LWSSL315_Coaching

Coaching Process

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Teamwork (Advanced)

Coaching

Developing Innovation

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Coaching Tools, Techniques and Models:

GROW

Kotter’s Eight-Stage Process for Leading Change

Six Thinking Hats

Circles of Excellence

Decision-making Principles and Techniques

Disney Creativity Strategy

Eight Principles of Motivation

Empowerment

The Four Stages of Achieving Emotional Commitment

Coaching Process -What is Coaching?

The Coaching Process

Emotional Coaching

Coaching Ethics

Coaching Tools, Techniques and Models:

360-Degree Feedback

Action-centered Leadership

The Balanced Scorecard

Index

These stars had various types of coaches, such as strength coaches, voice coaches, and dialect coaches, along with specialized coaches for sports like football and golf.

People started to feel more empowered, moving away from the traditional model of working for the same large company in a monotonous job for their entire lives, only to receive a watch upon retirement and have it displayed in their open coffin.

Eventually, a personal growth movement emerged as society became more entrepreneurial and creative.

However, for everyday people like us, life coaching was nonexistent.

I recall a time when coaching was exclusive to athletes, singers, and actors.

The word "coaching" originates from the realms of sports and the performing arts. This is why we refer to it as coaching rather than "consulting," "advising," or "counseling."

Coaching Process -What is Coaching?

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+ Coaching Outcomes

+ Summary

The Coaching Process

+ Medium

+ Program

Mechanics deal with the logistical aspects of coaching sessions, such as their number, duration, frequency, punctuality, and preparation and closure activities, which include setting an agenda, completing assignments, and documenting discussions.

The coaching process is divided into four main subprocesses: mechanics, program content, relationship, and tools and techniques.

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Emotional Coaching

Training

Coaches

Emotional Coaching

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+ Info

Coaching Ethics

Coaching Tools, Techniques and Models

Certain tools are broadly applicable across various scenarios, while others are more effective when tackling specific challenges like decision-making, problem-solving, leadership, relationship management, prioritization, strategy, and creativity.

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Coachees may sometimes misinterpret their inability to act in a certain way as a personal failure. They might equate their skills or lack thereof with their self-worth. Therefore, a coach should adopt a person-centered approach, acknowledging that everyone has value and that behaviors can be learned, adjusted, or eliminated.

360-Degree Feedback Receiving feedback from people in your life is an excellent method for enhancing self-awareness. It also serves as a strong and insightful way to grasp how others perceive you.

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The Idea

360-Degree Feedback

Leadership Tasks

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The strengths of this concept lie in its applicability across various cultures and situations. Additionally, it serves as a valuable tool for identifying when a leader may be misaligned with the genuine needs of their group or context.

Action-centered Leadership This timeless leadership model offers a straightforward and effective roadmap for leaders aiming to implement changes and achieve results.

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The Idea

Action-centered Leadership

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To be effective, leadership skills must be nurtured and refined over time. This means that leadership is an ongoing journey of growth, learning, and enhancement.

The Balanced Scorecard The balanced scorecard method establishes goals across four key business areas that support the overall strategy. It then offers a framework to focus on each of these essential areas, allowing for regular evaluation of progress.

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The Idea

The Balanced Scorecard

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Whenever you feel stressed in the future, you can activate that physical cue, and the feelings you experienced will return as soon as you step back into your circle of excellence.

Circles of Excellence The circle of excellence is particularly effective for individuals who possess the skills but struggle with self-confidence, especially when facing new challenges.

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The Idea

Circles of Excellence

Principles and Techniques

Fragmentation and Grouplink

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Decision-making Principles and Techniques Coachees will discover two crucial factors that can greatly aid their decision-making process: first, it's essential to grasp the psychological elements and potential traps involved, and second, they should be equipped with the right techniques to implement at the appropriate moments.

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The Idea

Decision-making Principles and Techniques

Brainstorming

Prototyping

Creative Techniques

Methods to Generate Creative Ideas

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Developing Innovation Encouraging coachees to tap into their creativity and innovation can be quite rewarding. By helping individuals view situations from new perspectives, you not only attract top talent but also enhance the uniqueness and worth of your business. There are numerous practical strategies to foster innovation.

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The Idea

Developing Innovation

How Could You do it?

Disney Creativity Strategy

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Disney Creativity Strategy This approach aids in shifting perspectives. It draws inspiration from the imaginative brilliance of Walt Disney, who excelled at thinking in three distinct modes: the critic, the realist, and the dreamer.

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The Idea

Disney Creativity Strategy

Make clear your intent. More and more, people are sensing that leaders at the top of organizations are prioritizing their interests over those of the individuals they are supposed to guide. The global credit crisis, economic downturn, and the collapse of various companies, along with the search for CEOs and leaders to hold accountable, reflect this sentiment. People need to understand the motivations of their leaders.

Eight Principles of Motivation

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Eight Principles of Motivation Supporting individuals in feeling motivated and connected to their work is a challenging skill, and leaders frequently underestimate its complexity. However, there are several practical principles that can assist in this endeavor.

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The Idea

Eight Principles of Motivation

Recognizing that empowering your team means entrusting them with a full role and set of responsibilities within clear limits is crucial, rather than simply assigning a single task or project.

Empowering your Team Members

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Empowerment Empowerment involves unlocking the creative potential of team members, not just for a single task, but for their entire role within the organization.

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The Idea

Empowerment

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The Four Stages of Achieving Emotional Commitment Engaging people and securing their commitment to a business strategy or task can be accomplished by guiding them through four emotional stages.

