untitledCoaching Essent ia ls®
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Ken Blanchard fi rst developed Situational Leadership® with Paul Hersey in the late 1960s. In 1985, Blanchard and the Founding Associates of The Ken Blanchard Companies®—Marjorie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi— created a new generation of the theory called Situational Leadership® II. The leadership model used in this product is based on the Founding Associates’ second generation thinking and research, and is used with their permission.
Situational Leadership® is a registered trademark of Leadership Studies, Inc.
© Copyright 2005 by The Ken Blanchard Companies. All rights reserved. Do not duplicate.
These materials have been designed to develop specifi c knowledge and skills and have been thoroughly tested to ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard Companies and are protected under international copyright law. These materials may not be reproduced in whole or in part in any form without the prior written permission of The Ken Blanchard Companies.
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www.kenblanchard.com
COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK
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TABLE OF CONTENTS
COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK
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Table of Contents
COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK INTRODUCTION
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Welcome to Coaching Essentials® for Leaders. It is a privilege to share our knowledge and love of coaching with you. After teaching coaching skills to others for many years, we are convinced that the investment of time to acquire and apply these skills is worthwhile to you, to your colleagues, and to your organization.
The choice to use coaching skills is up to you. You will probably fi nd it similar, yet different, from the way you currently work with your people. The skills are simple, but not easy. They are skills that you’ve known about for years, yet they are skills that take diligence and practice to apply. You will be challenged to experiment and explore. You will be encouraged to practice and talk about what works and what doesn’t work for you. You will want to enroll others in your development and ask for feedback on your progress.
If what you’re already doing is yielding the outcomes you want in terms of developing your people while maintaining a focus on results, you have no reason to try another way. If you are ready to try some things that are slightly different, this is the place to be.
As you develop your coaching skills, we hope you’ll see the benefi ts in your colleagues as they are inspired by their own capabilities and are ignited by the fi re within. It’s worth the effort to learn how to coach!
Enjoy your coaching journey. We look forward to experiencing the adventure with you.
Linda Miller Madeleine Homan
INTRODUCTION COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK
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THE OLYMPICS OF LIFE
I want a coach.
Not a coach as in Cinderella’s renovated pumpkin. Not a coach as in a pricey shoulder bag. I want a coach like an Olympic coach.
I want a coach to tune me up and calm me down, a coach to sigh for me and cry for me, a coach who’ll rev me up to be all that I can be and take half the blame when I wind up bumbling through the triple lutz of life.
I want a coach like Picabo Street’s coach, a coach who, when Street had an injured knee and wanted to scope out the Olympic course, skied her down the mountain on his back.
I want a coach who picks me up when I am hurt, the way Bela Karolyi carried gymnast Kerri Strug and her injured ankle to collect her summer gold.
I want a coach like all those rapt, devoted coaches I see perched on the Olympic sidelines in Nagano this winter, their faces turned toward their little darlings like sunbathers basking in the sun.
I want a coach who, when I win, envelops me in hugs. I want a coach who, when I lose, envelops me in hugs. I want a coach who, when I’ve given all I’ve got, wipes my brow and brings me cans of Coke. I want a coach to help me give it all I’ve got.
I want a coach, a life coach. I want someone whose life work is to better me, me, me, whose grand dreams are for me, me, me, who lives vicariously through moi!
A mere personal trainer will not do. Neither will a teacher. And a therapist? Gold cannot be won through talk.
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The Olympics of Life
My life coach will be a personal trainer, a teacher, and a therapist all rolled into one, someone whose prime goal on this planet is to teach me tricks of mind and muscle, someone who’ll show me how to leap and stretch and play through pain, someone who’ll water the fi elds of my possibilities with expectation, consolation, congratulation, and faith.
My life coach will see promise where others see a drearily blank slate.
My life coach will invest in me as if I’m a hot new stock. My life coach will drill into my unrealized potential and extract a pot of gold.
My life coach will be a parent, only better. My coach will understand I own the power. My coach will not be distracted by household chores. My coach will be a parent who never makes me waste my talent scrubbing toilets.
I’d be a contender if I had a coach. Wouldn’t you? Who wouldn’t be a thousand times better, in everything from tooth brushing to planning out a life, if they had a coach to show them how it should be done, how much better it could be done, how much there is to win when it’s done right?
