Coaching Tools (eBook)

COACHING TOOLS

João Alberto Catalão Ana Teresa Penim

www.lidel.pt

© 2016, Lidel – Edições Técnicas (www.lidel.pt) ISBN 978-989-752-228-4 1st edition: July 2016 Cover design: Concept by ActiveUp Designers: Paula Nunes and Gonçalo Santos We are not responsible for any error in the hyperlinks of this book, which were checked at publication date.

All rights reserved No part of this book may be reproduced, translated, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, microfilming, recording or otherwise, without written permission from the publisher.

Contents About the Authors

PART 1 – Why this book?

Why this book?

What Coaching is Who is this book for?

Acknowledgements Content structure A challenge to sharing and co-creation

PART 2 – 50 Coaching Tools 1.

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The Coach’s Self-Evaluation The Coaching Contract Creating Trust, Rapport and Empathy Active Listening Structured Listening Feedback Reformulating Appreciative Coaching Powerful Questions 360° Feedback Johari Window Individual Assessment Articulating the Mission

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Self-Awareness Setting Goals Skills Audit Turning Problems into Objectives FlowUP© Timeline Wheel of Life Homo Politicus – Political Coaching GROW AAA MoveUP© – Activation of Soft Skills for Change Changing Beliefs WOWme!® Analysis CLEAR CreativeUP© The Anatomy of Success Choice ABC FAST Feedforward OSKAR PAW – Identifying and Modifying Beliefs NLP – Neuro-linguistic Programming Mind Mapping Perceptual Positions Yin & Yang Storytelling QuesUP©

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1234 Socrates’ Filters Emotional Intelligence Metaphors and Inspirational Quotes Team Coaching Risodinâmica© (Laughterdynamics) Coaching Sessions Record Card ROI – Return on Investment Coaching Supervision

PART 3 – Contributions from Specialists Ana Giovanoni – Coaching as a Tool to Activate Productivity in Organizations – Brazil Saima Butt – Your Unique Coaching for Results – England Tina Dias – Achieving Work-Life Balance – Canada Leonardo Ravier – Creativity-Urgency Matrix: How to Know if I Need a Coach in My Company? – Spain Damian Goldvarg – The ICF 11 Core Competencies Applied to Team Coaching – USA/Argentina Margaret “Meg” Mann & Mark Brown – Coaching and Leadership – USA Laura Fierro Evans – Being a Multicultural Coach in a Global World – Mexico André Ribeiro – Coaching with PNL – Portugal Cris Carvalho – Coaching: the Discovery – Portugal Catherine Tanneau – The Strategic Value of Coaching to Face the Third Millennium Challenges – France Ram S. Ramanathan – Mindless™ Transformational Coaching – India

PART 4 – Annexes Coaching Definitions Coaching Associations and Organizations in the World Bibliography Internet

About the Authors

João Alberto Catalão – www.vitaminacatalao.com Master in Coaching, Executive Coach Certified by the ICF and the ASESCO. Training in Coaching at ICF, AESE, London Business School, IESEC. Member of EMCC, WABC and the Portuguese Coaching Group of APG. Co-founder of YouUp© – The Coaching Company.

Founder and first President of the AIC – Asociación Iberoamericana de Coaching. International Speaker on Coaching, Motivation/Self-improvement, Negotiation, Sales, Creativity, Marketing, Retail.

Lecturer in several national and international institutions.

Advanced training in Psychodrama (ISPA).

Higher education in: Marketing, Agricultural Engineering, Philosophy and Psychology.

Post-graduation in Commercial Law and Business Finance.

Complex Negotiations (MIT/Harvard Law School/TUFTS University – USA).

Specialist in Executive Coaching, Sales Coaching, Political Coaching and Coaching for Creativity.

João Alberto Catalão has a career that includes various executive and top management positions in national and international companies.

He was part of the ICF ESC Committee in 2010. Participates actively in the dynamization and consolidation of Coaching in several national and international organizations.

Co-founder of the BusinessUp Group (YouUp© – The Coaching Company; INV – Negotiation and Sales Institute; SalesUp – Commercial Consultancy; 4Store’s – Integrated Solutions; FoneUp© – Integrated Solutions).

Author of the book Merchandising para Lojas de Livre Serviço (Ed. CECOA); A Arte da Guerra na Criatividade e Inovação (Topbooks); Delírios e Inspirações (Topbooks).

Co-author of the books: Negociar & Vender (LIDEL); Atitude UAUme!® (SmartBooks); Coaching – Ir mais Longe Cá Dentro (ICF Portugal).