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The Idea

The Four Stages of Achieving Emotional Commitment

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GROW The coaching dialogue typically consists of four key stages that center around a person's goals, their current situation, possible options, and their commitment to action.

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The Idea

GROW

Make sure your guiding coalition is aligned with its goals and that everyone collaborates effectively as a team.

Change Process

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Kotter’s Eight-Stage Process for Leading Change Leadership expert John Kotter examined 100 companies undergoing transitions. Through his analysis of their successes and challenges, he pinpointed several frequent mistakes. This research inspired Kotter to create the 'eight-stage process,' a series of steps that individuals can follow to help ensure successful change.

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The Idea

Kotter’s Eight-Stage Process for Leading Change

+ Note

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Six Thinking Hats The 'Six Thinking Hats' method, developed by Edward de Bono, is an effective tool for examining decisions from various angles. It encourages coachees to adopt different viewpoints, helping them to think outside the box and gain a comprehensive understanding of a situation.

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Six Thinking Hats

Basic

• Bossons, P., Kourdi, J. Sarain, D. (2012). Coaching Essentials. Practical, Proven Techniques for World-class Executive Coaching. 2nd Edition. Bloomsbury.
• Chandler, S. (2012). Connection. How Coaching Changes Lives. Robert D. Reed Publishers. eISBN: 978-1-934759-70-7
• Hromek, R. (2007). Emotional Coaching. A Practical Programme to Support Young People. A Lucky Duck Book. Paul Chapman Publishing. SAGE Publicaions Company. ISBN13 978-1-4129-2016-2 (pbk)
• Mthemmu D. (2007). Team Coaching. Series Editor Marius Meyer. Knowres Publising. ISBN: 978 1 86922 384 7 E-book
• Neenan, M & Dryden, W. (2013). Life Coaching. A Cognitive Behavioural Approach. 2nd Edition. Routledge. ISBN: 978-0-203-75831-1 (ebk)
• Nelson, K.J, Hernez-Roome, G. Ely, K. DiRosa, G.A. (2011). The Leadership Coaching Sourcebook. A Guide to the Executive Coaching Literature. Center for Creative Leadership. CCL Press.

Complementary

• Dunbar, A. (2017). Clean Coaching. The Insider Guide to Making Change Happen. Routhledge. ISBN: 978-1-315-73866-6 (ebk)

Webliography

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Description Empowerment requires the leader to:

• Establish a clear and straightforward direction to keep everyone aligned; maintain a comprehensive awareness of ongoing activities.
• Provide assistance, create opportunities, and facilitate actions without overshadowing those assigned to the tasks.
• Make decisions that others may not be able to due to time constraints, insufficient information, or lack of expertise.
• Regularly evaluate performance, acknowledge achievements, and foster both individual and team growth.
• Cultivate trust through collective success; and share insights and knowledge whenever feasible.

The Idea When to use it: When it's time to create or put into action a fresh idea, choice, or strategy. Summary: There are four emotional phases that you can guide people through when it's time to introduce a new decision.

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Description Making smart decisions without errors The thought processes of individuals and groups significantly influence their decision-making, often in subtle and misunderstood ways. John Hammond, Ralph Keeney, and Howard Raiffa identified several common pitfalls that can occur during this process.

The Idea When to use it: When you begin a leadership position or seek to tackle a particular leadership issue. Summary: One of the most well-known and lasting perspectives on leadership is John Adair’s action-centered leadership model. Adair describes leadership through three interconnected and overlapping circles: task, team, and individual. His approach highlights that these three aspects outline the essential responsibilities a leader must focus on to be successful.

The Eight Principles of Motivation

1. Be motivated yourself. Effective leadership hinges on self-motivation to demonstrate the effort and dedication expected from team members. It’s essential to grasp what drives motivation and to navigate any challenges that may arise.
2. Select highly motivated people. Grasping what drives individuals begins during the initial selection interviews. While many people may have motivation, this motivation must align with the job's needs. For instance, not everyone is inclined to pursue a career in sales; their interests and motivations might be directed toward different areas.
3. Treat each person as an individual. It's a common mistake to think that everyone will react the same way to the same motivation or incentive. In fact, many people may resist being treated like everyone else. Each person has unique feelings shaped by their own perspectives, values, experiences, and personalities, all of which influence their motivation. The better leaders grasp what drives each individual, the more effectively they can engage and inspire them.
4. Set realistic and challenging targets. When guiding a team, it can be tempting to establish goals that team members may not fully embrace, leading to disappointment and a lack of motivation. The secret lies in recognizing the needs of the team, the task at hand, and each individual. By setting targets that are both ambitious and attainable, you can ensure that everyone feels involved and motivated to achieve them.
5. Remember that progress motivates. Success serves as a powerful motivator, which is why top teams frequently take the time to celebrate their achievements. When success is reached, it creates a positive cycle that boosts both confidence and motivation.
6. Create a motivating environment. Leaders need to foster an environment where individuals can flourish. This involves eliminating barriers like excessive bureaucracy, restrictive policies, or procedures that may dampen motivation. It's essential to ensure that team members have access to the resources they need, recognize their training and development requirements, keep track of their progress, provide coaching and support when needed, and celebrate their successes.
7. Provide fair rewards. They motivate individuals and can manifest in various ways, such as through promotions, extra resources, or responsibilities, along with salary increases and benefits.
8. Give recognition. Acknowledging the successes and efforts of team members is crucial for keeping their motivation high. Leaders need to help maintain the team's drive for continued achievements. Lastly, there’s an important ninth rule of motivation that deserves attention.

