Coaching tools for lawyers
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The document discusses coaching and change management support for professional service firms. It introduces John Wade as a professional services consultant specializing in change leadership and management. It then discusses what coaching is and isn't, different types of coaching including performance, engagement, and developmental coaching. The GROW(TH) model is presented as a common coaching method to help clients set goals, understand their current reality, identify options, commit to actions, and develop habits to sustain success. Group coaching is also briefly mentioned.
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Coaching tools for lawyers
- 1. All About Change Coaching, consulting, mentoring. Support for Professional Service Firms
- 2. Who we are e: john.wade@occm.co.u k t: 08448 484853 m: 07815 889790 John Wade Professional services consultant specialising in Change Leadership and Change Management Experienced Practice Manager and Practice Director for legal service firms; and Operations Director and COO for financial services firms Professionally trained Coach and Mentor Law Society approved Lexcel consultant MBA. PRINCE2®, CMCE and CBCI qualifications; FILM; AIC; AMBCI
- 3. Coaching – what it is; and isn’t From performance to systems: moving from one to many Coaching types The GROWTH model: the method The GROWTH model: in action! Session outcomes
- 4. Coaching: why? “Employees are more engaged with their work when they are able to do what they do best.” Buckingham & Coffman 1999: First Break all the Rules “The art of facilitating the performance, learning and development of another” (Downey, 2003) “Coaching is …developing … skills and knowledge … job performance improves, … leading to [and achieving] organisational objectives… targets high performance and improvement at work… usually lasts for a short period… focuses on specific skills and goals.” (CIPD 2009) “….unlocking a person’s potential to maximise their own performance. It’s more often about helping them learn rather than teaching them” John Whitmore
- 5. Coaching: what exactly is it?
- 6. The intervention spectrum Client leads; Intervention follows: •Non-directional •Non-judgemental •Confidential •Implemented by… Intervention leads; Client follows: •Direction •Analysis •Judgement •Implemented for…
- 7. Situational Coaching Transformation changes Improvement changes Individual Organisation Performance Coaching •Organisation focus •Business goals •Individual improvement for business benefit Engagement coaching •Individual focus •Adoption of company goals; align with personal •Increased employee engagement Developmental Coaching •Individual focus •Personal goals and growth •Executive coaching Systemic Coaching •Coaching culture •Corporate coaching •Systemic change •Business transformation
- 10. GROW(TH) G Goals What do you need to achieve? R Reality What is happening now? O Options What could you do? W Will What will you do? T Tactics How and when will you do it? H Habits How will you sustain success? Relationships Building the trust Results Celebrating the results
- 11. Group coaching
- 12. GROW(TH) Where are you going? Desired State Existing State Organisational barriers Experiences Limiting beliefs Circumstances How will you get there? Where are you today?
- 13. Vision without action is but a dream. Action without vision is a waste of energy. But a vision with action can move mountains. Session outcomes Vision without action is but a dream. Action without vision is a waste of energy. But a vision with action can move mountains.
- 14. All About Change Coaching, consulting, mentoring. Support for Professional Service Firms
- 15. Vision without action is but a dream. Action without vision is a waste of energy. But a vision with action can move mountains. (Lao-Tze)
Notas del editor
- Make the ‘why’ point: puts people on the defensive, and is backward-looking. Instead ask how or what. Give example: “Why did you change that process”, or “what kind of benefits were you hoping to see?” “Why did you fail with that issue/project?”, or “What did that result tell you for next time” Kipling (amended) “I have six honest serving men, they serve me straight and true; their names are What and Which and When; and How and Where and Who.
- “Unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them” (Whitmore 2003) “A collaborative, solution focused, result-orientated and systematic process in which the coach facilitates the enhancement of work performance, life experience, self-directed learning and person growth of the coachee” (Grant 1999, basic definition also referred to by the Association for Coaching, 2005). “A professional partnership between a qualified coach and an individual or team that support the achievement of extra-ordinary results, based on goals set by the individual or team “(ICF, 2005) “The art of facilitating the performance, learning and development of another” (Downey, 2003) “Coaching is directly concerned with the immediate improvement of performance and development of skills by a form of tutoring or instruction” (Parsloe, 1995). “Coaching psychology is for enhancing well-being and performance in personal life and work domains underpinned by models of coaching grounded in established adult and child learning or psychological approaches” (Special Group of Coaching Psychologists, part of the British Psychological Society) “Coaching is about developing a person’s skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life. It usually lasts for a short period and focuses on specific skills and goals.” (CIPD 2009) “Psychological skills and methods are employed in a one-on-one relationship to help someone become a more effective manager or leader. These skills are typically applied to a specific present-moment work-related issues….in a way that enable this client to incorporate them into his or her permanent management or leadership repertoire” (Peltier 2010) [Co-active] coaching is “a powerful alliance designed to forward and enhance a life-long process of human learning, effectiveness and fulfilment” Whitworth et al (2007) “Coaching is about enabling individuals to make conscious decisions and empowering them to become leaders in their own lives”
- Make point that the client (coachee) is increasingly involved in driving and defining the content element of the intervention, the further left they go Mention occm training and facilitation
- Stress journey of discovery for organisation Link: Empathy in Situational Coaching, pp22 – 41, McGraw Hill http://www.mcgraw-hill.co.uk/html/0335246559.html
- CIGAR, used when goal is already set and it’s about improving their performance whether they buy into organisational goals or not. Current position; Ideal situation; Gap; Action; Review http://my.safaribooksonline.com/book/coaching/9781849281041/chapter-3-models-of-coaching/heading_id_19_xhtml OSCAR, useful where more of a team-based approach: Outcome; Situation; Choices and Consequences, Action, Review http://www.worthconsulting.co.uk/oscar-model FACTS, useful with partners and senior business managers, as it’s more challenging around their self-perception and risk-appetite, Feedback; Accountability; Courageous Goals; Tension; Systems thinking http://www.factscoaching.com/about-facts/
- Change Management; Coaching through Change; Change Leadership Direction: strategic workshop and other facilitation; Corporate Coaching; Executive Coaching Conflict: Management; Resolution; Creative Thinking; Perceptual Positioning Group Dynamics and Team Building/Management All use different coaching techniques, albeit the same questioning; all use different models. Effective coaches know which and when to use
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