Leadership Development > Coaching Mastery > Flashcards

Coaching Mastery Flashcards

(44 cards)

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1
Q

Masterful Coach Definition

A

One who inspires and empowers greatness

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2
Q

Three Gifts of Coaching

A

Coaching allows Leaders the opportunity for reflection and discovery, where they:

  1. Move from a reactive to a generative
  2. Expand horizon of possible priorities, goals, actions and results
  3. Create impossible futures
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3
Q

A Coach’s Stand - Three Principles

A
  1. Leader’s, Team’s, and Organization’s greatness
  2. Our power to generate impossible futures
  3. Discovering the way forward
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4
Q

Three Integral Contexts

that shape and contstrain our horizon of possible priorities, goals, actions and results.

A
  1. Historical
  2. Ontological - Our conversations (int & ext) about ourselves, others, and the world
  3. Biological - Our physical predispositions
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5
Q

Generative Power of Declaring

A

We have the power to generate new possibilities simply by declaring them, e.g. “I am/do/have this… and I give up (being/doing/having) that…”

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6
Q

Preparing for a Coaching Session - Seven Factors

A
  1. What does this Leader care about?
  2. What does the full expression of their authentic self look like?
  3. What is happening right now?
  4. What am I committed to accomplish next?
  5. Who do I need to be to accomplish that?
  6. Who does the Leader need to be?
  7. How will it go? Script the conversation.
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7
Q

Preparing for a Conversation - 7P’s

A
  1. Purpose
  2. Product
  3. People
  4. Process
  5. Pitfalls
  6. Prep
  7. Practical Concerns
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8
Q

4 Stages of Powerful Conversations

A
  1. Get to what really matters: Find the big breakdown!! You have 10 minutes to create value before they decide that you are a very nice person with good intentions who listens well.
  2. Distinguish: Generate a fresh insight – Disturb, perturb, and shake up the coherency of their thinking. Generate an ‘aha moment’ that shifts their POV.
  3. Reframe & Design: Explore and experiment with new TPOV’s that generate new possibilities
  4. Forward the Action: Take Leader’s good intentions to do something great, and translate that into results.
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9
Q

Coaching w/o Authority - Four Steps

For Marc - Prepare for Every Coaching Session

A
  1. Place your care and concern for them at the very center of your being.
  2. Presume a little bit of intimacy, knowing that your job is to help them be their best
  3. Get some level of permission: Knock on their door before entering and disrupting their world. “Can I be blunt?”
  4. Take a ‘just tolerable’ risk, still preserving the dignity or the Leader and others involved

Remember, trust is built by taking an emotional risk and being supported in that risk.

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10
Q

4 Roles of the Executive Coach

A
  1. Leader - Declare the Future
  2. Performance Maximizer - Identify strengths to leverage and waste to eliminate
  3. Collaborator - Build together
  4. Strategic Thought Partner - Think strategically together
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11
Q

8 Coaching Principles

A
  1. Stand for the Leader’s greatness to generate an impossible future.
  2. Listen and Speak with total acceptance, commitment, and courage.
  3. Stay 100% present, open, and connected. Give them the experience of being the most important person in the room.
  4. Cause Leaders to experience their limiting ways of being.
  5. Transform ruts into rivers.
  6. Discuss undiscussables.
  7. Share GPOV with precision and compassion.
  8. Make clear, bold and powerful promises, offers, and requests.
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12
Q

7 Committed Listening Guidelines - Be 100% present, open, and connected, and actively and empathically listen for:

A
  1. What is true and authentic
  2. Deeply felt cares and commitments
  3. Hot or dead spots in body and emotion
  4. Discrepencies b/t what is said and what is revealed, e.g. when intentions do not lead to committed action
  5. Breakdowns (Interruptions)
  6. Edges
  7. Gaps in logic: ungrounded interpretations
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13
Q