Description The effectiveness of the balanced scorecard method stems from its capacity to bring together and harmonize a range of indicators that assess the performance of crucial activities and processes central to the organization’s operations. This approach is beneficial as it offers a comprehensive view of overall performance while pinpointing specific tasks that require attention. Additionally, the balanced scorecard considers four key aspects, with traditional 'hard' financial metrics being just one component. The three 'soft', measurable operational aspects are:

• Customer perspective – how customers view the organization.
• Internal perspective – the areas where the organization needs to excel.
• Innovation and learning perspective – the domains where the organization should strive for continuous improvement and value addition.

The specifics of the implementation process will vary based on the type, size, and structure of the organization, but the primary stages involved typically include:

1. Establishing the strategy involves making sure that everyone comprehends the strategic goals and the key success factors essential for reaching each major objective.
2. Determining what to measure is crucial. Goals and metrics should be identified for each of the four perspectives: finance, customers, internal processes, and innovation and learning.
3. Completing and executing the plan requires additional discussions to finalize the specifics of the goals and the activities to be measured, along with the exact metrics to be used. Each metric must have an associated action to ensure its success, highlighting the importance of deciding on the right actions to meet the goals.
4. Utilizing the results is vital. While it's important for everyone to grasp the overall objectives, it's equally important to determine who should receive specific information, the reasons for it, and the frequency of updates. This information should inform decisions and bolster areas that require more focus. Research indicates that being perceived as taking action can be just as significant as the actions themselves.
5. Evaluating and updating the system is essential. Like any management process, a final review and revision stage ensures that lessons are learned and new challenges are addressed.

Disney Creativity Strategy Walt Disney was said to have utilized various rooms in his home to cater to different parts of his creative process. The steps outlined below aim to assist coachees in adopting this approach.

1. Select a problem –It can be either minor or significant. Hold off on assessing the issue for now.
2. Standing in a ‘neutral’ space. Label three sections of the floor to represent three unique areas: the dreamer, the realist, and the critic. It's helpful to clearly identify each space.
3. Think of a time when you were really creative. Imagine a time when your dreamer was exploring some truly imaginative options. Take a moment to embody that dreamer and experience those creative choices again. Once you're done, gently return to a neutral state.
4. Think of a time when you were realistic. Reflect on a plan that was carried out successfully. It could be one you created or one from someone else. As you remember this moment, immerse yourself in the reality of the experience and truly feel it. Once you're done, take a moment to step back into a neutral space.
5. Next, recall a time when you constructively criticized a plan and recognized both the strengths and weaknesses while pinpointing issues. Whether it's your plan or someone else's, take a moment to reflect on that experience. Embrace the role of a critic and revisit those moments, then shift back to a neutral perspective. This assists coachees in balancing their dreamer, realist (or planner), and critic perspectives in their minds, enabling them to effectively tackle the issue at hand.
6. Consider the problem you want to work with. Step into the realm of imagination. Allow your thoughts to drift without restraint. This is a space for creativity, where the realist and the critic have no place. Keep reality at bay and let your mind explore.
7. Now step into the realist space and consider the plan. It's something you've always envisioned. Now it's time to gather your thoughts and turn them into action. What steps do you think are necessary to bring it to life?

Principles and Techniques When Making Decisions

• Be bold and don’t fear the consequences of decisions –We often exaggerate the impact, both positive and negative, of our decisions. At the same time, we underestimate our capacity to make the right choices. This is largely due to 'loss aversion,' which suggests that the pain of losing feels greater than the joy of gaining. It's important to keep in mind that the worst-case scenario may never happen, and even if it does, people generally possess the mental strength to handle it.
• Trust your instincts and emotions –Quick decisions can often be the most effective because you’ve swiftly identified the essential information and acted on it. Taking too much time can result in information overload and additional distractions.
• Play devil’s advocate –Examining weaknesses and shortcomings can enhance your decision-making and shed light on the elements influencing your choices, including various issues like biases. This involves recognizing confirmation bias and actively addressing it.
• Avoid irrelevancies –Unrelated information can skew our understanding, as highlighted by the anchoring trap. To overcome this, it's important to be prepared to examine the context of the information. Consider what you're using as the basis for your decision and whether it truly matters.
• Reframe the decision –This will allow you to see the problems from a fresh angle.
• Don’t let the past hold you back –The sunk-cost trap shows how we often cling to past decisions simply because we've invested a lot in them. It's important to remember that there might be better options out there, so don't hesitate to explore them!
• Challenge groupthink –Many individuals hesitate to share their thoughts or take action due to the influence of social pressure. This is not a valid reason. Discover what people genuinely believe and use that insight to guide your choices.
• Limit your options –Life can become more challenging with an abundance of choices, which is known as the paradox of choice. By focusing on the most promising options, you can alleviate some of the pressure and gain clearer insights. We often think that having more choices is advantageous, but in reality, having fewer options can lead to greater satisfaction. Sometimes, it might be beneficial to let someone else, who is more qualified, decide for you.

The Idea When to use it: It's best to use this approach when a coachee is struggling with confidence, yet importantly, has the necessary skills to achieve success. Summary: A great method to boost people's confidence is known as the circle of excellence. Importantly, this approach doesn't focus on building skills but rather on recognizing existing abilities. It guides individuals to envision their future by drawing on their most successful past experiences or those of someone they admire. Essentially, it helps them tap into the skills and positive mindsets that have proven effective in earlier situations and apply them to current challenges. This technique empowers individuals to reach their optimal state of mind whenever they need it.