Who would all those Olympic athletes be without a coach? They’d be the rest of us. OK, maybe not that bad, but then again, not as good.
Watch the Olympic coaches in Nagano, watch the way they watch their protégés. Don’t you want a dose of that attention? Don’t you want a life coach?
Most of us are slipping and sliding on the bumpy ice of life. Our execution’s sloppy; we are poorly trained. We need some undistracted steering and grooming, prodding and propping up. We need someone to persuade us when we fall to get back on the ice, the slope, the course.
INTRODUCTION COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK
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The Olympics of Life
*© 1998 Chicago Tribune. All rights reserved. Used with permission.
All of us could benefi t from someone who always is there to beam good wishes from the sidelines.
Instead, most of us slog through on our own, schlepping our untapped potential like unpacked suitcases waiting for a key. We get help from friends, lovers, spouses, mentors, parents, teach ers, therapists, personal trainers, priests, rabbis, and TV talk-show hosts. But most of them have a limited attention span. None is devoted just to us. Most of them are just like us, feeling underused and unsung. They, too, are wishing for a coach.
Think how spectacular it could be—the putty that is you placed in the hands of the right coach. Your coach, like a potter, would fi nd the work of art straining to escape the clay.
There are loathsome coaches, sure. There are coaches who are dictators and Svengalis and ordinary louts.
Not my coach. My coach would carry me piggyback down a mountain and thank me afterward.
Mary Schmich Chicago Tribune*
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COACHING ESSENTIALS® FOR LEADERS
Purpose
To develop the essential knowledge and skills for integrating coaching into your leadership style
Outcomes
By completing Coaching Essentials® for Leaders, you will be able to
Create an environment of trust that accelerates the development of others so they can more effectively contribute to organizational goals
Apply a coaching process that results in clear agreements and initiates action
Use communication skills that develop self-reliance in others
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TUGBOATS AND COACHING
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WHEN IS COACHING APPROPRIATE?
When is coaching appropriate?
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Self-focused behaviors may get some results, but not over time and not without disengaging people. The most effective leaders use other-focused behaviors to coach their team members so they become self-reliant and capable of solving their own problems.
SELF-FOCUSED BEHAVIORS OTHER-FOCUSED BEHAVIORS
“I’m the boss” so do it my way “Tell me what you need” so you can be right
Telling people what to do Asking what needs to be done or brainstorming options
Being competitive Collaborating and seeking alignment
Blaming others when things go astray Being a model of taking responsibility
Making assumptions Checking in when something seems off
Solving problems Helping others solve problems
Focusing only on the task Focusing on developing the people who will impact the bottom line
Using one leadership style with all people Adapting your leadership style to meet others’ developmental needs
Promoting myself Promoting others for jobs well done
Focusing totally on work Living a balanced life
Withholding timely feedback Giving feedback daily and seeking input from others
A COACHING PERSPECTIVE
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What are the challenges of using a coach approach?
What are the advantages of using a coach approach?
THE CASE FOR COACHING
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“If we can just get beyond this ‘I’m the boss’ mentality and concentrate on a simple ‘What I say goes’ outlook, I think this will all work out.”
© 20
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COACHING SELF ASSESSMENT
STATEMENTS
1. I am a role model for behaviors I expect from team members.
2. I spend time building rapport with others.
3. I share information about myself with others.
4. I ask others what is most important to discuss.
5. I keep meetings focused on the topic at hand.
6. I am alert and focused on the other person in the conversation.
7. I collaborate with others to determine the best course of action.
8. I encourage people to take deliberate action.
9. I ask for a review of the discussion at the end of the meeting.
10. I ensure that the other person knows what is expected of him or her.
11. I listen more than I talk.
12. I pay full attention when I listen.
13. I ask clarifying questions that expand understanding.
14. I refl ect what I hear.
15. I promote discovery for others by asking purposeful questions.
16. I encourage problem solving by asking rather than telling.
17. I convey important messages concisely and clearly.
18. I share useful information that is timely and relevant.
19. I acknowledge others for their contributions.
20. I notice and point out positive things about others.
21. I invite feedback from others.
22. I give feedback that is timely and relevant.
23. I check to make sure the intent behind my message is understood.
24. I clarify miscommunications immediately.