Has contributions in various specialized publications and in the books: Coaching; Top Question; Porque é que o Marketing é sexy e inteligente?

President of POPAI – The Global Association for Marketing Retail.

Editor: DO it! – Sales and Negotiation magazine.

Life motto: ‘Doing and undoing to do more & better.’

Message: ‘As human beings we are happier doing than reacting.’

Ana Teresa Penim – www.anapenim.com Master in Coaching, Executive Coach Certified by the ICF and by the ASESCO. Training in Coaching at ICF, AESE, London Business School, IESEC. Member of EMCC, WABC and the Portuguese Coaching Group of APG. Co-founder of YouUp© – The Coaching Company.

Specialist in Executive Coaching, Sales Coaching, Leadership Coaching, Team Coaching and Coaching Supervision.

International Speaker (Coaching, Team Coaching, Leadership, Education, Consumer/Retail Psycho-sociology, Communication).

Lecturer in several national and international institutions.

Degree in Social and Organizational Psychology.

MBA. Master in Social and Organizational Psychology/Talent Coaching (ISPA).

Complex negotiations (MIT/Harvard Law School/TUFTS University – USA).

Ana Teresa Penim has led the conception, accreditation and dynamization of educational and lifelong learning projects, a reference in sales, consumer behaviour, training of trainers and executive Coaching.

Has been Counselor and Coordinator of the Lifelong Learning Commission at the Portuguese National Education Council.

Was part of the ICF ESC for Coaches Certification. Participates actively in the dynamization and consolidation of Coaching in several national and international organizations.

Has conceived and conducted several in-company Coaching Training Programms for leaders and HR professionals.

Co-founder of the BusinessUp Group (YouUp© – The Coaching Company; INV – Negotiation and Sales Institute; SalesUp – Commercial Consultancy; 4Store’s – Integrated Solutions; FoneUp© – Integrated Solutions).

Co-author of the books: Negociar & Vender (LIDEL); Atitude UAUme!® (SmartBook), Delírios e Inspirações (Topbooks); A Arte da Guerra na Educação e Formação (Topbooks); Coaching – Ir mais Longe Cá Dentro (ICF Portugal).

Has contributions in various specialized publications and in the books: Coaching; Top Question; Marketing at Retail.

Publisher: DO it! – Sales and Negotiation magazine.

Why this book?

We looked everywhere … We didn’t find it!

A book on Coaching: • that brought together a diversified set of Coaching tools, from different authors, supported by diverse orientations and models, that made its mark by the plurality of approaches; • ‘from Professionals for Professionals’, whose mission were to promote the sharing of effective and appropriate Coaching practices, operationalized with decision-makers and practitioners involved in highly demanding and competitive business and industries’ contexts; • that stimulated the initiation in the practice and deepening of Coaching skills; • with an innovative approach: that of being the kick-off for an ongoing process of co-creation of itself by an extended family of Coaching professionals. This book reflects this purpose, including new tools and new contributions from experts in Coaching of different nationalities.

We argue that the best tool of Coaching is the Coach himself. In fact, the Coach operationalizes himself through human relationships and these are established, generated and deepened through interpersonal communication.

The tool should not define the Coach: it’s for him to define the tool.

There are, however, different tools to help the Coaching activity.

The tool being a working implement, it must be carefully chosen by the Coach, according to each specific situation. The result will also derive from the expertise of the Coaching professional in his use of each tool.

Adequacy to its objective, internal consistency and skill in its application are the three indispensable requirements for the appropriate use of each Coaching tool.

Coaching has never been so talked about, which is only natural. Being, in our view, the most powerful process of personal and professional development in existence and as the world is living through a specially demanding and competitive era at a global level, the present emphasis and enthusiasm about Coaching dynamics are fully justified.

Right now, individuals, corporations, institutions and the academic world are particularly attentive to everything that is going on around Coaching.

As many other products or solutions with the potential to generate good sales results, so Coaching is particularly appealing to professionals and companies whose offer does no longer respond to the demands of the new market paradigms, as is the case of all those that still use the traditional training and advisory practices. Hence, this reality has led not only to a quick adoption by many of the Coaching term, but also to its improper application to a diverse set of situations, namely education, training and consulting.

The book Coaching Tools also aims to contribute to a clarification of what Coaching really is, who can be a Coach and how a Coaching Process evolves.

Taking into account the strong pedagogical bias this book adopts, the tools are presented in a sequential way, following the natural order of the Coaching Process.

What Coaching is

Many people confuse Coaching with training. This has led to a situation where most training offers include one or more Coaching topics.