When designing a change process with these steps considered, it's crucial to allocate sufficient time for the entire sequence of events and to execute them in the proper order. Kotter found that adhering to the change plan sequentially and patiently was key to achieving success.

• Ensure your change initiative has both a leader to inspire, motivate, and align the team and a manager to ensure that the various processes operate smoothly and as intended.

• Develop a clear vision for the change process along with a timeline of events, and share this information throughout your organization.
• Craft an engaging vision for the future and devise strategies to bring that vision to life.

• Recognize that different change processes will demand various skills and qualities at different stages. For instance, a change driven by a crisis may need a stronger focus on leadership rather than management.

• Even the most successful change initiatives can be chaotic and may not unfold as planned, so be prepared to handle the unexpected.

The idea When to use it: Creating a motivating environment is an ongoing process that requires consistent effort; it can't just be turned on at a moment's notice. If you wait until individuals are feeling unsure or lacking motivation, it will be too late to make a difference. Summary: People are driven by a variety of factors, making motivation a complex subject. The 'carrot and stick' method is just one of many influences on behavior. While threats or promises of increased pay can be effective, they are often blunt tools with limited effectiveness. An individual's motivation is shaped not only by their expectations of the results of their actions but also by their preferred conditions in the workplace and their perceptions and fears. These elements are encapsulated in the eight principles of motivation: 1. Be motivated yourself. 2. Choose highly motivated individuals. 3. Treat everyone as unique. 4. Set achievable yet challenging goals. 5. Keep in mind that progress fuels motivation. 6. Foster a motivating atmosphere. 7. Offer fair rewards. 8. Acknowledge achievements.

Coaches who come from educational, psychological, or other supportive fields have the benefit of having valuable skills and insights into child development. For volunteer coaches who lack this experience, it's important to conduct thorough screenings through written applications, personal interviews, reference checks, and criminal background checks.

How Could You do it? 8 Next, step into the critic space and assess the plan. What are the pros and cons? Is there anything overlooked? What benefits do others gain from it? What do you personally gain from it? What additional elements are required? 9 Step back into the dreamer space again and modify your dreams in the light of the new information from the realists and critics. 10 Continue to go around the three positions until the plan works in all three positions.

Their training should emphasize trust-building, understanding child development, addressing ethical concerns, fostering teamwork, and enhancing skill development. Additionally, establishing support networks for coaches who meet regularly can offer essential training, support, and opportunities for reflection. The background reading, games, and reflection sheets included in this book can serve as a foundation for understanding the psychological aspects necessary for effective emotional coaching.

Leadership Tasks To successfully address the three key aspects of leadership—task, team, and individual—Adair suggests that leaders need to perform and cultivate eight essential functions.

1. Defining the task – The leader should make sure that the task is broken down into a clear objective that meets the SMART criteria: specific, measurable, assignable, realistic, and time-bound.
2. Planning – Exploring alternatives is essential, and it's most effective when done collaboratively with a positive, open-minded, and creative approach. It's important to prepare for potential challenges and to test out your plans.
3. Briefing – Team briefings are a fundamental aspect of effective leadership. They play a crucial role in fostering the right environment, encouraging collaboration, and inspiring each team member.
4. Controlling – Leadership often revolves around achieving the best outcomes while utilizing the least amount of resources. To succeed in this, leaders must possess self-discipline, implement effective control systems, and be skilled in delegating tasks and overseeing the work of others.
5. Evaluating – This aspect of leadership demands that leaders excel in understanding the outcomes of their decisions, analyzing team performance, providing feedback and training to individuals, and making fair assessments of people.
6. Motivating – A key responsibility of a leader is to inspire and energize their team. To do this effectively, there are six essential principles to keep in mind: first, be a source of motivation yourself; second, choose team members who are already driven; third, establish goals that are both achievable and ambitious; fourth, acknowledge that seeing progress can boost motivation; fifth, offer equitable rewards; and finally, ensure that recognition is given where it's due.
7. Organising – This aspect of leadership calls for strong leaders who can effectively manage themselves, their teams, and the organization as a whole, including its structures and processes. Leading through periods of change demands a clear vision and the capability to organize efficiently to reach desired outcomes.
8. Setting an example – Leaders should strive to be role models for both individuals and their teams. It's important to remember that negative behaviors tend to stand out more than positive ones, so consistently setting a good example is essential.

In addition to these cognitive biases and coping mechanisms, two other challenges that arise from an organization's culture are fragmentation and groupthink. Fragmentation. Disagreements can arise among individuals, whether with colleagues or supervisors. Often, these feelings of dissent are not openly expressed and may be masked or held back, sometimes surfacing as passive-aggressive behavior. Instead of being addressed directly in formal settings like meetings, dissenting views tend to linger in the background, shared informally in casual conversations. This fragmentation can be damaging, obstructing effective analysis and decision-making, especially when one group's opinions overshadow others. It creates a self-perpetuating cycle, where attempts to address the issue are perceived as efforts to assert control by one faction. As a result, this situation can become entrenched within the organization, making it very challenging to change. Groupthink is essentially the opposite of fragmentation. It happens when a group stifles ideas that are critical or do not align with the group's chosen path. While it may seem like everyone is on the same page, that's often not the case. This phenomenon can arise from various factors, including previous successes that lead to a false sense of invincibility and a sense of complacency. Groupthink can also occur when members are not given access to important information or feel unable to challenge the prevailing opinions. Individuals might hesitate to voice dissent due to past experiences, current worries, or fears about the future, leading them to prefer the comfort of conformity. Groupthink is intensified by the tendency of close-knit groups to justify the safety of their choices or strategies, which ultimately stifles critical thinking and the sharing of differing opinions. This leads to a limited exploration of possible alternatives and a neglect of the potential risks associated with favored decisions. Groupthink can manifest in organizations regardless of whether teamwork is robust or lacking. Similar to fragmentation, groupthink perpetuates itself. The longer it persists, the more ingrained and accepted it becomes, making it quite challenging to change.

