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PARTICIPANTWORKBOOK

Linda Miller • Madeleine Homan Blanchard • Scott Blanchard

Coaching Essent ia ls®

for Leaders

AuthorsLinda Miller

Madeleine Homan BlanchardScott Blanchard

Brand ManagerVictoria Cutler

COACHING ESSENTIALS® FOR LEADERSPARTICIPANT WORKBOOK

Product Developer/EditorMaril Adrian

Program Contributors/Blanchard CoachesPatricia Overland

Linda TaylorJoni Wickline

Art DirectorBeverly Haney

ProofreadersBarbara AkersBriana Kimmel

Project ManagersGary OnstadCarla deBose

IllustratorGary Onstad

Production ArtistsIrene Jones

Pamela LangnessGary OnstadChris WisherdTerry Gilman

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.

Global Headquarters USA 760 489-5005 • 800 728-6000 • Fax 760 489-8407UK +44 (0) 1483 456300 Canada 905 829-3510 • 800 665-5023 Singapore +65 6775 1030

www.kenblanchard.com

Item # P81379 V032007

COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK

© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007 iii

TABLE OF CONTENTS

INTRODUCTIONPreface ............................................................................................................vThe Olympics of Life ....................................................................................... vi

COACHING ESSENTIALS® FOR LEADERSCoaching Essentials® for Leaders ......................................................................1Tugboats and Coaching ...................................................................................2When Is Coaching Appropriate? ......................................................................3A Coaching Perspective ...................................................................................4The Case for Coaching ....................................................................................5Coaching Self Assessment ................................................................................7The Coaching Model .......................................................................................8The Coaching Process ......................................................................................9The LITE Skills ................................................................................................12Coaching Process and Skills Connection .........................................................13Listen to Learn ...............................................................................................14Nonverbal Listening .......................................................................................15Active Listening .............................................................................................16Why Am I Talking? ........................................................................................17Conversation Starters .....................................................................................18Listen to Learn Feedback Form ......................................................................19Inquire for Insight and Innovation ..................................................................21Conversation Starters .....................................................................................22Focus and Activate Feedback Form ................................................................23Test for Truth .................................................................................................24Informing ......................................................................................................25Challenging ...................................................................................................26Aligning Intent and Impact ............................................................................27Testing for Truth Examples .............................................................................28Coaching Close-Ups ......................................................................................29Endorse to Energize .......................................................................................32Connect .........................................................................................................34Focus .............................................................................................................36Activate .........................................................................................................38Formula for Action .........................................................................................40Review ..........................................................................................................42Building Clear Agreements .............................................................................44Coaching Planner ..........................................................................................46Coaching Observation Form ..........................................................................47


iv © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007

Table of Contents

RESOURCES

Connecting Prompts ......................................................................................49Focusing Prompts ..........................................................................................50Activating Prompts ........................................................................................51Reviewing Prompts ........................................................................................52Endorsing Prompts .........................................................................................54Guide to Checking for Impact ........................................................................55Guide to Giving Feedback ..............................................................................56Guide to Receiving Feedback .........................................................................57Guide to Clear Agreements ............................................................................58Coaching Q and A .........................................................................................59Troubleshooting .............................................................................................62References .....................................................................................................66Coaching Essentials® Impact Map ...................................................................69

COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK INTRODUCTION

© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007 v

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 MillerMadeleine Homan

Scott Blanchard

PREFACE

INTRODUCTION COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK

vi © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007

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.

COACHING ESSENTIALS® FOR LEADERS PARTICIPANT WORKBOOK INTRODUCTION

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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

viii © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007

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 SchmichChicago Tribune*


© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007 1

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


2 © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate • V032007

TUGBOATS AND COACHING

How are the workings of a tugboat like coaching?



WHEN IS COACHING APPROPRIATE?

When is coaching not appropriate?

When is coaching appropriate?



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 doAsking 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 taskFocusing on developing the people who will impact the bottom line

Using one leadership style with all peopleAdapting 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



What are the challenges of using a coach approach?

What are the advantages of using a coach approach?

THE CASE FOR COACHING



“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.”

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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.

25. I ensure that team members leave meetings with clear agreements.

✔

Check the behaviors that are already developed.