Coaching Sample Pages

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A Pocket Guide of Strategiesand Tools for Powerful Change

CoachingIn the

Workplace


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Tim Hallbom, Founder and Training Director

o NLP and the Coaching Institute

Nick LeForce, President o Inner Works

First Edition | GOAL/QPC

A Pocket Guide of Strategiesand Tools for Powerful Change

CoachingIn the

Workplace


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Coaching in the Workplace

2008 by GOAL/QPC. All rights reserved.Reproduction o any part o this publication withoutthe written permission o GOAL/QPC is prohibited.

Development Team

Susan Griebel, Project Leader

Janet MacCausland, Cover & Book Design

nSight, Inc., Project Editing

Lawrence Smith, Content Review

GOAL/QPC

12 Manor Parkway, Salem, NH 03079-2841

Toll ree: 800.643.4316 or 603.893.1944

Fax: 603.870.9122

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Printed in the United States o America

First Edition

10 9 8 7 6 5 4 3 2 1

ISBN: 978-1-57681-107-8


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iii2008 GOAL/QPC Introduction

Acknowledgments

The authors would like to acknowledge the ollowing

people who have made this work possible through

their contributions to the eld o NLP and to thepractice o coaching:

Richard Bandler and John Grinder or theirbrilliant developments in initially creating theeld o NLP and the people they rst behav-iorally modeled, Virginia Satir (the developer

o amily therapy), and Milton Erickson (theamous psychiatrist).

Robert Dilts, a colleague and teacher, whohas created so many o the ongoing devel-opments in the elds o NLP and coaching.Dilts has had an international reputation as a

leading behavioral skills trainer and businessconsultant since the late 1970s. A developerand expert in the eld o Neuro-LinguisticProgramming (NLP), his most recent book,From Coach to Awakener, provides a road mapand set o toolboxes or coaches to helpclients achieve their goals while experiencing

deep changes within themselves.

Steve and Connirae Andreas or theircontributions in making NLP more robustand accessible.

Rodger Bailey and Leslie Cameron Bandler ortheir work with meta-programs and criteria.

Jan Elfine or her pioneering eorts in bringingNLP into the world o coaching.

Thomas Leonard and Tim Gallwey or helping

to create the eld o coaching in the rst place.


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iv Coaching in the Workplace | 2008 GOAL/QPC

Reviewers

Sharon Billings, Senior Trainer/Executive Coach,

Citizens Financial Group

Stephanie Del Valle, Life Coach, Personal Journeys

Sylvie Hendrick, Coach, Belgium and

United Kingdom

Ann Ide, Life Coach, New Possibilities

James Salsbury, Senior Lecturer, Bentley College

Carrie Stack, Founder/Owner, Say Yes Institute


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v2008 GOAL/QPC Introduction

Contents

How This Book is Organized .......................... vii

Section 1:Overview ........................................ 1

Why Coaching?.............................................. 1

What Is Coaching? ......................................... 3

Neuro Linguistic Programming ....................... 5

The Coach-Client Relationship........................ 7

Who Provides Coaching .............................. 8

Coaching Opportunities ............................ 11

Section 2:Coaching Process ............................. 13

Coaching Tools............................................. 13The Coach Contract................................... 15

Coaching Cycles........................................ 17

Intake.......................................................... 18

Switching Hats ......................................... 24

The Universal Cycles o Change...................... 25Meta-Programs ............................................ 38

Part 1: Process .......................................... 41

Part 2: Prole orm .................................... 56

Section 3:Coaching 101: The Basics .................. 61

Communication Blockers .............................. 61

Coaching and Nonverbal Communication .......64

Systemic Communications ............................ 66

Active Listening and Backtracking............... 69


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vi Coaching in the Workplace | 2008 GOAL/QPC

Perceptual Positions ................................. 71

Open Questions........................................ 80

The Meta Model ........................................... 84

Crat o Coaching ....................................... 100

Section 4: Managing Client Sessions ................ 111

Coaching Session Overview ......................... 111

Gaining Rapport ..................................... 111

Holding the Clients Agenda......................... 117Directionalizing the Communication......... 118

