INTRODUCTION TO ORGANIZATIONAL AND LEADERSHIP COACHING

Week 7

Sheila Boysen-Rotelli, PHR, PCC, Ph.D.

Setting the Foundation

1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS

2. ESTABLISHING THE COACHING AGREEMENT

Co-Creating the Relationship

3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT

4. COACHING PRESENCE

Communicating Effectively

5. ACTIVE LISTENING

6. POWERFUL QUESTIONING

7. DIRECT COMMUNICATION

Facilitating Learning and Results

8. CREATING AWARENESS

9. DESIGNING ACTIONS

10. PLANNING AND GOAL SETTING

11. MANAGING PROGRESS AND ACCOUNTABILITY

Advanced Strategic Inquiry

... is a systematic method of understanding a person by making inquiries using the words, phrases and LANGUAGE PATTERNS of that person as the basis for those inquiries.

Review the Meta Model

Language is the primary means by which clients convey their frames of reference.

SURFACESTRUCTURE

DEEP STRUCTUTRE

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Meta Programs

SURFACESTRUCTURE

DEEP STRUCTUTRE

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META PROGRAMS

Language and the Brain: Context

Our brain potentially views every experience as unique.

Clients may have different perceptions, strategies and responses to seemingly similar events in different contexts.

The unconscious thought and behavior patterns behind each context is reflected in language.

Coaches can determine these patterns through strategic questions and deep listening.

We are influenced by language that maps to our active patterns.

Coaches can help clients gain awareness and create change by incorporating the client’s pattern in their language.

Putting it all Together

Pre-contemplationContemplatio

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Preparation Action

Maintenance Relapse

Advanced Strategic Inquiry

Meta Programs: Motivation Traits

Motivation Traits reflect how motivation is triggered and how it can be blocked.

Coaching mastery comes from matching your coaching and inquiry strategy to the client’s motivational trait pattern.

Level Criteria Direction Source Reason Decision Factors

Meta Programs: Working Traits

Working Traits tell us how people deal with information and what tasks and environment is needed to be productive.

Knowledge of working traits help us create action and maintain motivation.

Scope Attention

Direction Style Organization Stress Response Rule Structure Convincer

Channel Convincer Mode

Motivation Trait: Criteria Criteria are the keys to eliciting an emotional

response in a client, both positive and negative. Criteria tells us what is important.

Criteria influences decisions. We are motivated when criteria is present and de-motivated when it is not.

Inquiry Questions “What is important to you about _(your job,

your future, etc.)_?” “What has to be there?”“What do you want in _(a partner, a project, etc.)_?“What counts about that?”

Motivation Trait: Criteria

Influencing Language Weave client’s criteria words into your

questions and responses Coach to the top criteria and leave the rest

behind

Coaching Use Creating connection & rapport Strengthen the foundation of the coaching

conversation Build coaching strategies around key criteria

Using Meta Programs in Coaching

Listen for program patterns in the client’s language

Which patterns may be influencing / affecting the current coaching situation?

Discover/Validate patterns using the designed questions for that pattern

Use language appropriate to the client’s active pattern

Co-create strategies that fit the client’s Meta Model patterns

Motivation Trait: Direction

Direction tells us if a person is motivated to Move Towards a goal or Move Away Fom a problem.

Direction influences how someone is triggered to act in a given context.

Inquiry Questions “What will having that <criteria> do for

you?” “What’s important about <criteria>?” “What will you get out of that?”

Motivation Trait: Direction

Influencing Language Move Towards: achieve, benefits, vision,

advantages Move Away From: avoid, fix, prevent,

solve

Coaching Use Creating common ground and rapport Building motivation for action Mapping career criteria

Motivation Trait: Source

The Source program tells us where a person’s motivation and judgment comes from: Internal or External to themselves.

Source affects how decisions are made and how someone is, or isn’t, influenced by others.

Inquiry Questions “How do you know you’ve done a good job?” “Where do you determine you’ve done a

good job?” “Who do you involve when you make

decisions?”

Motivation Trait: Source

Influencing Language Internal: you’ll know, it’s up to you, you can

decide External: it’s recommended, they will approve

Coaching Use What role is the client looking for the coach

to play? Building client confidence and motivation Broadening perspectives

Meta Programs: Motivation Traits

Motivation Traits reflect how motivation is triggered and how it can be blocked.

Coaching mastery comes from matching your coaching and inquiry strategy to the client’s motivational trait pattern.

Level Criteria Direction Source Reason Decision Factors

Motivation Trait: Reason

Reason tells us if a person is motivated by having Options to choose from or Procedures to follow.

Reason gives us insights into the motivational patterns surrounding structure.

Inquiry Question “ Why did you choose...(your job,

this employee, that suit) ?”

Motivation Trait: Reason

Influencing Language Options: opportunity, alternatives, break the

rules, flexibility, variety Procedures: correct way, tried and true,

proven path

Coaching Use Matching the client’s learning style Co-creating choices Career coaching Sales and marketing for coaching services!

Meta Programs: Working Traits

Working Traits tell us how people deal with information and what tasks and environment is needed to be productive. Knowledge of

working traits help us create action and maintain motivation.

Scope Attention Direction Style Organization Stress Response Rule Structure Convincer Channel Convincer Mode

Working Trait: Style

The Style program reveals our optimal work environment: Independent, Proximity, Co-operative.

Style affects how we prefer to interact with others in order to be most effect.

Inquiry Questions Steps 1. “ What is important to you about

<context>?”2. “Tell me about a <context> experience that was <criteria>?” 3. “What did you like about it?”

Working Trait: Style

Influencing Language Independent: by yourself, go it alone, control Proximity: lead others, divide the

responsibilities Co-operative: share responsibility, team, we

can

Coaching Use Managing people effectively Matching roles with candidates Coaching skill gaps

Meta Programs: Working Traits

Working Traits tell us how people deal with information and what tasks and environment is needed to be productive. Knowledge of

working traits help us create action and maintain motivation.

Scope Attention Direction Style Organization Stress Response Rule Structure Convincer

Channel Convincer Mode

Working Trait: Stress Response

The Stress Response program reveals the role that feelings play when we are exposed to stress.

Stress Response reflects how our clients respond to normal, daily pressure. Are they Feeling, Thinking or at Choice?

Inquiry Questions “Tell me about a work situation that

caused you trouble?” “Tell me about a specific time at work that

was difficult for you?”

Working Trait: Stress Response

Influencing Language Feeling: focus on emotional words (scary, tense,

exciting) Choice: move between feeling and thinking terms Thinking: focus on logical facts (reality, data,

decision)

Coaching Use Career development Candidate selection Coaching leaders and teams during change

Working Trait: Convincer The Convincer program reveals what it takes for

someone to become convinced. Once convinced, they are free to act.

The four Convincer patterns are Number of Examples, Automatic, Consistent (unconvinced), Period of time. You will also get “how” clues: See, Hear, Read, Do.

Inquiry Question Steps: “How do you know that <someone is good at

their job>?” “How many times do you have to see/hear

<this> to be convinced?” “How long would you have to work with someone to know they were good at their job?”

Working Trait: Convincer Influencing Language # of Examples: use the # Automatic: “you can decide right now”, “you can

assume” Consistent: “only you can determine...” Period of time: use the time period

Coaching Use Sales! “How will you know you’ve picked the

right coach?” Coaching through stuck spots Coaching decision skill gaps