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Coaching conversations

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Leaders are being called upon to coach. This presentation looks at influencing skills and the five conversations framework as coaching methodologies.

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Coaching conversations

  1. 1. Dr Tim Baker www.winnersatwork.com.au
  2. 2. Influence ... The power to make other people agree with your opinions or get them to do what you want willingly and ethically.
  3. 3. Leaders are in the business of influence … you are a professional influencer
  4. 4.  Your preferred style & approach  The other person(s) style & approach  The context
  5. 5. Baker (2015) The New Influencing Toolkit
  6. 6. Baker (2015) The New Influencing Toolkit
  7. 7. The Inquisitive Investigator  Investigators like to marshal their facts & figures & assertively advance their argument. They use logic to persuade & tend to be methodical & structured in their approach.  Al Gore
  8. 8. The Inquisitive Investigator Police, scientists & researchers Workplace incidents such as safety or harassment. Generate support for a new initiative Large scale change initiatives when you want people to be onboard
  9. 9. The Clear Calculator  Calculators like to promote the positives of a proposal & highlight the weaknesses in the current position. People know where they stand with calculators. They use logic to advance their cause. Generally calculators are good debaters.  Margaret Thatcher
  10. 10. The Clear Calculator Sales people, financial advisors, animal trainers, teachers. Any new change in the workplace that will affect employees & their working methods requires a leader to sell the positives of the change; e.g., harassment & bullying legislation training. Situations where the benefits of not clear; e.g., a minor restructuring of roles & responsibilities
  11. 11. The Mindful Motivator  Motivators use emotion to influence. They are big picture thinkers that link a cause with a compelling vision of the future. Motivators often have a way with words & can define a simple and convincing vision.  Martin Luther-King
  12. 12. The Mindful Motivator Entrepreneurs, advertising executives, PR agents, artistic directors. Developing a sense of commitment – winning the hearts & minds of people. Unclear about the rationale for a new initiative; e.g., unexpected cost cutting.
  13. 13. The Collegial Collaborator  Collaborators also influence using emotion. But they persuade people by involving them in the decision. Collaborators are great team builders. They engage people's hearts & minds.  Mother Teresa
  14. 14. The Collegial Collaborator Conductor of an orchestra, funeral directors, choreographers. In circumstances where their are diverse & strongly held views or opinions; e.g., team development. People need to know the logic & rationale behind a decision, e.g., introducing a new procedure pushed down from above.
  15. 15. Exercise … Find someone who has a different profile to you, i.e., investigator V collaborator or calculator V motivator. Discuss your profile and answer these questions:  How do you like to be influenced?  How do they like to be influenced?  What are some things you shouldn’t do when influencing you?  What are some things you shouldn’t do influencing them?
  16. 16. Investigation Tools Using third party endorsements Structured interviews Conduct a survey Process mapping
  17. 17. Calculation Tools Force-field analysis Cost-benefit analysis After action reviews
  18. 18. Motivation Tools Team values charter GROW model Storytelling Good news stories
  19. 19. Collaboration Tools Begin with the end in mind Giving effective feedback Using a problem-solving approach Paraphrasing & active listening
  20. 20. WiseClever Inept Innocent Politically Aware Politically Unaware GamePlayer Actwith Integrity Baddeley (1987) Political Skills for Leaders
  21. 21. It’s all about the conversation … Organisations are conversations Organisations are a series of conversations Good quality conversation is sadly neglected The ‘art’ of conversation Have we lost the need for conversations? I don’t have time for conversations Leadership is a relationship
  22. 22. Psychological contract Individual I offer I expect Organisation The organisation expects The organisation offers
  23. 23. THE 9 COMMON BARRIERS TO COMMUNICATION
  24. 24. THE 9 COMMON BARRIERS TO COMMUNICATION 1: Inattention during conversations
  25. 25. 2: Restricted information channels THE 9 COMMON BARRIERS TO COMMUNICATION
  26. 26. THE 9 COMMON BARRIERS TO COMMUNICATION 3: Lack of feedback
  27. 27. 4: A culture of not asking questions THE 9 COMMON BARRIERS TO COMMUNICATION
  28. 28. 5: Too much formality THE 9 COMMON BARRIERS TO COMMUNICATION
  29. 29. 6: Over-reliance on email
  30. 30. 7: Lack of role models
  31. 31. 8: Fear of emotion THE 9 COMMON BARRIERS TO COMMUNICATION
  32. 32. 9: Physical office layout THE 9 COMMON BARRIERS TO COMMUNICATION
  33. 33. The five conversations framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
  34. 34. Perceptual positions 1st Position Self 3rd Position Observer 2nd Position Other
  35. 35. Good conversation is about questions
  36. 36. Conversation Practice … 1. On a scale of 1 to 10 (10 is high), how would you describe your current job satisfaction? 2. Why? 3. On a scale of 1 to 10, how would you describe communication within your team? 4. Why? 5. On a scale of 1 to 10, how would you describe communication with other departments and stakeholders? 6. Why? 7. On a scale of 1 to 10, how would you describe morale? 8. Why? Climate Review Conversation

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