5 Committed Speaking Guidelines

A
  1. Balance inquiry with passionate advocacy.
  2. Speak from the heart.
  3. Speak to their commitment and care.
  4. Offer feedback with near-brutal candor.
  5. Speak w/ boldness, courage, & compassion.
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14
Q

7 Coaching Caps (for returning people to themselves, their promises, and to action.)

A
  1. Facilitator
  2. Assessor
  3. Teacher
  4. Motivator
  5. Reframer
  6. Driver
  7. Planner
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15
Q

Facilitator Cap - Five Skills

A
  1. Follow 8 Committed Listening Guidelines.
  2. Draw Leaders out w/ open ?’s like, “What do you want?” “Is there anything else?” “Tell me more.” & “What do you think?”
  3. Encourage exploration with probing ?’s like, “Do you feel fully alive?” “What doe your authentic self say?” “What one thought are you most reluctant to share?” “What is the worst that can happen?” What if you had 10x’s more…”
  4. Validate & encourage good ideas w/ short declarative statements like, “Great idea.”
  5. Evoke creativity, e.g. “If your idea was a metaphor…?”

Put it on - To engage and draw ppl out; when ppl feel misunderstood; have seeds of a brilliant idea, but are expressing it in a vague, inarticulate way; get defensive, or closed to your interpretation.

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16
Q

Motivator Cap - Five Skills to Inspire Leaders to generate impossible futures:

A
  1. Declare the vision that lies in Leader’s mind and heart, but is currently considered impossible.
  2. Connect the vision to the sources of motivation, “If you had X, what would you also have that is more important than X?”
  3. Surround the vision with experiential & emotional energy.
  4. Request Leader demonstrate their willingness to make the vision a reality through dramatic action: “What will you do that is dramatically different?”
  5. Hold people accountable: “I want to remind you of your commitment to…”

Put it on - to inspire ppl; or when ppl have labeled themselves as “losers” or say they have “no choice”

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17
Q

Assessor Cap - Four Skills

A
  1. Get to what matters - the big breakdown? What is missing that will make the difference?
  2. Ground assessments of current state, future state, and gaps? “Do you have data to back that up?” Encourage finding ways to test. Explore competing voices.
  3. Measure progress, & ID possible course corrections.
  4. Synthesize previous assessments, e.g. Business Assessment, Talent Assessment, and 360 Feedback.

Put it on when - to help ppl clearly need to talk about a concrete plan to get from where they are to where they want to be; to ground assessments; and when ppl can’t buy into the “What” b/c they insist on seeing the “How” first.

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18
Q

7 Business Assessment Factors

(What’s So? Process)

Study These Flashcards
A
  1. What is the business stage (STARS)? Start up/Venture, Turn Around (Decline & Revitalization), Accelleration (Expansion, Professionalization), Reinvention, Sustaining Success (Consolidation, Diversification, & Integration)
  2. What has been accomplished?
  3. What’s working?
  4. What is the biggest problem?
  5. What’s missing that will make a difference?
  6. What is the greatest strategic opportunity?
  7. How do things work around here to bring about change?
19
Q

STARS Model of Business Evolution

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A
  1. Start Up - Venture
  2. Turn Around/Crisis
  3. Accelerating Growth - Expansion & Professionalization
  4. Reinvention
  5. Sustaining Success - Consolidation, Diversification & Integration
20
Q

Action Research - 5 Steps

Study These Flashcards
A
  1. Start with a question and context.
  2. Apply a theory.
  3. Design an experiment and measures.
  4. Implement the experiment.
  5. Evaluate results.
21
Q

Talent Assessment - Two Factors

Study These Flashcards
A
  1. What are the talent gaps?
  2. Which gaps need to be filled for success?
22
Q

360 Assessment - 7 Factors

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A
  1. What are this person’s possibilities?
  2. Strengths?
  3. Gaps?
  4. Blindspots?
  5. Derailers?
  6. Next development steps?
  7. Next appropriate job?
23
Q

Teacher Cap - Three Skills

Study These Flashcards
A
  1. Share GPOV’s that are caring and candid, practical, and wise and answer three questions:
    • “What is the best means to the end?”
    • “What is the wisest thing they can do?”
    • “What does this person want to do?”
  2. Practice and experiement with new moves.
  3. Encourage them to sleep on it.

