in his/her role.
WHY
s/he is here for
the next 2 days.
introduce yourpartner:Name. Role. Coaching Experience.
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24. Coaching conversations
COACHEE
Their possible expectations,
challenges and fears.
COACH
Your expected outcomes.
Your possible challenges.
BENEFITS
How coaching supports
organisational objectives
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28. followers
Anyone you need to excite to deliver exceptional performance
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29. Know and show yourself - enough
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30. Leadership balance sheet
Assets Attributes Attributes Vulnerabilities
Strengths Allowable
weaknesses
Life & business
experiences
Perceived
obstacles or
history
Values Limiting beliefs
p. 21
31. vs OUTER GAME
THINK - DO - GET
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INNERGAME
results
Finding the FLOW zone
Hyper-Drive Coaching
39. Be Yourself more - with skill
Community
Authenticity
Significance
Excitement
40. 1.Have a Higher Purpose, a Mountain
to scale
2. Connect people to it and each
other
Community
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41. How do you …
Share in your group
(around 3 minutes)
…CREATE COMMUNITY ?
Coaching conversations
Page18
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42. 1. Differentiate yourself
through values,
business and life
experience.
2. Show allowable
weaknesses.
Authenticity
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43. How could you …
Share in your group
(around 3 minutes)
…BE MORE AUTHENTIC ?
Coaching conversations
Page18
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44. 1. Connect people’s efforts to
Higher Purpose or
mountain ascent.
2. Provide feedback
leveraging each person’s
talents (often
compensating for your
allowable weaknesses).
Significance
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45. How could you …
Share in your group
(around 3 minutes)
…CREATE SIGNIFICANCE ?
Coaching conversations
Page18
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53. Perceptual Filters Change your Inner Game through
loosening your habitual filters to
unlock high performance 5Echoimages courtesy of shutterstock
54. Our world today
COACHING unlocks high performance.
ACCELERATION is the new normal.
INNOVATION is seeing the usually unseen.
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62. How could you …
Share with your partner
(around 3 minutes)
…CREATE NEXT WINNING
MOVE?
SItuational sense (self)
Reflect on a difficult situation.
Notice your thoughts & feelings-
what it means to you.
What do you choose to do?
(around 2 minutes)
Page 53
63. SItuational sense (other)
How would you NOW…
Share with your partner
(around 3 minutes)
…CREATE NEXT WINNING
MOVE?
With same difficult situation:
Engage thoughts & feelings of other -
what it means to them.
Explain their possible frame of mind.
How would you excite them now?
(around 2 minutes)
Page 54
64. SItuational sense (observer)
How would you NOW…
Share with your partner
(around 3 minutes)
…CREATE NEXT WINNING
MOVE?
With same difficult situation:
Engage your thoughts & feelings of
situation now.
Explain possible mind shift for you.
How would you choose to act now?
(around 2 minutes)
Page 54
66. Goal
Reality
Options obstacles&
Wayforward
Coaching conversations
In triads:
Coach your partner using
GROW model.
A Coachee
B Coach
C Observer Track B’s OPQRS.
Then give Feedback. B to notice
own MINDSET when receiving
feedback.
(@ around 8 minutes)
Page 40
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67. PREP your LESSON for TOMORROW
Register Gnowbe micro-learning app
! http://gnow.be/cyj9rch5
! Review Taster Session 1 on Leading Self or Coaching for Leaders
Watch: TEDTalk Simon Sinek: How Great Leaders Inspire
! Use of stories - how was it effective?
Read & summarise (Hint - mind-map):
! Page 43: Re-framing: Sustaining Change via Coaching
! Page 55-56: Framing
! Page 60-63: Plan your Coaching
evening opportunity
70. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
AES CORP. (THE)
AL TRAN TECHNOLOGIES SA
AMOREPACIFIC CORP
APOLLO GROUP INC
ASSA ABLOY AB
ATI TECHNOLOGIES INC
AUTOSTRADE SPA
BARR PHARMACEUTICALS INC
BROOKFIELD PROPERTIES CORP
CAPITA GROUP PLC
CHINA INTL MARINE CONTAINERS
CJ CORP
CLEAR CHANNEL COMMUNICATIONS
CSL LTD
D R HORTON INC
DELL INC
ESPRIT HLDINGS LTD
FOREST LABORATORIES
FRONTLINE LTD
GAME GROUP PLC (THE)
H & M HENNES & MAURI TZ AB
HERO HONDA MOTORS LTD
HON HAI PRECISION IND CO LTD
IMPALA PLATINUM HOLDINGS LTD
INFOSYS TECHNOLOGIES LTD
INTL GAME TECHNOLOGY
ICI CORP BHD
KINGSPAN GROUP PLC
MAN GROUP PLC
MERITAGE HOMES CORP
MICROSOFT CORP
NOKIA (AEI) OY
NVR INC
OM GROUP INC
PENN NATIONAL GMAING INC
PUMA AG RUOLF DASSLER SPORT
SAGE GROUP PLC
SHINSE GAE CO LTD
SKYWEST INC
SPIL-SILICONWARE PREC IND CO
STARBUCKS CORP
TECHTRNOIC INDUSTRIES CO LTD
TEVA PHARMACEUTICALS
TIETOENATOR OYJ
VORNADO REALTY TRUST
WFTHERSPOON
COMPANY
CORE RESEARCH
71. NARRATIVES TO FIND A FOURTH OPTION
NARRATIVE 10
LOCK UP RESOURCES
NARRATIVE 11
CAPTIVE CUSTOMERS
BUILD ECONOMIES OF SCALE
BEAT THE COMPETITION
NARRATIVE 22
MOVE EARLY TO THE NEXT BATTLEGROUND
NARRATIVE 34
COORDINATE THE UNCOORDINATED
NARRATIVE 7
FORCE A TWO-FRONT BATTLE
NARRATIVE 32
CREATE SOMETHING OUT OF NOTHING
NARRATIVE 33
BE GOOD
OUTTHINK THE COMPETITION
NARRATIVE 27
73. NARRATIVE 7
FORCE A TWO-FRONT BATTLE
IN 3 MINUTES WE CAN DECIDE IF
WE WANT TO GIVE YOU MONEY,
HOW MUCH WE WANT TO GIVE.