Outcomes.................................................. 123

Meta-Outcome........................................... 126

Storyboarding Your Future .......................... 131

State Management ..................................... 138

Section 5: Techniques................................... 145

Appreciative Inquiry.................................... 145

Gregory Batesons Problem-Solving Strategy.. 152

New Behavior Generator ............................. 156

Resource States ......................................... 161

Creative Solution-Finding Process................ 167

Getting Clear About Criteria ........................ 171

Disney Strategy .......................................... 181

Belies....................................................... 186

Important Coach Refections ....................... 203

Putting It All Together ................................. 205

Suggested Reading ..................................... 206

Index......................................................... 207


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vii2008 GOAL/QPC Introduction

How This Book is Organized

This book is divided into ve sections:Section 1: Overview

This section provides a general overview o coach-

ing, how coaching diers rom other approaches,

and who provides coaching to employees in an or-

ganization.

Section 2: Coaching Process

This section provides an understanding o the

coaching process rom beginning to end, including a

discussion o some assessment processes (Univer-

sal Cycles o Change and Meta-Programs).

Section 3: Coaching 101: The Basics

This section oers basic communication skills and

interactive skills useul in all phases o the coaching

process.

Section 4: Managing Client Sessions

This section oers a model or managing coaching

sessions and specic steps or processes useul in

all client sessions, such as gaining rapport, setting

outcomes, and managing states.

Section 5: Techniques

This section oers a variety o specic interventions

or specic situations.


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1Section One2008 GOAL/QPC

Section 1: Overview

Why Coaching?

People are the primary resource in most organiza-

tions. How well (or poorly) an organization perorms

is a unction o how well the individuals within the

organization perorm. An organizations competi-tive edge comes rom maximizing the perormance

o employees while maintaining high levels o mo-

rale and retention. This requires that managers and

owners go beyond the standard rewards, recogni-

tion, or typical methods o motivating employees.

They need to tap into the inner strength and wisdomo their employees on an individual basis. When it

comes to bringing out the best in employees, coach-

ing is becoming the tool o choice.

This book will show you how to use coaching tools

to take your employeesand, thereore, your or-

ganizationto the next level. It will provide you

with an understanding o the coaching relationship

and how to use coaching skills as a manager and

leader. It will help you and your employees to set


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2 Coaching in the Workplace | 2008 GOAL/QPC

better goals, make better decisions, take action to

accomplish goals, and utilize natural strengths.

When properly used in your organization,

coaching can:

Create stronger manageremployee relationships

Empower employees

Identify employee strengths

Identify employee values

Set challenging and realistic goals

Improve employee decision-making skills

Improve employee problem-solving skills

Heighten employee commitment to tasks and

assignments

Provide effective accountability

Tap into employee motivation

Release employee creativity

Increase employee morale

Provide direction for employee development

Improve company systems


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3Section One2008 GOAL/QPC

What Is Coaching?

Coaching, as dened by the International Coach

Federation (ICF), is:

an ongoing partnership that

helps clients produce ullling

results in their personal and

proessional lives. Through the

process o coaching, clients

deepen their learning, improve

their perormance, and

enhance their quality

o lie.

Coaching is an interactive process that helps indi-

viduals and organizations to develop more rapidly

and produce more satisying results. As a result o

coaching, clients set better goals, take more action,make better decisions, and more ully use their nat-

ural strengths.

Coaches are trained to listen and observe, to cus-

tomize their approach to the individual clients

needs, and to elicit solutions and strategies rom

the client. They believe that the coachs job is toprovide support to enhance the skills, resources,

and creativity that the client already has. While the

coach provides an objective perspective, the client

is responsible or taking the steps to produce the

results he or she desires.


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272008 GOAL/QPC Section Two

How do I use it?

