facilitator guide - blanchard · pdf filewe hope that coaching essentials serves you well in...

FACILITATOR GUIDE

Linda Miller • Madeleine Homan Blanchard • Scott Blanchard

Coaching Essent ia ls®

for Leaders

Global Headquarters USA 760 489-5005 • 800 728-6000 • Fax 760 489-8407UK +44 (0) 1483 456300 Canada 905 829-3510 • 800 665-5023 Singapore +65 6775 1030

www.kenblanchard.com

Item # 15731 V031508

COACHING ESSENTIALS® FOR LEADERSFACILITATOR GUIDE

AuthorsLinda Miller

Madeleine Homan BlanchardScott Blanchard

Brand ManagerVictoria Cutler

Product Developer/EditorMaril Adrian

Program Contributors/Blanchard CoachesPatricia Overland

Linda TaylorJoni Wickline

Art DirectorBeverly Haney

ProofreadersBarbara AkersBriana Kimmel

Project ManagerGary Onstad

IllustratorGary Onstad

Production ArtistsIrene Jones

Pamela LangnessGary OnstadChris Wisherd

Ken Blanchard fi rst developed Situational Leadership® with Paul Hersey in the late 1960s. In 1985, Blanchard and the Founding Associates of The Ken Blanchard Companies®—Marjorie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi—created a new generation of the theory called Situational Leadership® II. The leadership model used in this product is based on the Founding Associates’ second generation thinking and research, and is used with their permission.

Situational Leadership® is a registered trademark of Leadership Studies, Inc.

© Copyright 2005 by The Ken Blanchard Companies. All rights reserved. Do not duplicate.

These materials have been designed to develop specifi c knowledge and skills and have been thoroughly tested to ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard Companies and are protected under international copyright law. These materials may not be reproduced in whole or in part in any form without the prior written permission of The Ken Blanchard Companies.

COACHING ESSENTIALS® FOR LEADERS FACILITATOR GUIDE

© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V031508 iii

TABLE OF CONTENTS

Preface ............................................................................................................v

TRAINING PREPARATIONTools for Success ..............................................................................................1Tips for Success ................................................................................................2Coaching Essentials® Materials .........................................................................9Room Preparation ..........................................................................................10Coaching Essentials® Training Design..............................................................11

ACTIVITIESIntroduction .....................................................................................................1When Is Coaching Appropriate? ......................................................................7A Coaching Perspective ...................................................................................9Coaching Self Assessment ..............................................................................13Impact Map ...................................................................................................15The Coaching Model .....................................................................................19C-FAR Demonstration ....................................................................................21The LITE Skills ................................................................................................33Listen to Learn ...............................................................................................39Nonverbal Listening .......................................................................................45Nonverbal Listening Experience .....................................................................47Active Listening .............................................................................................51Listen to Learn Skill Practice ...........................................................................55Inquire for Insight ..........................................................................................59Focus and Activate Skill Practice ....................................................................63Test for Truth .................................................................................................67Test for Truth Messages .................................................................................75Endorse to Energize .......................................................................................81Step Masters ..................................................................................................85Coaching Plan ...............................................................................................99Coaching Practice ........................................................................................103Closing ........................................................................................................107


iv © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V031508

Table of Contents

LESSON PLANSCoaching Essentials® Lesson Plans ....................................................................1Introduction .....................................................................................................3When Is Coaching Appropriate? ......................................................................5A Coaching Perspective ...................................................................................7Coaching Self Assessment ................................................................................9Impact Map ...................................................................................................11The Coaching Model .....................................................................................13C-FAR Demonstration ....................................................................................15The LITE Skills ................................................................................................17Listen to Learn ...............................................................................................19Nonverbal Listening .......................................................................................21Nonverbal Listening Experience .....................................................................23Active Listening .............................................................................................25Listen to Learn Skill Practice ...........................................................................27Inquire for Insight ..........................................................................................29Focus and Activate Skill Practice ....................................................................31Test for Truth .................................................................................................33Test for Truth Messages .................................................................................35Endorse to Energize .......................................................................................37Step Masters ..................................................................................................39Coaching Plan ...............................................................................................41Coaching Practice ..........................................................................................43Closing ..........................................................................................................45

VISUAL AIDSCoaching Essentials® Visual Aids .......................................................................1Coaching Essentials® for Leaders Flip Charts ...................................................13


© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V031508 v

Welcome!

Before you begin your journey as a facilitator of Coaching Essentials® for Leaders training, think about what you hope to accomplish. Perhaps you know that leaders desperately need safe places to share. Or, you believe coaching is vital in the workplace as changes occur at a rapid pace. Or, you might just like being in front of a group, doing what you do best—assisting others as they learn new skills. Whatever your reason, we’re glad you’re here. We know that you will continue to learn and grow as you introduce others to this unique experience. And as you learn, enjoy the process.

