stanford class presidents, session two, coaching
TRANSCRIPT
Feedback &
Photo by Ashraful Kadir [link]
Coaching, Part 2
January 28, 2015
Ed Batista
@ the Stanford Class Presidents
Photo by Alex Eflon [link]
Where are we
Last time: Feedback as an interpersonal skill
Today: Coaching as a leadership tool
going?
How will we
Discussion (~45 mins)
Exercises & debriefs (~1 hr 10 mins)
Work in pairs
get there?
Photo by Chloe Fan [link]
Today’s conceptsA new headline
Coaching 101
Leadership roles
When to coach
Coaching tools
Traps
Photo by Lee Nachtigal [link]
A new headline
Coaching is a powerful technique
& an under-utilized one
but it puts leaders in a new role
& takes practice
Photo by Garry Knight [link]
Coaching 101
Photo by Ana Karenina [link]
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Coaching 101
Not athletic coaching
More questions, less advice
More support, less direction
Leadership rolesHeroic leader
Expert
Trainer
Evangelist
Post-heroic
Coach
Mentor
Motivator
Leadership roles
Expert
Provides answers
Domain knowledge is basis for authority
Leadership roles
Expert
Trainer
Focused on the task at hand
Shows what is to be done (& how to do it better)
Leadership roles
Expert
Trainer
Evangelist
Spreads a message
Rallies others to the cause
Leadership rolesHeroic leader
Expert
Trainer
Evangelist
Post-heroic
Coach
Mentor
Motivator
Leadership roles
Coach
Offers questions
Helps others discover their own answers
Leadership roles
Coach
Mentor
Focused on others’ development
Long-term growth > immediate performance
Leadership roles
Coach
Mentor
Motivator
Message-agnostic
Helps others’ identify their goals
Leadership roles
Increasing emphasis on post-heroic
But highly contextual
Coaching ≠ all-purpose technique
Must fit your needs as a leader
Photo by Antony Stanley [link]
When does coaching work?
High-potentials
(Long-term development)
When does coaching work?
When does coaching work?
High-potentials
Knowledge workers
(They’re the experts, not you)
When does coaching work?
High-potentials
Knowledge workers
Commitment > control
(Intrinsic motivation is key)
When does coaching not work?
Serious underperformers
(Coaching ≠ a performance plan)
When does coaching not work?
Serious underperformers
When you have the answers
(Asking leading questions ≠ coaching)
When does coaching not work?
Serious underperformers
When you have the answers
Control > commitment
(Directive leadership isn’t obsolete)
Coaching tools
Mindset
Listening skills
Powerful questions
Modes of inquiry
Carol Dweck
Perceptions shape reality
How do we perceive our abilities?
How do we perceive our mistakes?
Mindset
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Talent & intelligence
are inherent traits
Mistakes are failures or
character flaws
Negative emotional
response to mistakes
Talent & intelligence
can be developed
Mistakes are learning
opportunities
Pay close attention to
mistakes & learn
more
Fixed Growth
Mindset
Adapted from Carol Dweck [link]
A coachingmindset
Growth mindset applied to others
Emphasis on learning
Support + challenge
Empathy + accountability
Adapted from Hunt & Weintraub [link]
Listening skills
Photo by Ed Yourdon [link]
Listening skills
Hearing ≠ listening
How they feel > what you hear
Make them feel heard
Listening skills
Focused attention > time
Cultivate presence
Eye contact
No multi-tasking
Eliminate distractions
Powerful
Photo by Alexander Drachman [link]
questions
Powerful
Getting beyond Yes or No
What…? & How…? > Why…?
Maximize openness & reflection
Minimize defensiveness
Ask once & stop
questions
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One simple rule
No
Leading
Questions
(That’s advocacy, not coaching)
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Modes of inquiry
Adapted from Edgar Schein [link]
Edgar Schein
“Help” doesn’t always help
What’s a better way?
Modes of inquiry1. Pure inquiry
Begin with receptivity
Avoid presumptive questions
Adapted from Edgar Schein [link]
Modes of inquiry1. Pure inquiry
2. Diagnostic inquiry
Focus & redirect
Feelings, motives, actions
Adapted from Edgar Schein [link]
Modes of inquiry1. Pure inquiry
2. Diagnostic inquiry
3. Confrontational inquiry
Introduce new ideas & hypotheses
Substitute the coach’s narrative
Adapted from Edgar Schein [link]
Modes of inquiry1. Pure inquiry
2. Diagnostic inquiry
3. Confrontational inquiry
We tend to move too quickly
Critical to check our assumptions
Adapted from Edgar Schein [link]
Traps for the coaching leader
Photo by Casey Fleser [link]
Traps for the coaching leader
Giving advice prematurely
Overpowering resistance
Creating dependence
Adapted from Edgar Schein [link]
To sum up
Look for the right conditions
Develop a coaching mindset
Practice listening
More (and more powerful) questions
Check your assumptions
Photo by Pranav Yaddanapudi [link]
Thank you!
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www.edbatista.com