Beth Adele: Coaching for Resilience

Coaching for Resilience

Beth Adele, Ph.D. Director, Nonprofit Leadership

Oklahoma City University

© Beth Adele 2024

Change

1. Make (someone or something) different; alter or modify

2. Replace (something) with something else, especially something of the same kind that is newer or better; substitute one thing for (another)

1. The act or instance of making or becoming different

Noun

How resistant to change are you? How about your team?

Take this short survey (be honest)

Kurt Lewin’s Original Behavior Formulas

(Lewin, 1947)

Behavior = personality/perceived environment

FORCE FIELD ANALYSIS

Three-step model of change (Lewin, 1947)

Unfreeze

• Determine what needs to change

• Ensure there is strong support from upper management

• Create the need for change

• Manage and understand the doubts and concerns

Change

• Communicate often

• Dispel rumors

• Empower action

• Involve people in the process

Refreeze

• Anchor the changes into the culture

• Develop ways to sustain the change

• Provide support and training

• Celebrate success

Lewin = Bridges’ Transition Model (Bridges, 1979)

Endings / Letting Go Neutral Zone New Beginnings

Resilience

1. The capacity to recover quickly from difficulties; toughness

2. The ability of a substance or object to spring back into shape; elasticity

How resilient are you? You may also look into these.

According to the American Psychological Association, there are 10 ways to build resilience.

• Making connections and building your social support network;

• Avoiding the tendency to view crises as insurmountable challenges;

• Accepting that change is a natural and unavoidable part of life;

• Moving toward your (realistic) goals;

• Taking decisive actions that will help you face your challenges;

• Looking for opportunities for self-discovery;

• Nurturing a positive view of yourself and your abilities;

• Keeping things in perspective and in context;

• Maintaining a hopeful outlook on life;

• And taking care of yourself

The Discovery of the 2 Selves

The Inner Game of Tennis - Gallway

Self 1  The “I”  Gives instructions

Evaluates

Trying hard

The mind/thoughts  Wants credit/responsibility

Native tongue – language/rules

The Teller

Self 2  The “myself”

Performs

Feels

Effort  The physical body

Native tongue – imagery and feeling

The Doer

The Inner Game of Tennis - Gallway

• Inner game in the mind; Outer game against the opponents/the problem

• Help envision desired outcomes

• Ask the team to trust Self 2 to perform at its best and learn

• See “nonjudgmentally” what is happening rather than noticing how well or how badly it is happening

• Be more concerned for team making a true effort to win than the act of winning.

• Shift the mentality to that of being a good competitor provides your opponent obstacles so they may experience their highest limits. An opponent/challenge is a friend.

• Guide teammates to believing that w inning is actually overcoming obstacles.

• Do not fight old habits. Start new ones.

Common Beliefs and Behaviors of Coaches

(Adele & Ellinger, 2023)

Beliefs Behaviors

• Beliefs about self

o Beliefs about self-awareness

o Beliefs about self-efficacy

• Beliefs about the manager’s role

o Beliefs about developing employees

o Beliefs about creating a positive learning environment

o Beliefs about facilitating learning

• Beliefs about trust and honesty being important

• Beliefs about learning occurring when a trusting relationship exists

• Asks questions

• Provides feedback

• Sets expectations and standards

• Provides accountability

• Effectively communicates with employees

• Delegates to employees

• Listens to employees

• Empowers employees

• Develops employees

Let’s Discuss. Thank You!