2. At the End of This Session You
Will…
• Understand the 3 Stages of Change
• When Coaching can have the biggest impact
• Who is the best person to take the role of the coach
• What is coaching
• How Coaching conversations can be an effective tool for
Change transition
• How to create Action from Coaching
6. What Happens at the Edge?
• We are at the stage past REACTION – (Instinctive – ‘no choice’)
• We are at RESPONDING – (Thoughtful – ‘a proactive choice)
• It’s not about Ability – it’s about Awareness
• Awareness Creates Choice
7. Reasons for Resistance to Change
• Lack of awareness of reason for change or consequences of
not changing
• Lack of visible support and commitment from managers
• Organization’s past performance with change
• Concern about job loss/change
• Old habits
• Personal history
• Lack of involvement
• Lack of reinforcement
• Overload/change situation
8.
9. Why Coaching?
1) Coaching is a supportive, accountable relationship that
focuses on change, learning and moving forward.
2) Effective coaching can alleviate many of the reasons for
resistance and build support for the change throughout the
organization.
3) Creates an environment which allows employees to ask
questions, comment on specific worries and concerns -
receive clarification
4) Opportunity to gather feedback about the change and the
change management efforts.
5) **Creates desire, knowledge, ability and reinforcement
10. Who is the best to take the role of
the Coach?
• Closest to the impacted employees?
• Best position to identify and manage resistance?
• Has the opportunity to develop action plans?
• Can follow up on a timely basis?
Manager/Direct Supervisor
11.
12. The 7 Coaching Disciplines
• Build a positive platform
• Agree on the outcomes
• Pass ownership to the employee
Contract
• Be authentic
• What the coach believes is what
the employee will perceive
• Have a beginner’s mind
13. This is not a tell and sell discussion
Listen without reservation
• The listener shapes the conversation
Ask great questions
• Probe without pushing
• Challenge without forcing
Convert to action
• Small, successful steps builds confidence
• If it’s not written down – it won’t happen
Problem Solving
14. The Coaching Conversation
Uncover
the
Fear/Hope
What is your
biggest fear,
biggest hope?
What is
happening?
Focus: were it
to change what
would make the
biggest
difference?
Turn the
conversation
into action
Feedback
Make
tomorrow
come alive
Agree on
today’s reality.
The first issue raised is
often not the real
issue.
Establish goals, push
for action and allocate
resources
Focus on one thing at a
time
Ongoing, timely,
authentic
15. Most Critical Variables Current (Strength, Average, Weakness)
Key Areas Which Require Action:
Manager’s Response
Take Action Involve Manage Expectations
Team Member Actions
Action By When
16. Most Critical Variables Current (Strength, Average, Weakness)
Skill development and training Weakness – Kelly has not been to attend any formal training
in the last 6 weeks
Goals and performance expectations are clear Average – although clear on the executive message and the
alpha deliverable – Kelly is not sure specifically what is
expected of her
Ideas and values are supported Average – sometimes Kelly feels her ideas are pushed to the
side by some team members
Key Areas Which Require Action:
• Skill development and training
• Goals and performance expectations are clear
Manager’s Response
Take Action
• alleviate some work load off
Kelly from Project ABC to allow
time to attend training
• Co-design a
scoreboard/dashboard with Kelly
and Team to communicate goals
and results in timely fashion
Involve
• Project Training Team Lead - training
schedule
• Contact PM or another member from Kelly’s
project team to see if some of her
responsibilities can be shifted to another
team member
Manage Expectations
• Timelines for shift of
responsibilities will not move
• Allocate extra time at monthly
meeting for December for Kelly
to present ideas.
Team Member Actions
Action By When
Identify and connect with 2 people from the pilot that went through the transition. Meet
for informal discussion.
January 15/16
Book and attend 3 training sessions in the Training Calendar February 1/16
Share ideas regarding process improvement for Project ABC Next project status meeting in
January
18. Resources/References
• Centre for Talent Retention
• Prosci (2013)
• Change Matters (Insights)
• Leading on the Edge of Change (col + lab coaches)
Notas do Editor
Change Management is a term used to describe significant alterations to an existing: business model, philosophy, or business approach – it is designed to improve the company’s overall performance.
These are all REACTIONS
Anger: “I don’t care”, “Nobody wanted it”
Sadness: “It just won’t be the same.”, “What will do without…”
Fear: “What else is going to happen?”
Shock: “What’s really going on?”, “I can’t believe…”, “I didn’t see it coming”
Anxiety: “I better figure out how I fit in”, “I better do what they ask”
Enthusiasm: “Hey, this seems pretty good”, “Let’s get going”
Hope: “Seems like we’re on our way”
Energy: Participation is increased, pace picks up, more initiative, less dependence
Understanding: “We need to do things this way”
Acceptance: “This feels right”, “This is really helping”
Commitment: Encouraging others to come along, Establishes own goals that fit into the “new”
The Edge – this is no longer REACTIONS – this is about RESPONDING – can take action here.
The Edge – this is where you can tip, pull, or push them over
Confusion: “Now what do I do?”
Uncertainty: “I don’t know how this will work”
Frustration: “Nobody’s telling us anything”
Stress: Increase in sick time, lateness, more conflicts arise – less tolerance
Exploration: “Let’s try this, this could work”, There’s more trying out possibilities
Creativity: More energy, more enthusiasm, building onto others ideas, more tolerance
Exhibits visible, consistent support and engagement
Coaching is an effective means to create desire, knowledge, ability and reinforcement in your front-line employees who are the ones that will make or break the Change Management plan and sustain or reject the change – therefore are the individuals invaluable to the success of a project – they are the clients – they are the end result!!!
Coaching uses a one-to-one dialogue framework. It quickly enables managers to understand what is “most critical” to employees, what it is really like and what actions both the manager and employee can take to increase the employee’s engagement in the change and to move forward successfully.
Research shows that employees want to hear the personal awareness of the need for change from the person they report to. A Manager’s desire to change directly influences an employee’s desire to support the change. By showing their support and commitment to the long-term adoption of a change, managers and supervisors provide reinforcement to keep a change in place.
People have their own answers
The person being coached chooses the focus
The coaching process is unique to each person
The relationship is based on trust and honest communication by both participants
Agreement: agree on movement
Intuition: When you get an intuitive hunch, express it without being attached and see how it lands with the other person
Curiosity: show genuine, non-analytical interest in what is being said. The coach does not lead in a certain direction.
Listening: this is an art, a skill and a discipline that only comes with practice. To really listen you need to ignore your own needs and concentrate your attention on the person speaking. A coach listen without judgment and opinions, focusing on the client’s agenda, vision and purpose.
Powerful Questions: Try to use open-ended, though provoking questions that deepen the topic being discussed. Try to create clarity and evoke learning and/or action.
Examples: What I think you are saying is…..
When would you like to do this?
How would you like to be held accountable?
What kind of clarity on …….. Are you looking for?
What do you already know about….?
If I could help you find the resources your are looking for – what would you like them to be?
6. Action and Learning: Coaching is held in the context of deepening the learning and moving forward through action.
Individual coaching sessions are one-on-one opportunities for supervisors and managers to work on change with specific employees. The face-to-face messages received are important as employees work through
Understanding – create an understanding of the current reality – what are the facts
Depth of Feeling – How do I feel about this reality/facts? What does this mean to me personally?
Ideas Options: What ideas and options can be explored? What are the opportunities and possibilities? What will it look like?
Response: What actions will I commit to that create forward momentum?
Template for Action Planning from the Coaching Conversation.