Put it on - to open new possibilities and when ppl solicit your wisdom or request advise and have already spent time talking things out themselves.

24
Q

Reframer Cap - Four Skills to distrub, perturb, and shake up the coherency of their thinking, generating an ‘aha moment’ that shifts their way of being.

Study These Flashcards
A
  1. Distinguish facts & interpretations: “That’s one possible interpretation. What’s another that would be more insightful, empowering, or accurate?”
  2. ID & question limiting mental models (about self, others, world), moods, and dispositions.
  3. Show the unintended consequences that their way of being can lead to.
  4. Bridge old and new interpretations: “Here is how you were looking at this. How do you need to think about it differently? What do you need to learn?”

Put it on - when you observe red flags s.a. crooked mindset, poor attitude, or limiting beliefs and assumptions; doing the same thing harder isn’t producing different results

25
Reframing - 3 Criteria for Delivering Powerful Messages
1. **True -** Grounded with facts. 2. **Useful - **The only reason to give feedback to anyone is for the sake of creating a better future. 3. **Said Respectfully** - Make sure what you say enhances their dignity, your own dignity, and everyone else.
26
Reframing - 8 Generative Shifts
1. Victim to Owner 2. Complainting to Commitment 3. How to What (Strategy to Way of Being) 4. 'Either-or' to 'Both-and' 5. Vague Fears to Clear, Bold Choices 6. Finite to Infinite Games 7. Compromising & Playing Small to the Full Authentic Expression 8. Personal to Impersonal
27
Driver Cap - Four Skills to focus on key performance results and winning.
1. Think big and act fast: "What breakthrough can you accomplish in the next 30 days? What can you do with the authority, resources, and readiness you have now? What would you be excited to get working on?" 2. Get concrete, time-bound actions/practices. 3. Ask for unreasonable Declarations, Promises, Requests, and Offers 4. Set up Structure of Fulfillment. ***Put it on*** - to forward the action and when ppl have had enough strategizing and need to do something.
28
Planner Cap - Five Skills
1. Stand in the future... "What business breakthrough will you accomplish in the next couple of years?" - COS - "What does success look like?" 2. ...and walk toward the present: "How did you get there?" "What did you do that was dramatically different?" "How did you have to transform as a leader?" 3. Design the Game Plan 4. Create Leadership Roadmap. 5. Create Structure of Fulfillment.
29
Games - 6 Components
1. Point of the Game 2. Entities 3. Domain of Play 4. Rules: Required, Allowed, Prohibited 5. Strategies 6. Practice and Play
30
;Leadership Roadmap - Five Declarations
1. "I am committed to the possibility of (Leader Transformation)." 2. "I am committed to giving up (old limitting way of being)." 3. "My old leadership mindset was... My new leadership mindset is..." 4. "Behaviors I will start doing are... Behaviors I will stop doing are..." 5. "Opportunities for action in the next year are... in the next 90 days... in the next 30 days... today..."
31
Structure of Fulfillment - Three Factors
1. "What were the design elements or missing pieces that needed to be in place?" 2. "What ppl and groups were critical to the success of the breakthrough?" 3. What commitments did you get along the way?
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6 Step Coaching Model
1. Declare an impossible future and TPOV about winning in your business. 2. Design the Game Plan 3. Develop a Structure of Fulfillment 4. Declare the Leadership Roadmap 5. Forward action through Breakthrough Projects 6. Honestly acknowledge breakdowns, and provide feedback for learning.
33
Breakthrough Project - Eight Criteria
1. Jump starts your impossible future. Takes you to a new place 2. Small, high-leveraged, aimed at spearheading a result that creates a possibility for a larger breakthrough 3. Success is near and clear (30, 60, or 90 days) 4. Feasible with existing resources and authority, and does not distract too much from day job 5. Requires innovative action 6. Creates a learning opportunity 7. Is inclusive - requires engagement w/ multiple levels in organizaiton and gives others opportunity to share in the success 8. Connects with business results