There has been significant movement in the coaching world, with various organizations positioning themselves as ‘professional bodies of coaching.’ Progress has been made in establishing common terms, codes of ethics, and practices. However, as of now, no independent authority has officially recognized a ‘professional body’ for coaching. In 2007, Australian psychologist and coaching expert Anthony Grant noted that coaching is an industry, not a profession, with no formal barriers to entry, regulation, government-accredited qualifications, or clear authority to validate coaching credentials. While much has been done since then by coaching organizations and corporations creating their own standards for hiring coaches, the situation remains largely unchanged. Nonetheless, with the growing focus on the ‘professionalization’ of coaching, it is increasingly important for coaches to clearly demonstrate their skills. This can be through qualifications (such as academic degrees or certificates), a proven coaching track record, client references, or membership in relevant coaching bodies.

Coaching Outcomes Evaluating the results of coaching is essential for both practitioners and researchers to understand how effective coaching programs and processes are. This framework looks at leadership coaching outcomes from a training viewpoint while also recognizing the unique characteristics of coaching as a method for learning and development. Consequently, important coaching outcomes encompass traditional summative training criteria, such as participant reactions, learning achievements, skill application, and organizational effects (Kirkpatrick, 1994), along with formative or process-related criteria. These broad factors promote the customization of criteria to align with the specific and evolving goals of coaching, including the integration of cognitive and emotional outcomes, like cognitive flexibility and self-efficacy. We recommend checking out Ely et al. (2010) for a more in-depth exploration of coaching evaluation within the Leadership Coaching Framework, as the unique features of coaching introduce additional challenges in assessing outcomes for both practice and research.

The idea When to use it: The Disney creativity approach can be applied in both personal and group coaching to assist individuals in shifting their perspective, allowing them to view situations from a new angle. Summary: The Disney approach to creativity consists of three unique mindsets:

• Dreamer –the individual who believes anything can happen.
• Realist –the one who organizes and clarifies ideas.
• Critic –the person who examines and questions the elements that seem out of place.

Apply creative techniques when time is short

• Trying first (and asking for forgiveness later!)
• Testing or piloting an idea.
• Ensuring that teams are as varied and diverse as possible.
• Seeking external input.
• Reducing – and virtually eliminating – hierarchy.
• Involving people, generating a sense of play and working
• without boundaries.
• Being flexible about working arrangements.
• Accepting that it is all right to try and fail.
• Imposing a deadline, while allowing some time for people to
• be creative.

Description The circle of excellence consists of several steps that should be practiced beforehand so you can access them whenever needed.

1. Visualize an invisible circle on the ground, large enough for you to step into (approximately three feet in diameter and about two feet in front of you).
2. Enter the circle and recall a moment when you excelled at something you wish to achieve. Picture everything going smoothly, and you feeling bright, joyful, confident, energetic, and successful in your endeavor. Reflect on all the emotions you felt during that time—how you triumphed and how it made you feel. If you don’t have a personal experience to draw from, imagine one. Visualize stepping into the shoes of someone you admire who has accomplished this goal. Interestingly, our brains can’t distinguish between real experiences and imagined ones, so all you need to do is capture that feeling of excellence emotionally, using any role models or scenarios that resonate with you.
3. Create a vivid representation of how you feel using all your senses. See yourself in the circle shining brightly. Fully visualize the scene, and listen to and feel the environment around you.
4. Once you have a clear mental image, immerse yourself in that picture. Imagine stepping into that person and experiencing their success.
5. Finally, become comfortable with these feelings so you can easily access them when needed. This might involve practicing the scenario or identifying a specific phrase or physical cue that helps you recall those emotions. It could be something simple like tapping your fingers, positioning your arms in a certain way, or any physical gesture that you can consistently replicate.

Description Exploring Action-Centered Leadership: Task, Team, and Individual Adair's framework emphasizes that three essential needs are at the heart of effective leadership. Leaders are expected to assist their teams in achieving shared goals, fostering team synergy, and addressing the unique needs of each individual. To accomplish tasks, collaboration within workgroups or organizations is crucial, as no single person can achieve these goals alone. Team dynamics require ongoing encouragement and a sense of unity to operate effectively. The principle of "together we succeed, apart we struggle" underpins team functionality. Individual needs encompass both tangible aspects, like salary, and intangible ones, such as recognition, purpose, achievement, and status, along with the desire for mutual support in the workplace. According to Adair, the needs of the task, team, and individual are interconnected in the following ways: completing the task strengthens the team and fulfills individual needs. If the team’s needs are unmet, such as a lack of cohesion, task performance suffers, leading to decreased individual satisfaction. Conversely, if individual needs are overlooked, team cohesion falters, negatively impacting task performance. Adair posits that leadership operates on three distinct levels: team leadership for groups of five to twenty, operational leadership where multiple team leaders report to a single leader, and strategic leadership overseeing an entire organization with comprehensive accountability across all leadership levels. Regardless of the leadership level, Adair's model insists that the needs of the task, team, and individual must always be taken into account.