The Universal Cycles o Change provide a major

ramework or coaching. By recognizing that change

will occur and respecting the cycles o change, youcan coach someone to help them move through

their lives in a better way. The Universal Cycles o

Change is an ongoing process thats been happen-

ing in our universe or about 13.5 billion years, so its

a really old model. We have observed seven Univer-

sal Cycles o Change that occur in all living systemssuch as plants, trees, stars, cells, and animals. You

can also see these same cycles occurring in most

nonliving systems such as cars, houses, computers,

and the economy.

The Universal Cycles o Change can also be ound

within all aspects o human lie and behavior. They

happen in marriages, in business, with health, with

amilies, with various states o mind, and so on. We

go through these cycles every day and every year o

our lie. Being aware o these cycles can help us to

consciously create the kinds o lie experiences that

we want, and to bring orth the reality o our choices.People who do well in lie are naturally attuned to

these cycles o change.

Seven phases o the Universal

Cycles o Change that have been

identied ollows:


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28 Coaching in the Workplace | 2008 GOAL/QPC

Droppings

Off

Dormancy

Creation

Complexity

Growth

Chaos Turbulence

Continuum

Univ

ers

alCyclesofChange


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612008 GOAL/QPC Section Three

Section 3:Coaching 101: The Basics

Communication Blockers

What are they?These are responses typically intended to be help-

ul, but which oten dont work and can actually

discourage good communications. One o the big-

gest challenges acing the manager/coach, or HR/

EAP coach, is overcoming the tendency to direct

the employee, which oten occurs through thesecommunication blockers. Thomas Gordon (the de-

veloper o Leader Eectiveness Training, 1977) lists

sixteen such responses, which ollow below.

Why do it?Exploring these common communication mistakes

will help make you more conscious o them so you

can avoid them.


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712008 GOAL/QPC Section Three

Coach: So what can you do to work with your

boss so that you dont get stuck in this way?

Perceptual Positions

What is it?

A key element o many coaching processes is help-

ing the client take a new perspective. These per-

spectives are actually dierent perceptual positionsand dierent ways o thinking. This process is espe-

cially helpul in coaching employees because work

requires cooperative eort and the ability to shit

between all three o the perceptual positions when

appropriate.

There are three perceptual positions:

Self: When youre writing in rst person, youuse the pronoun II woke up that morning,

and I went to school. Thats writing rom Sel.

It is also an associated position. In this position,

youre in your body, youre hearing and seeingthings through your own experience, and you

are accessing your own neurology. Its your point

o view, which is, o course, colored by all your

unique belies, attitudes, experiences, limita-

tions, and knowledge.

Other: In this position, you are considering a situ-ation as i you were the other personlooking at

it through their eyes, adopting their physiology,

personal values, and personal history (as ar as

you are inormed). The more complete the shit,


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1112008 GOAL/QPC Section Four

Section 4:Managing

Client Sessions

Coaching Session Overview

Each coaching session is a process in itsel, andthe coach can use the Coach Session Overview

to manage the steps within a coaching session. It

covers everything rom the pre-session preparation

to post-session notes and ollow-up. The coach can

use this map to keep on track with the client in each

session.

Gaining Rapport

Rapport can be dened as being in sync or on

the same wavelength or in harmony with another

person. It implies clear understanding and mutual

credibility between two or more people.

The ingredients in rapport were an early discovery

rom modeling through NLP. Mirroring or match-

ing certain aspects o a clients behavior creates


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1692008 GOAL/QPC Section Five

Step 1:

Identify

behavior to be

changed. Geta clear idea

of the present

state.Step 2:

Ask, What

will doing that

behavior get for you?This will identify the

positive purpose

of the behavior.

Step 3:

Gain agreementto consider new

behaviors

that will satisfy

the positive

purpose.

Step 4:

Help the client

access a creative

state and brainstorm

new behaviors

that will satisfy

the positive

purpose.

Step 5:

Try out the new

behaviors in your

imagination in the

appropriate future

contexts to find out

how they might work.If they look good -

gain commitment

to do them.

Step 6:

Identify any

possible downsides

to employing the

new behaviors.

If yes, modify the

new behaviors

until they

work.

Crea

tiveSolution

Finding

:Reframing


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