Session 3

Ask, Discover, Guide

Lend
Your
Shoulder
 COACHING EVOLUTION
Drona – Sports Peer to Peer
Professional
Arjuna Coaches Coaching
Coach

BC 1960 1970 1975 1980 2000 2020

Exec. Mgmt Consultants Manager

of Top Cos. as Coaches as a Coach
Executive to Leadership Role
•82 percent fail to build partnerships and
teamwork with subordinates and peers
•58 percent are confused or unclear about
what is expected of them;
•50 percent lack the required internal
political savvy
- Survey by Manchester Consulting
 THERAPY CONSULTING COACHING MENTORING
Deals mostly with
problems and seeks to
provide information Deals mostly with a
Deals mostly with a (expertise, strategy, person’s present and
person's past and structures, seeks to guide them Deals mostly with succession
trauma and seeks methodologies) to into a more desirable training and seeks to help
healing solve them future someone do what you do
Expert-person with Co-creative equal ‘Older/wiser’ – younger/
Doctor-patient problem relationship partnership (coach less experienced
relationship (therapist (consultant has the helps coachee discover relationship (mentor has the
has the answers) answers) their own answers) answers)
Does not normally Is limited to emotional
Assumes emotions are address or deal Assumes emotions are response of the
a symptom of with emotions natural and normalises mentoring parameters
something wrong (informational only) them (succession, etc)
The coach stands with The mentor allows you
you and helps you to observe his/her
The therapist identify the challenges, behaviour, expertise,
diagnoses, then The consultant stands then works with you to answers questions,
provides professional back, evaluates a turn challenges into provides guidance and
expertise and situation, then tells you victories and holds you wisdom for the stated
guidelines to give you the problem and how to accountable to reach purpose of the
a path to healing. fix it. your desired goals. mentoring.
Coaching is….
— A fundamental transformation of management
style & culture
— Fighting one’s own urge to command & control
— Belief in human potential not only performance
— A Catalyst - far more optimistic about the
dormant capability of people, all people
— A communication norm
— Stimulating and helping coachee acquire facts
from within himself
— Helping the coachee feel things you
can’t see
 Upanishad (Satguru)
— Knowledge flourishes (Gyana raksha);
— Sorrow diminishes (Dukha kshaya);
— Joy wells up without any reason (Sukha
aavirbhava);
— Abundance dawns (Samriddhi);
— All talents manifest (Sarva samvardhan).
 Origins of the GROW
Coaching Model
• 1974—The Inner Game of Tennis by Timothy Gallwey
explored the psychological aspects of improving
athletic performance:
• Confidence
• Positive thinking
• Persistence
• 1980—Graham Alexander adapted the Inner Game
concepts to improving job performance and created
the GROW model
• 1992—John Whitmore published Coaching for
Performance based on the GROW model
• 1992–2009—GROW coaching model widely adopted
throughout the world
• 2009—Coaching for Performance, 4th Edition
Potential barriers to Coaching
• Past experiences
o Unrealistic goals
o Lack of support
o Harsh criticism
• Fear of failing
o Lack of self-confidence
o Afraid of risks
• Fear of change
• Fear of the unknown
• Force of habit
GROW coaching model
One topic, Four phases
Define what you will do Define desired
Make the commitment to results and
action and establish outcomes
means of monitoring Goal
progress
Continuous Establish the
Way current reality of
engagement
Forward where you are
between
today and what is
coach and
coachee Reality stopping you
from going
forward

Work out what you could

do; generate options of how
to achieve desired OPTIONS
outcomes
Applying the GROW model
Most coaching sessions are circular in nature

“While our language requires

us to describe the GROW
model as linear, in fact most
coaching sessions are circular
in nature. A coach recaps
earlier phases of the GROW
model throughout a coaching
interaction, helping the
coachee to see clearly and
move forward.”
Excellence in Coaching:
The Industry Guide
Graham Alexander
 GROW as a Coach
— What do you want?
Goal
— What is happening?
Reality
— What could you do?
Options
— What will you do?
Will
 GOAL
þ What is the subject matter or the issue on
which you would like to work?
þ What form of outcome are you seeking by
the end of this coaching session?
þ How far and how detailed do you expect to
get in this session?
þ In the long term what is your goal related
to this issue? What is the time frame?
þ What intermediate steps can you
identify, with their time frames?
 REALITY
þ What is the present situation in more detail?
þ What and how great is your concern about it?
þ Who is affected by this issue other than you?
þ Who knows about your desire to do something about it?
þ How much control do you personally have over the outcome?
þ Who else has some control over it and how much?
þ What action steps have you taken on it so far?
þ What stopped you from doing more?
þ What obstacles will need to be overcome on the way?
þ What, if any, internal obstacles or personal resistances do you
have to taking action?
þ What resources do you already have? Skill, time, enthusiasm,
money, support, etc.?
þ What other resources will you need? Where will you get them
from?
þ What is really the issue here, the nub of the issue or the
bottom line?
 OPTIONS
q What are all the different ways in which you could
approach this issue?
q Make a list of all the alternatives, large or small,
complete and partial solutions.
q What else could you do?
q What would you do if you had more time, a larger
budget or if you were the boss?
q What would you do if you could start again with a clean
sheet, with a new team?
q Would you like to add a suggestion from me?
q What are the advantages and disadvantages of each of
these in turn?
q Which would give the best result?
q Which of these solutions appeals to you most, or
feels best to you?
q What would give you the most satisfaction?
 WILL
" Which option or options do you choose?
" To what extent does this meet all your objectives?
" What are your criteria and measurements for success?
" When precisely are you going to start and finish each action step?
" What could arise to hinder you in taking these steps or meeting the goal?
" What personal resistance do you have, if any, to taking these steps?
" What will you do to eliminate these external and internal factors?
" What needs to know what your plans are?
" What support do you need and from whom?
" What will you do to obtain that support and when?
" What could I do to support you?
" What commitment on a one-to-ten scale do you have to taking these agreed
actions?
" What prevents this from being a ten?
" What could you do or alter to raise your commitment closer to ten?
" What could you do or alter to raise your commitment closer to ten?
" Is there anything else you want to talk about now or are we finished?
 Coaching Tips
ü Coaching focuses on future possibilities, not past mistakes.
ü A Coach must be experienced as a support, not as a threat.
ü If we do not change direction, we are liable to end up where we
had headed.
ü Building AWARENESS and RESPONSIBILITY is the essence of
good coaching.
ü Asking closed questions saves people from having to think. Asking
open questions causes them to think for themselves.
ü When I want to, I perform better than when I have to.
ü I want to for me, I have to for you. Self-motivation is a choice.
ü Conscious Competence – We do not have to know how to do
something to be able to do it. We learned to walk, run, ride and
catch a ball without instructions.
ü The carrot and the stick are pervasive and persuasive motivators.
But if you treat people like donkeys, they will perform like
donkeys.
ü Man’s search for meaning is the primary motivation in his life, and
not a secondary rationalization of instinctual drives.
– Viktor Frankl, Man’s Search for Meaning, 1959
ü The worst feedback is personal and judgmental. The most
effective is subjective and descriptive.