Description

1. Establish a sense of urgency. Organizations often let complacency take root during periods of change. Kotter noted that without motivation, individuals are unlikely to contribute, leading to stagnation. Leaders often misjudge the challenge of pushing people beyond their comfort zones. To embrace change, companies require a compelling reason—a 'burning platform'—to shake off complacency and inertia.
2. Form a strong guiding coalition. A team of cohesive and powerful leaders should spearhead the change initiative and foster support across the whole organization.
3. Create a vision. Having a clear direction and a vision of the desired outcome will help ensure that efforts are concentrated, structured, and effective.
4. Communicate the vision. It's essential to share the strategy and vision for change with everyone who is part of the process. In addition to having conversations and utilizing various communication methods, the members of the guiding coalition should exemplify the behaviors and decision-making approaches that are necessary for success.
5. Empower others to act on the vision.When outdated processes and barriers persist during a transition, it can really dampen the spirits of the employees participating in the change. Therefore, it's important to motivate and assist individuals in making the necessary adjustments, preferably without needing constant approval from higher-ups.
6. Plan for and create short-term victories. Begin by exploring methods to kick off the process and put in the effort to build momentum, even if it's through small steps. Inspire your team by consistently highlighting milestones and achievements. Focus on the positive elements of the transition.
7. Consolidate improvements and maintain momentum. Instead of becoming complacent as things progress, leverage the credibility you've built to energize and broaden the changes across every part of the organization.
8. Institutionalise the new approaches. Establish the changes solidly within the organization's culture. When changes are deeply rooted, they tend to be the most impactful.

The Idea When to use it: When you want to transform how a business or team operates, or when you aim to assist individuals in making a change. Summary: A team or organization experiencing major changes can focus on eight essential steps to steer clear of the common issues that often derail transition efforts.

Emotional coaching, a structured and goal-oriented process, helps youth develop social and emotional skills. Natural coaching relationships, like those with teachers or community members, provide long-term support. Coaches should be emotionally intelligent, skilled in communication, and committed to children's development. Proper training and support are crucial, especially for volunteers without a background in education or psychology.

Methods to Generate Creative Ideas Here are some of the most well-known methods for coming up with creative solutions to problems.

• Heuristics: Leveraging past experiences to shape future strategies and choices is key. This approach is marked by adaptability and openness rather than rigidity or absolute confidence. As circumstances evolve, decisions are refined and modified, all while being anchored by a clear set of values. Consequently, heuristic techniques are most effective in scenarios where traditional or methodical decision-making processes fall short, especially in entirely novel situations. By merging fundamental principles, like addressing customer needs, with experiential knowledge, solutions can be identified swiftly and flexibly.
• Mind mapping. This method helps to arrange thoughts and concepts in a structured way, allowing patterns and fresh ideas to develop or become clearer. Mind maps are useful for clarifying problems and for sharing and communicating ideas effectively. A good starting point is to categorize the issues into specific groups. Additionally, presenting ideas visually can reveal the connections between them.
• Vertical and lateral thinking Edward de Bono, a well-known author, offers a structured method for enhancing creativity. He differentiates between vertical thinking, which is limited by logic and follows a linear path, and lateral thinking, which transcends conventional boundaries and processes. De Bono believes that traditional techniques often fall short when addressing various challenges. In such cases, lateral thinking proves beneficial as it merges ideas and concepts that have not been previously connected. Additionally, lateral thinking challenges restrictive assumptions by posing the question: What if?
• Questioning. It’s beneficial because it encourages the creation of new options. This process should take place in a nurturing atmosphere and is a crucial initial step in challenging conventional thought. It’s often helpful to probe established reasoning by asking both why and why not? By examining the boundaries of current methods, we can spark fresh ideas.

Develop solutions quickly using deep-dive prototyping A deep dive involves both brainstorming and prototyping, creating a method that can effectively propel a business forward. This process can take anywhere from an hour to a week to complete. The key stages in the deep dive process include: 1 building a diverse and varied team; 2 defining the challenge; 3 visiting experts; 4 sharing ideas; 5 brainstorming and voting; 6 developing a fast prototype; 7 testing and refining the prototype; 8 focusing on the prototype and producing a final solution.

The Idea When to use it: Organizing and directing a coaching discussion. Summary: There are four key stages in a coaching conversation.

• Goals. Establishing objectives for the entire coaching journey as well as for individual sessions.
• Reality. Examining the present situation of the coachees: understanding their actual conditions and the issues they face.
• Options. Creating alternatives, tactics, and action plans to reach the objectives mentioned earlier.
• Will. Determining the actions to take, who will take them, the methods to use, and the timing involved, as well as assessing if there is enough commitment and resolve to follow through.

This concept is referred to as the GROW model, where the key aspect is that the coachee holds the responsibility for establishing the goals.

The Idea When to use it: It's essential for leaders to ensure that their team members feel a sense of responsibility and control over their contributions and successes. This approach not only encourages individuals to utilize their unique talents but also guarantees that everyone can reach their full potential. Summary: Empowerment is rooted in the idea that team members often have untapped potential, and with the right environment and responsibilities, they can significantly enhance their contributions. When you empower your team, you allow them to take charge of their tasks, making them both responsible and accountable within set limits. Empowerment involves:

• Allowing each team member to manage their work.
• Enabling those closest to customers, both inside and outside the organization, to make their own decisions.
• Eliminating barriers and unnecessary red tape.
• Supporting and encouraging individuals to implement their improvement ideas.

