Educator as Leader: Utilizing a Coaching Approach

Nomfuzo Ntolosi The Coaching Centre, Gauteng

Welcome!
5 Rules:
Take care of yourself Take care of others Take care of the place Rule of the feet 6. Dont take yourself so seriously

The Coaching Centre Overview

Agenda
What is Coaching? Leadership definition, styles and situations Coaching skills and tools How will you utilise these skills in your leadership?

Outcomes
Define coaching Understand leadership styles Understand coaching concepts and language Be aware of the complexity of processes Understand and apply coaching model and tools Develop basic coaching skills Develop an action plan to enhance your leadership style

What would you like today?

Expectations Intentions What do we need in order to learn together?

Coaching

COMENSA DEFINITION: A professional, collaborative and outcomes-driven method of learning that seeks to develop an individual and raise self-awareness so that he or she might achieve specific goals and perform at a more effective level.

Coaching is about moving.

FROM CURRENT STATE TO DESIRED STATE

Current Way Of Being

New Way Of Being

Egan

Where do you want to be? Where are you now? What will you do to get there?

Outcomes Of Coaching
Long term excellent performance
that is

Self correcting
and

Self generating

James Flaherty

People support what they create and resist what they are excluded from Margaret Wheatley

Leadership
Many definitions mention that leadership is ... a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task Wikipedia

Leadership Styles
Coercive Authoritative Affiliative Democratic Pace-Setter Coaching Do what I tell you Come with me People come first What do you think? Do as I do, now Try this

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Situational Leadership
Low High
RELATIONSHIP BEHAVIOUR (Support) TASK BEHAVIOUR (Guidance)

High

SUPPORT

SELL LEADER

DELEGATE

TELL

Low 4 PERFORMANCE READINESS LEVEL

Willing

3
Commitment

1
Unwilling

FOLLOWER

4
Able

3
Competence

2
Unable

Adapted from Blanchard and Hersey

Potential and Possibilities

Practice
What is your potential and what are the possibilities for you utilising coaching within your leadership style?

5 mins each Listen only, do not interrupt!

Reflection
To talk To listen

Learning Process
Unconscious Incompetence

Conscious Incompetence

Unconscious competence

Conscious Competence

Kolbs Adult Learning Cycle

Concrete Experience
Feeling Accommodating Do Feel AE/CE Diverging Feel Watch CE/RO

Active Experimentation
Doing Converging Think Do AC/AE Assimilating Watch Think RO/AC

Reflective Observation
Watching

Abstract Conceptualisation
Thinking

David Kolb

Learning Styles Inventory

Complete the Inventory Consider how the information assists you. As a learner As a leader

PERFORMANCE

THINKING
Limiting beliefs Limiting Assumptions Mental models Paradigms

FEELINGS
Confusion Lack of focus Being overwhelmed Fear & anxiety

Competence INTERFERENCE

POTENTIAL

Coaching Skills
Creating a thinking space, coaching with heart & backbone
QUESTIONS Incisive questions Open to explore, Closed to guide LISTENING To be with, understand, have empathy SILENCE Space to think CHALLENGE Feedback Limiting assumptions Mental models, Blind spots

Question Framework
EXPAND F EXPAND: open, exploring What other options? O Tell me more about? What would you really like to do? C U S
FOCUS: closing, being specific
What are you going to do? When? Will you do it? Summarise: leave choice & responsibility

Levels of Listening
Cosmetic listening Conversational listening Active listening Deep listening Values Emotions Energy Personality Assumptions Confusion

LISTENING DOES NOT MEAN THINKING FOR THE CLIENT!

Shadow side of Listening

Our own thoughts distract us from truly listening We evaluate & judge We filter our thoughts and are biased Are you fact centred or people centred? Sympathetic rather than empathetic We are aware of our own agenda

Challenge - Ladder of Inference

O bservation (facts) R esponse J udgement I nterpretation
Take Action Adapt Beliefs Draw Conclusions Make Assumptions Add Meaning Select Data FEELINGS JUDGEMENTS ASSESSMENTS INTERPRETATIONS

Data
Chris Argyris

Connect To GROW Practice Model

CONNECT
How are you?

PRACTICE
Continuous action

TOPIC
Conversation theme

WRAP-UP
Clarity, commitment, support

GOAL
For session

OPTIONS
Whats possible

REALITY
Who/what/ Where/how much?

Practice
Topic: A coaching style in my leadership approach Pairs: A and B Connect To GROW Practice Model ROUND 1 15 min: A coaches B ROUND 2 15 min: B coaches A 15 min: Group Feedback

Leadership Action Plan

Regarding my leadership style... What is working? What is not working? What will I do differently?

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The success of any intervention depends on the internal condition of the intervenor
Bill OBrien