Coaching Essentials can change the way people think about and impact their workplaces. We’ve seen the changes that people make—being present when others share, asking questions that promote discovery, and watching as people begin to solve their own problems and take effective, deliberate action. And as they change, the people around them benefi t from these changes as well.

This training uses an experiential model of learning—one in which participants are engaged and highly involved as they learn new concepts, practice new skills, and plan for implementation back on the job. The instructional design and materials, based on years of training coaching in organizations of all shapes and sizes, encourage discussion and participation.

Developing Coaching Essentials and watching it impact the lives of people inside organizations has been extremely gratifying. We are pleased that you want to be part of the growing number of facilitators who want to share in this worthwhile experience. We hope that Coaching Essentials serves you well in developing others and expanding your knowledge, while increasing your passion for and use of coaching.

Linda MillerMadeleine Homan

Scott Blanchard

PREFACE

COACHING ESSENTIALS® FOR LEADERS FACILITATOR GUIDE TRAINING PREPARATION

© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V031508 TRAINING PREPARATION 11

COACHING ESSENTIALS® TRAINING DESIGN

ONE-DAY WORKSHOP

ACTIVITY TITLE MINUTES SCHEDULE

1 Introduction 23

2 When Is Coaching Appropriate? 3

3 A Coaching Perspective 15

4 Coaching Self Assessment 10

5 Impact Map 15

6 The Coaching Model 5

Break 15

7 C-FAR Demonstration 30

8 The LITE Skills 5

9 Listen to Learn 10

10 Nonverbal Listening 5

11 Nonverbal Listening Experience 15

12 Active Listening 10

13 Listen to Learn Skill Practice 30

14 Inquire for Insight 5

Lunch 45–60

15 Focus and Activate Skill Practice 40

16 Test for Truth 15

17 Test for Truth Messages 30

18 Endorse to Energize 10

Break 15

19 Step Masters 55

20 Coaching Plan 20

21 Coaching Practice 55

22 Closing 20

TOTAL TRAINING TIME 7 HOURS 16 MINUTES

CoaChing EssEntials® for lEadErs faCilitator guidE aCtivitiEs

© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V031508 ACTIVITIES 1

Activity 1

introduction23 minutes

R e f e R e n c e • • •

Talk about your personal connection to coaching or share a brief, relevant anecdote.

Customize the introductions, if appropriate, by asking: What is the compelling reason that brings you here today?

1. Introduce Workshop large group 3 min.

■■ Display■visual■aid■1—Welcome.

■■ Welcome■participants■to■Coaching■Essentials®■for■Leaders.

■■ Introduce■yourself.

2. Conduct Participant Introductions large group 10 min.

■■ Write■on■the■flip■chart■…

•Name •Role •OutsideInterest

■■ Make■these■remarks■…

Let’s begin by introducing ourselves. Please share your name, your role in the organization, and an outside interest that no one in this room knows about.

P u R P o s e ♦ ♦ ♦

Participants are presented with an introduction to the workshop and explore a general definition of coaching.

Activities coAching essentiAls® for leAders fAcilitAtor guide

2 ACTIVITIES © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V031508

Activity 1: Introduction

R e f e R e n c e • • •

Keep the introductions brief.

Look for opportunities to create community among participants.

■■ Model■an■introduction■by■sharing■your■own■name,■role,■and■interest.

■■ Facilitate■participant■introductions.

■■ Point■out■themes■or■similarities■of■interest■among■participants.

3. Present Purpose large group 1 min.

■■ Display■visual■aid■2—Purpose.

■ Refer■to■workbook■page■1—Coaching■Essentials■for■Leaders.

■■ Read■the■purpose■…

The purpose of this program is to help you develop the essential knowledge and skills for integrating coaching into your leadership style.

CoaChing essentials® for leaders faCilitator guide aCtivities



4. Present Outcomes large group 1 min.

■■ Display■visual■aid■3—Outcomes.


By completing this program, you will be able to:

• Create an environment of trust that accelerates the development of others so they can more effectively contribute to organizational goals

• Apply a coaching process that results in clear agreements and initiates action

• Use communication skills that develop self-reliance in others




5. Discuss Tugboat Metaphor large group 8 min.

■■ Display■visual■aid■4—Tugboat■and■Ship.

■■ Make■this■remark■…

Take a look at the picture on the cover of your workbook.

■■ Ask■this■question■…

What do you know about the workings of a tugboat?

How are the workings of a tugboat like coaching?

■■ Elicit■and■record■responses■on■the■flip■chart,■such■as■…

• Tugs help the other vessel move to where it needs to go.

• The tug is in the background; the focus is on the ship and where it is going.

• Tugs push, pull, protect, support, or redirect the ship as needed.

• Tugs know that the ship is part of a larger picture and take into consideration other aspects such as the channel, buoys, other ships, etc.