The Idea When to use it: Enhancing decision-making, tackling problems, fostering innovation and creativity, and boosting confidence and adaptability in the face of new or challenging circumstances. Summary: Many successful individuals approach challenges with a rational and optimistic mindset. However, if they neglect to consider a problem from emotional, creative, or even negative perspectives, they might underestimate the obstacles to their plans, miss out on innovative ideas, and fail to recognize the need for backup strategies. On the other hand, those with a pessimistic outlook may become overly defensive, while those who are more emotional might struggle to evaluate decisions with a calm and rational approach. Each of these perspectives, or "thinking hats," represents a unique way of thinking. Utilizing the "six thinking hats" method can help you analyze issues from various viewpoints, allowing you to make decisions that blend ambition, effectiveness, empathy, and creativity.

Description Recognize the moments when innovation flourishes and establish the ideal environment for it. Successful innovation relies on five key catalysts. Which of these areas could be enhanced within your business or team? What steps can you take to make that happen?

1. Consciousness. All employees are aware of the organization's objectives and feel confident that they can contribute to reaching them.
2. Multiplicity (or diversity). Teams and groups bring together a diverse and imaginative blend of skills, experiences, backgrounds, and ideas.
3. Connectivity. Relationships are built on trust and strength, and we actively promote and support them both within teams and across different functions.
4. Accessibility. Everyone in the organization has access to resources, time, and decision-makers, creating an environment where both doors and minds are open.
5. Consistency. The organization is deeply committed to innovation, which is integrated into its processes and leadership approach.

While individual coaches may prefer specific coaching models, most programs cover similar topics, including contracting, ensuring confidentiality, conducting assessments, planning actions, evaluating progress, and facilitating transitions. The four essential processes that define the client-coach relationship are building and sustaining rapport, establishing and nurturing trust, fostering commitment, and encouraging collaboration. These elements require shared responsibility between the coach and the client. Lastly, tools and techniques refer to the actual coaching practices, such as active listening, questioning, and providing feedback.

Description There are numerous proprietary tools available for generating 360-degree feedback, and it's beneficial for coaches to select the one that aligns best with their needs and those of their coaches. Here are some key points to consider regarding 360-degree feedback:

• Viewing feedback as a gift is essential. Whether you choose to act on it or not, embracing feedback as a well-meaning gesture can be very helpful.
• 360-degree feedback offers a meaningful way to examine coachees’ relationships and behaviors—elements that are crucial to those around them.
• Feedback from a coachee’s supervisor, colleagues, or peers can be contrasted with personal assessments (like the Myers-Briggs type indicator) and self-reflection. This allows coachees to ponder questions such as: What am I excelling at? Where can I improve? How am I progressing towards my goals? What truly matters to me?
• Encouraging coachees to shift their perspective from their current behaviors to a broader, future-focused view can be beneficial.
• Many individuals who have undergone this type of feedback discover that while some people may want them to change certain behaviors, others may appreciate those same behaviors. This highlights the idea that our actions are not inherently good or bad but are often influenced by context.
• 360-degree feedback raises several important questions. For instance, if you're aiming for a specific outcome and not achieving it, what behavior or skill needs to be adjusted or developed? Is this something you can currently do, or does it require further growth?

Summary The Leadership Coaching Framework is made up of six essential components that help analyze important coaching elements. Additionally, this framework organizes these key factors within the components to highlight their connections and relationships. As a result, it offers a valuable structure for exploring coaching literature, enhancing our comprehension of the field, fostering systematic research, and improving practice guidance.

Empowering your Team Members

• Understand what you mean by empowerment. It's important to clarify your goals for empowering your team. Share your intentions with your colleagues and senior managers, and ensure that their expectations align with yours.
• Assess the barriers to empowerment – What are the underlying factors (such as a fear of responsibility or a blame-oriented culture) and what strategies can be employed to address them?
• Build the right culture within your team – Certain organizations foster cultures that are more supportive of empowerment than others. If you truly want to enable your team to make independent decisions and embrace greater accountability, it's essential to cultivate an environment of trust and respect. Additionally, work on eliminating any atmosphere of fear and blame, while prioritizing the needs of the task, the team, and each member.
• Establish the boundaries –Empowerment gives individuals more freedom and accountability, but it's essential to establish and agree on clear boundaries. This could involve setting spending limits, for instance. Additionally, be ready for these boundaries to be challenged; it's through this process that well-defined limits will be created.
• Communicate and win support – To promote empowerment, it's important to inform those around you about what it entails. This might mean comforting some individuals, highlighting the advantages, and gaining the backing of others.
• Make sure that people have the right skills and resources to take control – Take some time to evaluate the current roles of each team member and consider their potential future responsibilities. This is a great chance to revise and refresh job descriptions, identify any training requirements, and ensure that your team has the necessary resources to succeed.
• Agree on objectives and performance measures –Empowerment involves providing individuals with the authority and tools they need to consistently carry out their tasks. Similar to delegation, it’s not simply about assigning work and walking away; it necessitates a mutual understanding of the required speed, precision, and cost-effectiveness.
• Monitor developments. To ensure everyone is informed about the situation, it's essential to highlight early successes that demonstrate the benefits of the process. Keep an eye on progress and address any challenges, especially in the initial stages, but be cautious not to disrupt or weaken the process.

The Idea When to use it: When it's time to tackle issues or make a decision. Summary: Making decisions can be misleading. It might appear easy to grasp the key aspects of an issue and determine the next steps. Yet, the truth is that things are rarely that uncomplicated. Effective decision-making involves a variety of skills and strategies, along with the capability to steer clear of possible traps.