The confusion between Coaching and training derives to a large extent from the fact that many people think that Coaching is what the Coach=trainer does. As any teacher, the Coach is, of course, similarly committed to his Coachee (Client) obtaining good results but a Coach is not actually a Tutor or Teacher.

In a Coaching relationship, it is not the Coach who sets the goals that the Client must achieve, it is not the Coach who teaches or defines the standards of what is right or wrong, it is not the Coach who evaluates what are good or bad levels of performance by the Client (Coachee). The Coach does not teach, the Coach facilitates awareness, the identification of potential, gaining or reinforcing self-esteem, defining aims, establishing and monitoring action plans for the performance of his Coachee.

Coaching leads to success, autonomy, self-fulfilment and personal and organizational performance.

Coaching consisting of a process of co-creation of new possibilities there are no two identical moments of Coaching.

Starting from a dynamic of self-awareness, of goal-setting, of establishing and carrying out action plans, the Coach is a facilitating element, which furthers the dynamic of the Client’s personal transformation and change.

Coaching, in itself, contains a journey of analysis, reflection, challenge and operationalization.

By potentiating vision, decision making and implementation, Coaching promotes real change.

In this framework, Coaching takes the meaning of ‘carriage’, ‘Coach’. A carriage takes somebody from a place to another. It is the passenger who, voluntarily, goes into it, choosing the destination he intends to reach. The process will always evolve focused on the Client’s personal and professional ‘destinations’.

There are nowadays various areas of intervention for Coaching. Executive Coaching, one that is carried out in a professional context, is one of the operational areas in which Coaching is more developed and in which we have specialized.

It is no accident that most top decision makers and executives of large corporations want to see included in their company benefits package a Coach’s support.

The reasons for that have to do, normally, with the fact that those professionals often feel lonely and value the possibility of having at their disposal exclusive moments dedicated to reflection, taking stock and setting goals, which become very profitable with the support of a facilitator that actively listens to them, questions them, challenges them and accompanies them through the process.

Throughout our careers as Coaches we have realized that most Portuguese decision makers also feel lonely.

Present levels of market competitiveness, internal organization turbulence, time pressure and the need to show results contribute to recognition by many professionals of the benefits of having moments of joint reflection and to have somebody who facilitates their self-motivation.

As someone said: ‘we can’t direct the wind but we can adjust the sails’.

Through Executive Coaching the Decision maker/Professional becomes able not only to define personal and professional goals with greater clarity but also to enjoy its attainment. This fact provides an increase in their selfesteem and, consequently, a renewed energy that is equally reflected in their ability to inspire and motivate their team.

Through Coaching, Clients acquire greater awareness of their potential, of their real skills and their limitations, gradually readjusting themselves and discovering the pleasure of leaving their comfort zone, so they become capable of facing new challenges.

As we like to say: Coaching is a powerful process of personal and professional development that consists of the co-creation of new possibilities.

Achieving the best of you!

In Coaching Tools a chapter is devoted to the presentation of the different Coaching definitions.

Who is this book for?

This book is aimed at a very varied audience, from the simply curious to professional Coaches, from Human Resources professionals, psychologists, leaders, the world of scholarship, to the Clients (Coachees) themselves.

We emphasize that the foremost mission of this book is to provide a general overview of Coaching tools and that, besides reading it, we recommend that specific training in Coaching is obtained, which is absolutely indispensable for a proper practice.

In recent years we have not only taken part, organized and animated a series of initiatives aimed at promoting the practice of Coaching but also the sharing between Coaches.

Our affiliation to, and certification by, the most prestigious International Coaching Associations have allowed us to learn on a permanent basis. The participation in the largest international events has shown us that there is, at world level, an extended community of Coaching professionals mobilized for a paradigm of sharing that we also support. On the other hand, it has been possible for us to know, in a practical way, what of best and

different is done around the world in terms of Coaching and to reinforce a quality network at the international level.

Our commitment to contribute to Portugal adopting the best Coaching practices, within a paradigm of sharing, has moved us to invest in sponsoring and attending Meetings, Workshops and Seminars devoted to Coaching in our country.

In terms of associations we recognize the importance of taking an active role in the international organizations to which we belong as well as earnestly participating in bolstering and consolidating Coaching practices not only in Portugal but also in every country where the interest in learning and putting into practice this important process of personal and professional development exists.

In corporate terms, by creating YouUp (www.youup.pt), we focused on sharing, both through the FĂłrum IbĂŠrico de Coaching (Coaching Iberian Forum), that we immediately made available to the market, and the training initiatives in Professional Coaching and the Master in Coaching that we promoted.