34
Breakthrough Project - 10 Examples
1. Phase 1 of a big project 2. Pilot project before scaling 3. Experiment w/ new method in one dept. 4. Collaborative test w/ customer(s) 5. Design micro website in advance of product or service 6. Create a video that goes viral 7. Enter an emerging market w/ one store 8. Give top ten hi-pos a transformational leadership assignment 9. Outsource one department 10. Introduce one recycled green material to the manufacturing process
35
GROW Model
**Goal** - SMART Goals **Reality** - What have you been working on? What have you tried so far? What are your results? **Options** - If we were in fantasy land, and anything were possible, what would you improve on? If you were an outside consultant, what would you advise? Would you like any advice from me? **Way Forward** - Could you describe for me the next actions you will take?
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7 Generative Coaching Conversations
1. Foundation for Learning & Performance 2. Defining the Old Game 3. Breaking Historical Limits 4. Declaring a Bigger Game 5. Designing the Game 6. Playing the Game 7. Mastery
37
ICF Core Competency Establishing the Coaching Agreement (ECA)
1. Helps Leader: 1. identify and reconfirm what he/she wants to accomplish and measures of success for the session 2. contextualize their declared objectives within the broader scope of their priorities and goals 3. identify what needs to be resolved in order to accomplish their objectives 2. Continues the conversation in the direction of the Leader’s desired outcomes unless the Leader indicates otherwise
38
ICF Core Competencies Establishing Trust and Intimacy (ETI)
1. Encourages Leader to fully express him/herself 2. Acknowledges and respects Leaders work in the coaching process
39
ICF Core Competencies Coaching Presence (CP)
1. Is observant, empathic, curious about, responsive and committed to the whole Leader: 1. who the he/she is in the moment, 2. who he/she declares he/she wants to be, 3. what he/she wants to do, and 4. what he/she wants to have 2. Partners with the Leader by: 1. inviting him/her to choose what happens in the coaching without a personal agenda 2. inviting him/her to choose client expressed possibilities for actions 3. encouraging him/her to formulate his/her own thinking and conclusions 4. accepting their responses to the Coach’s contributions
40
ICF Core Competencies Active Listening (AL)
1. Asks questions that are shaped by what the Coach learns about who the Leader is and their situation and that explore the Leader’s coherence 2. Gives leader space to reflect
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ICF Core Competencies Powerful Questions (PQ)
1. Asks about the Leader’s coherence, connections to possibilities and limitations 2. Invites Leader to explore new ways of being 3. Asks clear, concise, primarily open ended, well spaced questions that are not leading (do not contain a conclusion or direction)
42
ICF Core Competencies Direct Communication (DC)
1. Shares observations, intuitions, thoughts and present experience to serve Leader’s forward movement without any attachment to being right 2. Uses language that is clear and concise 3. Allows Leader to do most of the talking and complete their thoughts without interrupting unless there is a state intention to do so
43
ICF Core Competencies Creating Awareness (CA)
1. Offers questions, intuitions, and observations that have the potential to create new insights for the Leader 2. Invites Leader to state insights gained about his/her situation, self and others 3. Invites Leader to consider how they will use new insights
44
ICF Core Competencies Managing Progress and Accountability (MPA)
1. Invites Leader to explore progress towards session objectives 2. Assists Leader to design actions, practices, plan, milestones, metrics, accountability and other support mechanisms, and resources
Leadership Development
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