• Tugs are small and powerful, yet in service to others.




R e f e R e n c e • • •

Make the connection between each response and how it is similar to coaching.

■■ Refer■to■the■visual■aid■to■point■out■that■tugs■are■in■service,■require■great■communication,■and■work■inside■the■environment■within■which■the■tugboat■and■the■ship■operate.

■■ Display■visual■aid■5—Coaching■Is■a■Partnership.

■■ Make■this■point■…

To sum it up, coaching, like the tugboat in service to the ship, is a partnership between a leader and an individual with the goal of accelerating that person toward a higher level of performance.



Activity 2

When is coAching AppropriAte?

3 minutes

P u R P o s e ♦ ♦ ♦

Participants learn to distinguish between appropriate and inappropriate coaching situations.

1. Discuss When Coaching Is and Is Not Appropriate large group 3 min.

■■ Refer■to■workbook■page■3—When■Is■Coaching■Appropriate?

■■ Ask:

When is coaching not appropriate?

■■ Make■sure■the■following■points■are■made:

• The person doesn’t know what to do and asking questions isn’t helping.

• You have information the other person needs.

• A decision must be made immediately and you have the information and authority to make the decision unilaterally.

• You are in a crisis situation.

• You don’t have permission to coach.

■■ Ask:

When is coaching appropriate?

■■ Be■sure■the■following■points■are■made:

• When people need support to develop the self-reliance needed to achieve their goals and the goals of the organization

• To facilitate discovery when development is as important as the task

• To encourage others to take more responsibility for the work they are doing



Activity 3

A coAching perspective

15 minutes

P u R P o s e ♦ ♦ ♦

Participants explore the benefits of shifting from self-focused behaviors to other-focused behaviors, which are fundamental to coaching.

1. Discuss Self-Focused Behaviors large group 3 min.


Leaders have traditionally been responsible for creating the vision, managing work processes, and making sure people did their jobs. While these areas of accountability are still the primary functions of a leader, we are finding that the old models of behavior do not necessarily bring out the best in people.

■■ Display■visual■aid■6—A■Coaching■Perspective.

■ Refer■to■workbook■page■4—A■Coaching■Perspective.


On the left side of the page, you’ll see a list entitled “self-focused behaviors.” These behaviors, which in the past were often rewarded and may have even helped some of you get where you are today, are considered less productive when working with others in today’s world.

Take a minute to look at them. Do you recognize yourself in any of them?

■■ Elicit■comments■from■three■or■four■volunteers.



Activity 3: A Coaching Perspective

2. Discuss Other-Focused Behaviors large group 1 min.


On the right side of the page is a list of other-focused behaviors. These behaviors are much more collaborative and service-oriented toward others. They are some of the behaviors of an effective coach.

Take a look at them.

For some of you, using these behaviors may require a major shift in perspective.

3. Introduce Challenges of Collaborative Style large group 1 min.

■ Refer■to■workbook■page■5—The■Case■for■Coaching.


What are some of the challenges of using a coaching approach?

■■ Give■this■direction■…

Take a few moments to jot down some of the issues or pitfalls that might arise from sharing your power and becoming more coach-like.

4. Record Challenges individuals 1 min.




5. Share Challenges large group 3 min.

■■ Elicit■and■record■challenges■on■the■flip■chart,■such■as■…

• Too much time

• They don’t know as much as I know.

• I’m the one who’s responsible so shouldn’t I make the decision?

• It’s so much faster if I do it myself.

■■ Link■challenges■with■the■tugboat■and■ship■situation,■■such■as:

• What would happen if the ship didn’t take the time to connect with the tug?

• What might occur if the ship assumed it knew everything?

• Absolutely, like the tug, the ship is responsible for getting there … and what’s the benefit of having input from the tug?

• Faster, yes. But what are the risks?

6. Introduce Advantages of Collaborative Style large group 1 min.


What are some of the advantages of using a coaching approach?

■■ Give■this■direction■…

Take a few moments to jot down some of advantages.

7. Record Advantages individuals 1 min.




8. Share Advantages large group 3 min.

■■ Elicit■and■record■advantages■on■the■flip■chart,■such■as■…

• People are more invested in the outcome, resulting in better quality and efficiency.

• People feel better about themselves.

• People learn to handle situations on their own.

• Less time is spent managing people.

9. Summarize Advantages of Coaching large group 1 min.

■■ Make■this■point■…

Coaching, which is highly collaborative and highly service-oriented to others, can help you develop highly competent, highly committed people, capable of resolving their own problems.


What’s in it for you if you have highly competent and committed people?

■■ Elicit■this■response■…

More time to focus on strategizing, and planning and managing the workflow, as well as developing other team members.


Not a bad trade-off, huh?

How would your life be better if your manager used this style of leadership?

■■ Allow■participants■to■reflect■on■the■last■question.

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