At the academic level, we have encouraged universities to become better acquainted with the dynamics of Coaching, by attending workshops, talks and seminars, aimed at the community of both teachers and students, also actively participating in surveys and Master’s theses about Coaching.

And because we acknowledge the importance of media in making known to the general public the true meaning of Coaching we have been involved in regularly publishing articles on Coaching in Portuguese and foreign newspapers and magazines.

Acknowledgements

We must thank, first of all, our Clients.

Without them we would never have achieved our present level of awareness about the Coaching Process. Also, they were who moved us to create unparalleled spaces (Coaching Offices) devoted to the promotion of Coaching in Lisbon, Oporto and Coimbra.

Without them we would not have achieved leadership in the market of Sales Coaching.

Without their enthusiastic presence in the initiatives on behalf of Coaching we could not have shared with the market in real time the richness of the Coaching projects that we have carried out with them.

Our colleagues, Coaches Ana Giovanoni, AndrĂŠ Ribeiro, Catherine Tanneau, Cris Carvalho, Damian Goldvarg, Laura Fierro Evans, Leonardo Ravier, Margareth Mann, Mark Brown, Ram S. Ramanathan, Saima Butt and Tina Dias, our thanks for their demonstrations of sharing, friendship and participation in this tool box.

Our team, for their enthusiastic and devoted support.

The communities of Coaches that, in a systematic manner, all over the world, have contributed to the affirmation, credibility and consolidation of Coaching.

The International Associations, especially the ICF – International Coach Federation (www.Coachfederation.org) and the EMCC – European Mentoring and Coaching Council (www.emccouncil.org), for the reference framework and the moments of sharing and networking they give us. The Portuguese Coaching Group of the APG, for sharing ideas and paradigms of Coaching.

The companies, schools, institutions and Coaching professionals that have used this book as a textbook of reference.

All Coaching professionals, those who have participated in previous editions as well as all those who have contributed their ideas and suggestions.

All Brazilian business men, professionals, schools and institutions for their receptivity to our working paradigms and the warmth they have shown us in the innumerable intervention typologies that we have animated, for their contribution to the publishing success of this book and, above all, to the affirmation of a paradigm of Coaching.

All the specialist press in Portugal and abroad, for the projection they have given this book.

Our publishers, Lidel, for repeating the care and professionalism they had already provided all along the journey of our first book, Negociar & Vender (www.negociarevender.com), that contributed so much to the publishing success already in evidence.

All booksellers, for their continued support to the books we authored, through their exhibition, promotion and visibility both in their own spaces and in the initiatives in which we take part.

Content structure

The 50 Coaching tools and models gathered in this book are the result of the selection we have made amongst those most utilized at world level.

Among them there also is a set of tools we developed ourselves throughout our own professional Coaching practice.

As we have already mentioned, but we must stress, Coaching being a process totally focused on the Client, in which there are no two identical personal contexts or moments, we think that a Coach should never be hostage to a tool but instead to possess a box of both internal and external tools, in continual evolution, so as to make the Coaching process more efficient and effective.

It has been our intention to describe the different tools in a simple, concise and pragmatic way, so as to ensure their understanding by the extended group of people it’s aimed at.

The presentation of each tool comprises: Briefing: a short description of the tool, its authorship or source.

Process: reflections and steps for its use.

Authors’ comments: sharing our thoughts about it.

A challenge to sharing and cocreation

We have wanted this book to adopt a paradigm equivalent to that of the practice of Coaching: a paradigm of co-creation with its addressees.

So, we have created the web site www.ferramentasdecoaching.com whose purpose it is to invite the reader to use it not only to share comments, suggestions or testimonials deriving from the practical application of each of these tools but also to contribute to the development of these or other Coaching tools.

We count on you!

Achieving the best of you Ana Teresa Penim and JoĂŁo Alberto CatalĂŁo

1 The Coach’s Self-Evaluation Briefing The Coach self-evaluation should be a systematic practice.

This self-evaluation, in its initial stage, must include the identification of the requirements Coaching demands and, in a more advanced stage, the systematic reflection about his Coaching practice.

Process Self-evaluation in an early stage of contact with Coaching.

Ask yourself: • ‘Do I genuinely like people?’

• ‘Do I have a natural aptitude to establish empathy with other people?’

• ‘Am I really ready to establish a relationship of open communication with others?’

• ‘Do I feel comfortable dealing with processes that are not preconceived and require reasoning agility and flexibility in their management?’

• ‘Am I sufficiently intuitive to read between the lines of what I am told?’

• ‘Am I able to actively listen even when the matter does not concern me?’

