CCI Coaching Beliefs
Premise #1: Every individual is innately motivated to perceive, feel and act. Coaching with this understanding greatly empowers the coachee’s self-awareness and ownership/creativity in solution-generation
Premise #2: The dynamic make up of the situation greatly influences one’s decision-making and solution generation, hence understanding the factors at play that impact/affect your coachee allows you to empower them to own and tackle these factors to forward the situation using his/her current capabilities (or developing new ones)
Collective Change Institute (CCI) has appointed Big Red Button (BRB) as the official beneficiary of our Coaching for Change Program.
Proceeds from Coaching from Change clients will go towards the Project Sarang: Haze Shelters.
Use informal coaching to react quickly to situations and issues.
Coaching should be something that all managers do with their teams. It helps you understand how people think about their work, their careers, and their relationships with the organization. It can also help you to improve a person's performance, and deal with any issues before these become major problems.
Many managers use formal coaching as a way of guiding people through change, briefing them on organizational developments, carrying out performance appraisals, and so on. However, sometimes you need to react quickly to situations and issues, and that's where you can adopt a more informal approach to coaching.
But how can you recognize these situations? And, when is it best to "coach," rather than "manage," someone? Getting these decisions wrong and missing those vital coaching opportunities can make a huge difference to the effectiveness of your team. You may also hurt the good relationships you've developed with team members.
Use this tool to help team members identify the support they’ll need as they work towards their goals.
We can all get excited about our goals when we're interested in what we're doing, and when we're getting plenty of support and encouragement from the people around us.
So, how can you guide your team members so that they develop goals they'll be genuinely interested in for the long term? And how can you help them create strong networks of people who will give them support?
One way to do this is with the POSITIVE model of coaching – an eight-step framework that you can use to develop highly motivating goals with your people.
About the POSITIVE Model
Vincenzo Libri developed the POSITIVE Model of Coaching and published it in his 2004 article, "Beyond GROW: in Search of Acronyms and Coaching Models."
Coaching Through Change
Helping People Embrace Change
With coaching, your people can learn to welcome change.
Change is ongoing.
The world is changing fast, and no successful organization can stand still for long. New products, new services, and new ways of working mean that many of us are continually learning new skills, and adapting to changes in the workplace.
One of the key measures of success in change management [Add to My Personal Learning Plan] is that you've managed to get support from all of the people affected by a change. With this support, you can implement changes smoothly, and with less disruption.
But, despite the effort of managers and senior executives, getting support for change can be difficult. Many people will feel that change is happening to them, rather than feeling that they are a valuable part of the future of the organization. And people who benefit from the status quo – for example, expert users of legacy systems – will quite rightly recognize that they may lose out as a result of the change.
Coaching with Feedback
Helping Your People to Improve Their Performance
Be Honest when giving Feedback
Most managers are aware that the way they coach their people can play a big role in ensuring their team’s success. Unfortunately, however, when it comes to giving feedback, many don’t know how to coach, and simply resort to telling others how to improve.
This is NOT coaching! It’s unlikely to be effective or to be acted upon; and it won’t uncover any deeper problems or incorrect beliefs that may lie behind unhelpful behaviors.
It’s often much more effective to adopt a question-led approach when you provide feedback. When you do this, you’ll better understand your colleagues’ outlook on their work and their career, and their feelings about the organization you both work for. This helps you to engage with your team members as partners and stakeholders in the organization, which helps you to improve each individual’s performance and anticipate performance issues before they arise.
Enable all your team members to give the performances of their lives.
You may think that "high-performance coaching" means coaching for high performers – in other words, people who, for whatever reason, have been identified as "star talent."
Actually, high-performance coaching is about helping all people reach their full potential, in any area of their lives. For the manager as coach, this means working with people to improve their performance at work.
High-performance coaching may also involve working with other people within your organization – collaborating with other managers and leaders to make the workplace a high-performance organization, one that helps everybody to perform at their best.
The approaches and techniques used in high-performance coaching borrow heavily from the worlds of sport and the military – areas where optimal performance is key. High-performance coaching conversations usually start with finding out people's "starting points" – their visions or life ambitions. Then, it moves on to explore the directions in which people need to move to achieve those visions, and the steps they need to take now to do so.
Executive coaching is a customised development process for an executive that is aimed at accelerating performance and results, usually in the area of management and/or leadership. Executive coaches work intimately with the executive to find, and constantly perform, from that sweet spot between managing self and engaging others.
Some of the career and leadership needs an executive coach could help you with:
Building a synergistic and effective team
Getting along with your peers and bosses
Managing your board as a new CEO
Learning to lead former peers
Change of business direction or culture
Business strategies and innovation
Improving your sales pitch and results
Handling an existing team conflict
Dealing with high-stress levels
Managing more effectively
Driving results and productivity
An executive coach is best at understanding of how people, relationships and behavioural change work in an organisation and is trained to quickly grasp your situation. Your coach works intimately with you to challenge assumptions and choices, and call forth practical ideas that he/she will hold you accountable to implement.