Description Engaging people and securing their commitment to the strategy can be accomplished by guiding them through four emotional stages. Explain the issue. Understanding the context and significance of the issue is the crucial first step. This offers important insights without requiring any immediate commitment. Highlight the issue’s significance. The following phase expands on this by creating a clear comprehension of the importance of the decision for the organization, especially focusing on its significance for individuals and what it represents for them. Generate commitment. The next step in fostering commitment is to ensure that the decision feels achievable. This can be done by securing early wins that create momentum and encourage participation. Instil belief. Encouraging individuals to believe in their potential for success can foster a strong sense of commitment. To achieve this, it's important to:

• Engage people in important decisions from the start.
• Break down the decision or project into clear, manageable steps.
• Create a sense of involvement and true dedication by celebrating achievements and promoting teamwork.

The Idea When to use it: To assist in recognizing strengths, weaknesses, and opportunities for growth. Summary: Coaching aims to enhance individual effectiveness, and one key way to achieve this is by understanding how our actions are perceived by others. The 360-degree feedback process allows those around you to share their insights regarding your behavior, highlighting what they believe you should stop, increase, or maintain. Coaches should always stress that feedback focuses on specific, observable behaviors—rather than judging the entire person—and is contextual.

The Idea When to use it: Coachees often find themselves in situations where they need to create or put into action a business strategy. Summary: In their popular book, The Balanced Scorecard, Robert Kaplan and David Norton discuss ways to enhance a business's long-term value. Their method incorporates the idea of shareholder value analysis and is founded on the belief that traditional metrics used by managers—like business ratios, productivity, unit costs, growth, and profitability—only tell part of the story. These metrics provide a limited view of past performance and offer minimal insight into future potential. On the other hand, the balanced scorecard presents a measurement and management framework that connects strategic goals to a broader set of performance indicators.

The Idea When to use it: Coaches can foster a culture of innovation by creating new ideas or methods, seizing opportunities, and addressing challenges effectively. Summary: Organizations that find it hard to innovate often face challenges because their ideas are quickly judged and analyzed before they can fully develop. While having effective processes for idea generation and innovation is crucial, it's not the only factor. Successful innovative organizations cultivate an environment and culture that truly values and encourages innovation. This supportive culture can be nurtured through various practical techniques.

The critic. In this last stage, the coachees critically examine the suggested plan or solution by addressing the following questions:

• How do all the components align?
• Which elements seem out of balance?
• What aspects do not align with the project's main goal?
• Which areas of the project need further development?
• Is this feasible within the given timeline?
• What is the importance of each step?

The realist. In the next phase for the coachees, the focus shifts to 'How to...'. They are tasked with creating an action plan that includes timelines, progress evaluations, and key milestones, along with agreeing on the evidence and testing methods. During this phase, coachees should reflect on the following questions:

• What actions will you take?
• How will you specifically put the idea into practice?
• How will you determine if the goal has been met?
• Who else will be involved in this process?
• What time limitations or resource challenges do you face?
• When will each stage of the plan be executed?
• When is the overall goal expected to be achieved?
• Where will each stage take place?

The dreamer. The coachee adopts the perspective of a dreamer and reflects on the following questions:

• What motivates you to pursue this?
• What is your ultimate goal?
• What benefits do you hope to gain?
• How will you recognize when you've achieved them?
• What is your vision for the future?
• Who do you aspire to be or emulate?
• What subjects would you like to explore?

Description The participant engages in all three roles, following the specified order. Each phase calls for a unique approach from them. About the three roles

Medium Many coaches are now working through various mediums instead of traditional face-to-face sessions, utilizing tools like email and virtual simulations. This shift has sparked increasing interest in how the coaching medium affects outcomes. Incorporating technology into the already distinctive one-on-one coaching experience adds layers of complexity to the interactions. As a result, the method of coaching delivery—whether in-person, technology-assisted, or a combination of both—plays a significant role in shaping the relationship between the coaching process and its results.

DescriptionAdjust your perspective according to your current circumstances and priorities.

Click on each concept to read the information.

• Deciding what is to be done – the final phase of the GROW model

• Understanding the reality and options phases of the GROW model

• Goal-setting

Description

Brainstorming invites individuals to freely express all their thoughts on a particular subject, typically guided by a facilitator, in a setting that promotes constructive feedback instead of criticism, debate, or commentary. Once ideas are shared, they are examined, discussed, and ranked in order of importance—often, various aspects of different proposals can combine to form innovative solutions. However, the success of this process relies on the implementation of several key principles.

• Quantity matters –Come up with as many ideas as you can. Focus on generating a large number of ideas first, and we can evaluate their quality afterward.
• Suspend judgment -It's important to create an environment where participants feel comfortable sharing their thoughts, knowing that their ideas won't be shot down by others.
• Freewheel and encourage every idea, sometimes, the most unconventional and quirky ideas can turn out to be the most brilliant ones. What initially appears to be absurd might just be a stroke of genius.
• Cross-fertilize -This allows participants to expand on one another's ideas.

This is how brainstorming becomes truly productive. Don’t rush to judgment. It's important to give yourself some space between brainstorming ideas and assessing them. Use a systematic approach to narrow down your options and find the best solution. Establish clear criteria for evaluating the ideas you've come up with. This will help you focus on the most promising solutions.

Description Three key elements that influence a leader's ability to motivate others include:

1. Recognizing what drives individuals to take action –this is essential for engaging team members and directing their efforts effectively. Motivations can stem from deep-seated needs or desires, which may be fully acknowledged or hidden beneath the surface. Additionally, motivations can be complex, often involving a mix of various factors centered around a primary drive.
2. Grasping the external context –leaders must be aware of various influences, such as the team's needs or the urge to sidestep challenging situations in the future, which can significantly impact motivation.
3. The importance of leaders being intrinsically motivated themselves –this self-motivation is crucial for inspiring and motivating others.