WITHIN 2 SECONDS THE MONEY
WILL BE IN YOUR ACCOUNT. AND
ZERO PEOPLE TOUCH. SO WE
CALL IT 3-2-0.
83. Coaching conversations
In triads:
Coach your partner using
AXES of CHANGE model.
A Coachee
B Coach
C Observer Track B’s OPQRS.
Then give Feedback. B to notice
own MINDSET when receiving
feedback.
(@ around 8 minutes)
Page 44
94. Discussion in pairs 3 minutes
• What insights did you draw from this exercise?
• What filters will you choose to soften, replace or remove
to be more open & less judgmental?
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98. How could you …
Share with your partner
(around 3 minutes)
…CREATE NEXT WINNING
MOVE?
SItuational sense (self)
Reflect on a difficult situation.
Notice your thoughts & feelings-
what it means to you.
What do you choose to do?
(around 2 minutes)
Page 53
EXERCISE FROM DAY 1
101. 122
Coaching conversations
1 Coach is open & non judgmental
2 Coach observes well (sense-able)
3 Coach questions well
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106. 127
Coaching conversations
1 Coach is open & non judgmental
2 Coach observes well (sense-able)
3 Coach questions well
4 Coach listens well
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108. Where are you now?
Level 1 - Downloading (Habitual)
Level 3 - Empathizing (Redirecting Cynicism)
Level 2 - Factual (Suspend Judgment)
Level 4 - Generative (Letting Go Fear)
1 5 10
“Yuk” “So-So” “Yes!”
1 5 10
“Yuk”“So-So”“Yes!”
1 5 10
“Yuk” “So-So” “Yes!”
1 5 10
“Yuk” “So-So” “Yes!”
Listening Assessment
Ref: Otto Scharmer, MIT: The 4 Levels of Listening
p 24-25
109. giving & receiving feedback
E = Excel
D = Develop
I = Idea(s)
p 34-36
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110. E = Excel
D = Develop
I = Idea(s) p 34-36
In triads:
Give feedback to your partner on one
thing they wish to change in the short-
or long-term goals they set on Day 1.
Try using QUESTIONS only.
A Coachee “I want to work on …”
B Coach Ask questions and listen
C Observer Track B’s Questions & Listening.
Then give Feedback. B to notice own MINDSET
when receiving feedback.
(@ around 5 minutes)
Coaching conversations
112. 133
Coaching conversations
1 Coach is open & non judgmental
2 Coach observes well (sense-able)
3 Coach questions well
4 Coach listens well
5 Coach speaks well
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113. NARRATIVE 7
FORCE A TWO-FRONT BATTLE
IN 3 MINUTES WE CAN DECIDE IF
WE WANT TO GIVE YOU MONEY,
HOW MUCH WE WANT TO GIVE.
WITHIN 2 SECONDS THE MONEY
WILL BE IN YOUR ACCOUNT. AND
ZERO PEOPLE TOUCH. SO WE
CALL IT 3-2-0.
114. Pacing out objections
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In small groups:
Consider a common situation
likely to be resisted by a coachee.
List as many possible objections
by your coachee to ‘think
differently’ about this situation.
In pairs:
Pick one of the objections and
practice pacing it out in pairs.
(around 3 minutes)
p.58
115. Common Ground
Clarify Benefits
Pace Out Objections
Link to ‘Message’
FRAMING - Sets clear and relevant boundaries
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116. 138
Coaching conversations
1 Coach is open & non judgmental
2 Coach observes well (sense-able)
3 Coach questions well
4 Coach listens well
5 Coach speaks well
6 Coach thinks strategically
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117. Coaching conversations
CHALLENGES
What are inappropriate
practices? Who are difficult
persons to coach?
ETHICS
What are the behavioural
guidelines, policies and
performance standards?
RESPONSIBILITIES
What are your coaching
responsibilities? How do you
prepare your environment?
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p 60-63
118. 141
Coaching conversations
1 Coach is open & non judgmental
2 Coach observes well (sense-able)
3 Coach questions well
4 Coach listens well
5 Coach speaks well
6 Coach thinks strategically
7 Coach inspires innovation