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Global HR Symposium HRBP Coaching Day May 16 th , 2013

Recruiting Solutions Global HR Symposium HRBP Coaching Day May 16 th, 2013

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Global HR SymposiumHRBP Coaching DayMay 16th, 2013

Road Map

Welcome Key Note Overview of Coaching The How of Coaching Lunch (45 Minutes) Guest Speaker: Shannon Stubo The What of Coaching Coaching Reflection Making This Real: HRBP Application Next Steps

Welcome

Johanna Jackman, HR Director, G&A

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Definition of Coaching

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How our Managers may initially define….How we are defining in ManageIn and today…

Facilitating another’s learning, performance, and development, with a goal to increase both the awareness and the responsibility of the person being coached.

A successful Coach will be…

Unlocking and leveraging a person’s potential to maximize their own performance 

Helping a person through significant transitions in the way they need to work or think 

LinkedIn Confidential ©2013 All Rights Reserved

Coaching is “Partnering with clients in a thought-provoking and creative process that inspires them to maximize their person and professional potential.”

The International Coach Federation

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Your Value and Impact as Coaches

Pat Wadors, SVP of HR

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Coaching Overview

Patty Burgin, SeattleCoach

Amy Brown, SoDo Consulting

The world has changed. Human neurobiology, not so much.

http://www.youtube.com/watch?v=ebtGRvP3ILg&sns=em

What do you notice in the skiier’s process towards “safe enough”?What do you hear in the energy of the coach in the background? Anything else?

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Take a full minute to think of an idea about which you are really enthusiastic. (Include lots of specifics!)

•An initiative at LI •A great weekend away with someone you love to be with•A vacation or adventure you’re planning

”I’ve Got An Idea!” (Part I)

In groups of three, identify three roles:

Presenters: Your job is to present your cool idea. Continue presenting for about three minutes while your partner/friend/colleague responds based on the card handed to him/her.

Responders: You are the Presenter’s partner/friend/colleague. Your job is to respond to the Presenter by following the instruction cards that are handed to you by the Dealer.

Dealers: Your job is to quietly select instruction cards and hand them to the Responder every thirty seconds or so, making sure the Presenter does not see the cards.

There will be three rounds, 2-3 minutes each and then debrief together for 2-3 minutes.

”I’ve Got An Idea!” (Part I)

Debriefing Questions for Presenters:

What happened to you viscerally?

What thoughts and judgments about your Responder did you have?

What else did you notice?

”I’ve Got An Idea!” (Part I)

The Core Four: Play Card #1

Respect Slow down, ask more questions

Energy Get more aware, less reactive

Acknowledgment People are hungry for this

Listening Beyond the words

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Debriefing the Demo

How and where to you observe the Core Four?

How did the Core Four “tee up” the conversation?

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Take a full minute and recapture your idea—in your heart, your head, your intuition. Recapture the specifics.

In groups of three, do three rounds again: 5 minutes each and 3 miniutes to debrief with each other about what happened:

Presenters: Your job is to again present your idea. Continue presenting for about three minutes while your partner/friend/colleague responds based on the card handed to him/her.

Responders: You are the Presenter’s partner/friend/colleague. Your job is to listen and respond to the Presenter by being the best coach you can be. Try to practice “The Core Four”. The Dealer will use his/her own coaching intelligence to hand you idea-cards. Do what’s on each card.

Dealers: Your job it to quietly select idea cards and hand them to the Responder in a way that you think will build their alliance with the Presenter. It doesn’t have to be a rapidly as before. Again, make sure the Presenter does not see the cards.

”I’ve Got An Idea!” (Part II)

Debriefing Questions for Presenters:

What happened viscerally? What thoughts and judgments about your Responder did you have?What else did you notice?

Debriefing Questions for Dealers:

What did you notice as you watched the interaction? What did you want to see more of? Less of?

Debriefing Questions for Responders:

What did you try? What did you learn?

”I’ve Got An Idea!” (Part II)

Use the Core Four to “tee up” a solid coaching conversation:

[] Create an alliance/agreement

[] Find the agenda/identify some outcomes

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Try it! In groups of 3-4:

A new leader has experienced some setbacks, and her confidence is shaken. You find out that she is embarrassed and defensive about her experience of leading meetings with her team.

How could you begin to create an alliance with her?How could you begin to collaborate with her on an agenda/outcomes for the coaching conversation?

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Lunch

45 Minutes

Coaching from a Leader’s Perspective

Shannon Stubo

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The How and the What of Coaching: Together

Patty Burgin

Amy Brown

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Play Card #1 (flip side)

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Active Curiosity

Agenda & Outcomes

Active Challenge

The Coaching Dynamic

Coachable Issues

Your Voice

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LinkedIn Coaching Framework: The GROW model

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REALITYWho/what/where/

how much?

WILLClarity/commitment

/support

OPTIONSWhat’s possible?

GOALEstablishing rapport

and purpose

GOAL - what do you want?REALITY - what is happening? OPTIONS - what could you do?

WILL - what will you do?

DOERSDOERS DISCUSSERSDISCUSSERS

ANALYZERSANALYZERS INNOVATORSINNOVATORS

Patricia Burgin, MA, www.seattlecoach.com

DOERSDOERS DISCUSSERSDISCUSSERS

ANALYZERSANALYZERS INNOVATORSINNOVATORS

1. What is it like in your corner?

2. What are the communication/leadership advantages of your group’s default approach?

3. Where do you need help when it comes to collaboration or delegation?

4. What’s the secret to involving you?

5. What’s the secret to giving you feedback?

Patricia Burgin, MA, www.seattlecoach.com

Finding Your “Growing Edge” as Coaches

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Q. What will make your group brilliant as coaches?Q. What will make you annoying as coaches?Q. More of? Less of? Same as? Q. What might be a personal growing edge?

Q. What will make your group brilliant as coaches?Q. What will make you annoying as coaches?Q. More of? Less of? Same as? Q. What might be a personal growing edge?

Working with your own growing edge as a coach

Find a trusted partner to coach you for 8 minutes Identify your personal growing edge:

“When I get better at…

Focus on one skill and several benefits of improving it The coaching partner creates an alliance, finds the focus

and priactices using the GROW play card Debrief and switch

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Bringing It All Together

Key Skills as an HRBP and Coach:– Self Management– Being a steward of your agenda, your

judgments and your triggers– Stating intention around “I’m putting on my

coaching hat” – Deepening understanding in HRBP Coachable

Issues

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Finding an Accounability

– Get back with your trusted partner/coach– “Clients”, identify a coaching conversation that you’d like to have

as an HRBP before Friday, June 7 (with you as coach)– “Coaches”, using your play cards, work with your “client” for 8

minutes and find them to find answers to these three questions: What will you do? When will you do it? How will I know?

– Debrief and switch roles

Group debrief

Fill in next steps per JJ

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www.seattlecoach.com/LI

You can find links to resources, a coaching bibliography and tools we’ve introduced today at:

More Resources

Patty Burgin: [email protected] Brown: [email protected]

THANK YOU!

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