Push your Boundaries Sue Stockdale .
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Transcript of Push your Boundaries Sue Stockdale .
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Push your Boundaries
Sue Stockdale
www.suestockdale.com
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How emotions drive our responses
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In which areas of coaching do you want to “push your boundaries”?
• Type of client• Type of issues you work with• Processes you use (e.g. assessment, tools)• Your pricing• Reflective practice and supervision• Level of professionalism• Knowledge • Dealing with silence, lack of action, challenge
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What helps us?
• Confidence in our own ability• Desire to explore the “unknown”• Acceptance of consequence• Willingness to learn (from mistakes)• Trends – others doing it• Tolerance of “failure” • Supportive environment • Our attitude towards risk
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Quality
of
Perfo
rmance
High
Low Medium
Performance vs. Stress
High
Level of Stress/Arousal
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Commitment
Acceptance
Change curve
Denial
Resistance
Adapted from Kubler-RossCopyright © Sue Stockdale and Clive SteeperFrom Cope with Change at Work
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ArenaKnown to all
FaçadeKnown to selfUnknown to
others
Hidden PotentialUnknown to all
Blind-spotUnknown to selfKnown to others
Johari Window
Ref: Joseph Luft and Harry Ingham
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ArenaKnown to all
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Typical thinking and behaviour in response to changing environments
Situation Emotional Reaction Response Thinking ACTION
Known To All
+ve Excitement
“This is comfortable”
Engage MinimalEffort
Commitment
Known To All
Reluctant acceptance
What’s the point?Threat
avoidance“I don’t like this task”-ve Antipathy
Resignation
Known To All
-ve AntipathyKnown To All
-ve“I don’t like this task”
AntipathyKnown To All
-ve Threat avoidance“I don’t like this task”
AntipathyKnown To All
-veWhat’s the point?Threat
avoidance“I don’t like this task”AntipathyKnown
To All
-ve Reluctant acceptance
Known To All
-ve
Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5
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Hazardous Thinking Patterns
• Anti-Authority – no one tells me what to do
• Impulsiveness – do something…anything
• Invincibility – it will never happen to me
• Macho – I can do it
• Resignation – whats the point?
Ref: US Coast Guard
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Ways to address hazardous Thinking Patterns
• Anti-Authority – identify there are always rules• Impulsiveness – stop and take a breath• Invincibility – review what you actually did • Macho – recognise others are likely to already
know you can do it • Resignation – think what difference could I make
here?
Ref: US Coast Guard
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Commitment
Acceptance
Where is your focus?
Denial
Resistance
Adapted from Kubler-RossCopyright © Sue Stockdale and Clive SteeperFrom Cope with Change at Work
PAST PRESENT FUTURE“What is” “What could be”“What was”
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Blind-spotUnknown to youKnown to others
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Typical thinking and behaviour in response to changing environments
Situation Emotional Reaction Response Thinking ACTION
Unknown To You &Known toOthers
+ve Excitement
“I can learn from them”
Relate What’s this? Commitment
Anti-Authority
No-one tellsme what todo
Defensive
“They might find out my weakness”
-ve FearUnknown To You &Known toOthers
Resistance
Ref: Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5
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Unknown to You
Known to Others
Feedforward
1. Pick one area to improve or change2. Let go of the past3. Ask for ideas4. Listen and thank5. Follow-up
Ref: What got you’re here won’t get you there by Marshall Goldsmith
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Identify one behaviour that you would like to change or improvee.g. more structured at start of session, doing more CPD
Share it with another person and ask for one or two ideas
Person offers ideas – you LISTEN and say THANK YOU – no discussions or judgements
Ask them what they want to improve or change and offer them one or two ideas – THEY LISTEN and say THANK YOU
Both move on to get more ideas from other people
Feedforward
Ref: What got you’re here won’t get you there by Marshall Goldsmith
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FaçadeKnown to selfUnknown to
others
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Typical thinking and behaviour in response to changing environments
Situation Emotional Reaction Response Thinking ACTION
Known To You &Unknown To Others
+ve Surprise
“This is a chance to shine”
Enjoyment I can be of value to others
Commitment
DenialI’ll show themEngage
“I can’t believe theydon’t know this?
-ve SurpriseKnown To You &Unknown To Others Macho or
Invincibility
Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5
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My top five strengths are:
• Futuristic - Wouldn’t it be great if?
• Activator - When can we start?
• Significance - to be recognised
• Maximiser – Excellent not average
• Focus – Where am I headed?
Focus on Strengths
www.strengthsfinder.com
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Hidden PotentialUnknown to all
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Typical thinking and behaviour in response to changing environments
Situation Emotional Reaction Response Thinking ACTION
Unknown To All
+ve Excitement
“I am curious”
Engage What can we learn?
Acceptance
Unknown To All
Commitment Do something….anything
Threat avoidance“This is scary”
-ve Fear
Impulsiveness
Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5
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Your level of comfort with change (stretch)
Willingness to communicate thoughts and feelings (transparency)
Ability to show vulnerability
Confidence in your own capabilities
Your ability to be aware of, and question assumptions
Factors that will help you to step into unknown
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Influence & No Control
No Influence & No Control
Influence & Control
Copyright © Sue Stockdale and Clive SteeperFrom Cope with Change at Work
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www.suestockdale.com
Twitter @suestockdale
Helping people to achieve exceptional performance