Learning to CoachIain Davidsonwww.iaindavidson.com @seeingstones

So what is...coaching?

How does it differ from mentoring?

(from Homer-Athena and Telemachus)

Coaching = “A teaching process in which an individual is supported while achieving a personal or professional

goal” (W)

Mentoring = “An ongoing relationship of learning dialogue and challenge” (W)

PROCESS

Individual

Task

TIP

What are the qualities and behaviours of a good mentor or

coach?

Why coach?

(What’s in it for me?)

How to do it: the star model

Building rapport and relationship

Different levels of listening

Using intuition

Supportive feedback

Asking questions

The 1:1 learning and development relationship. What’s changing?

Non DirectiveDirective

I know youI tell you

You follow my instructions

You know howI ask you

You Decide

Old School

New School

Your experience?

Your (5)values/purposes?

Why are they important?

Case Study: Innocent

Five Values:natural

entrepreneurialgenerous

commercialresponsible

Innocent values

“Development and change are good. The opposite is stagnation and stagnant people smell like

ponds”

“The role of innocent is to provide opportunities to learn

and a culture that supports and encourages people to lead and

challenge themselves”

Write down 1 or 2 goals for this year (5 mins)In pairs take role of coach/client, listen and respond. What works? What doesn’t?

Questions for you...

how comfortable am I when not contributing my own thoughts?

how much did I resist adding what I thought or new?

what effect did it have when I concentrated only on what they said or thought?

How to do it?• Find time and space/place

• Use an ‘agent’, laptop or A5 pad

• Ask mentee to prepare A5 summary

• Sit and discuss (mentee does 70% of talking)

• Use GROW model

• Drive with carefully crafted questions

• Mentee comes up with the answers and actions

• Agree action plan/dates

GROWGOALS

REALITY

OPTIONS

WHAT (will I do?)

SWOT

Driving with Socratic QS• 6 types of open questions

• Clarifying questions

• Probing assumptions

• Probing reasoning

• Probing evidence

• Probing viewpoint and experience/perspective

• Probing implications and consequences and

• questions about questions (hazelnuts)

Powerful Questioning• Simple, open questions often have the greatest impact

• Powerful pauses (allow people time to frame response)

• Direct gets to the heart of the matter

• Complex questions confuse people

• Why? Can irritate and get a defensive response

• Create clarity, show empathy, don’t judge!

• Not controlling or designed to dominate

Case Study: Toyota

Leadership and development through teaching, coaching and

mentoring

Toyota: 5 coaching questions

1. What is the target condition?2. What is the actual condition now?3. What obstacles are preventing you? 4. What is you next step?5. When can we go and see what we have

learned from taking that step?

The Coaching Manual by Julie Stair

‘Gamestorming’ by Dave Gray, Sunni Brown, James Macfuno

Toyota Kata by Mike Roller

‘Innocent’, our story and some things we’ve learned (Penguin)

So...GOOD LUCK!

What Next? Where Next?

Books