• ‘Am I an attentive observer of the non-verbal behaviour of my interlocutor?’

• ‘Do I have any knowledge and awareness of the dynamics of human behaviour?’

• ‘Am I a person who is involved with the world at large and corporate dynamics in particular in the case of Executive/Corporate Coaching?’

• ‘Do I understand the business context in the case of Executive/Corporate Coaching?’

• ‘Am I able to let people around me grow without having to take front row for this fact?’

• ‘Am I more willing to see other people shine than shining myself?’

• ‘Do I have good levels of emotional intelligence?’

• ‘Do I have a positive outlook on life and do I believe that tomorrow will be better than today?’

• ‘Do I like to understand the essence of things?’

• ‘Do I have personal and professional maturity?’

• ‘Do I feel more stimulated to explore strong points rather than weak points?’

• ‘Am I sensible and is it easy for me to deduce the consequences of behaviours?’

• ‘Do I believe that human beings can change?’

• ‘Do I believe that everyone has some potential to be exploited?’ […]

Reflection on the practice of Coaching Ask yourself: • • • • • • • • • • •

‘Had I prepared for this Coaching session?’

‘Did I take into consideration the notes I made in the previous session?’

‘Does the space fulfil the proper conditions for a Coaching session?’

‘Did I have the necessary documentation prepared?’

‘Did I meet the time schedules?’

‘Had I been the Client would I have been happy with my Coach?’

‘Did I have trouble in concentrating on the Client?’

‘Did the sessions’ aims become clear to me? What were they?’

‘Did I use the appropriate tools?’

‘Did the tools I used result in the effect I intended?’

‘What other tools could I have used?’

• ‘Up to what point have I been able to establish a relationship of trust with the Client?’

• ‘In what measure did I actively listen?’

• ‘With how much effectiveness did I frame the questions?’

• ‘Did I try anything new in the session?’

• ‘Was I patient and tolerant?’

• ‘Was I able to avoid voicing value judgements during the sessions?’

• ‘What verbal and non-verbal language did I identify in the Client?’

• ‘What have I intuited from the Client during the session?’

• ‘What did I like most during the session?’

• ‘Did I feel discomfort at any time?’

• ‘What is the level of my satisfaction with the session?’

• ‘On a scale of 1 to 10 what was my effectiveness as a Coach?’

• ‘What did my Client take away from the session?’

• ‘What was the most important thing that I learned in this session?’

• ‘What would I do differently if I could repeat the session?’

• ‘What Coaching skills stood out in this session?’

• ‘How do I ensure that I will apply what I have learnt to other situations?’

• ‘What action or actions do I have to take to improve or potentiate my skills as Coach?’

Authors’ comments Self-evaluation can also be reinforced with Coaching Supervision.

The Coach’s mission being to facilitate the development of his Clients, it’s his accrued obligation to promote his own self-development and continual training.

2 The Coaching Contract Briefing It is advisable to have a Coaching contract signed, both when the Coaching relationship is with a single individual and when the Coach performs a service to a corporation (in such a case the Contract is, generally, preceded by a Proposal of Collaboration).

The Contract confers professionalism on the relationship and clarifies a number of questions, avoiding communication problems, detrimental to the performance of Coaching services.

Process A Coaching Contract should cover aspects such us: • The Coaching duties that the Coach (or the Coaching company) will perform and his responsibilities in the process [Process Coordination; Team of Coach(es); Coaching Supervision; Number and functions of Coaches covered; etc.]; • Client responsibilities; • Coaching goals; • Duration of each session, number of sessions, its periodicity and scheduling; • Anticipated period of time for the Coaching relationship and its eventual renewal; • Foreseen venues for the sessions; • Confidentiality inherent to the process (code of Ethics overview);

• • • •

Type of reporting included in the process; Fees, term of validity and payment terms; Notice period for any of the parties to terminate the Coaching process; Date and space for signatures of Coach and Client.

Authors’ comments A Coaching relationship must be based on mutual trust. The Coaching contract should be constituted more as a process to avoid problems than as a way to solve disputes.

The contract should be drawn in the positive. That way, beyond showing an attitude more in accordance with the spirit of Coaching it will be much more effective from a commercial point of view.

Each Coaching session must begin with a Coaching Agreement. The Coach must have the ability to understand what is required in that specific coaching interaction and to come to agreement with the Coachee about that session outcomes. This initial clarification will allow Coach and Coachee to assess whether the desired result for the session has been achieved, or not.

Know that… ‘(…) The Coaching contract should be constituted more as a process to avoid problems than as a way to solve disputes (…)’