Identifying Thoughts

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Из курса от партнера University of California, Davis

Designing and Implementing Your Coaching Strategy

17 оценок

University of California, Davis

Designing and Implementing Your Coaching Strategy

17 оценок

In order to be an effective manager in increasingly fast-paced and complex organizational environments, coaching skills to develop and get the best work out of employees has become essential. Throughout the Coaching Skills for Managers specialization, we’ve discussed many topics for improving coaching conversations with our employees. It is now time to put all of that theory and discussion into practice as you solidify your coaching philosophy, develop your coaching practice and agendas, and demonstrate mastery at handling everyday coaching conversations! Please take note that this course builds upon all previous courses in the Coaching Skills for Managers specialization. While not required, it is highly recommended that students complete or be familiar with the topics covered in those courses before taking this course in order to be most prepared for the assignments in this course. You will use the leadership point of view developed in Course 1 to articulate your coaching philosophy, and produce clearly defined expectations for people on your team, as well as Key Performance Indicators you will use to evaluate performance, building on your work from Course 2. You will use the techniques learned in Courses 3 to prepare for and practice coaching conversations, and use what you have learned to provide feedback to your other colleagues in this project-based course. By the end of this project-based course, you will have developed and refined your entire coaching strategy to roll out with your team. Specifically, you will be able to define your coaching philosophy and explain it to someone else, develop a tailored coaching practice along with coaching agendas for your team in alignment with your organization's goals, and have an effective and productive coaching conversation with those you supervise.

Из урока

Milestone 3: Demonstrate Your Ability to Coach Effectively

In this final module, it's time to actually prep for and have some coaching conversations. This is similar to the final peer reviewed assignment in Course 4: Coaching Conversations, which you can view as practice for this assignment. There are a few key differences between this assignment and that one, including a few additional requirements, chief among them being that you will need to have separate coaching conversations with 2 people (preferably those whom you supervise). This is a true test for yourself to see how far you've come in this specialization and will help you reflect on areas in which you're already doing well and areas where you still may need a little work. This module contains an overview video discussing key ideas to consider when working on the milestone, as well as some review videos from earlier courses in the specialization that should help you as you work on the assignments related to this milestone. Good luck!

Module 3 Overview10:55

Confirming Willingness to be Coached4:36

Coaching Algebra8:18

Tactical vs. Developmental Accountability8:59

Identifying Thoughts6:29

Acknowledging Strengths4:36

Coaching Tools15:42

Познакомьтесь с преподавателями

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &
UC Davis Division of Continuing and Professional Education

[MUSIC]

In this lesson we're going to talk about the real importance behind managers

paying attention closely to the thoughts that their employees offer up.

Most of the times that employees offer up thoughts they don't offer them up as

thoughts.

They offer them up as things that they believe to be true.

But hopefully as you have been someone who's been going through this

course you can start to really identify the difference between what someone might

think about something versus what actually might have really happened, right?

That's what we want to start to discern when we're doing our coaching.

We saw quite a bit of that in the coaching videos that we watched, right?

We saw the manager in the good example be able to listen to an employee,

hear what the employee has to say,

identify the thinking the employee has and then coach the thinking.

Right? So

there's a few things here that I think are really important.

There's a lot of coaching training in the world, which is great.

I love everything that you can learn about coaching.

What I want to offer is that one of the things we hear a lot about coaching

is that you need to be an active listener, and I don't have any dispute with that.

I think that listening skills are exceptional, and

they are a quality of an exceptional coach.

What's important, though, is it's not just about listening.

It's about knowing what to do with what you hear, okay?

The reason we listen is because we want to pay attention for something.

And the kind of coaching that I've been teaching you in this course

is that we really want to pay attention to the thinking that our employees

are demonstrating us through the words that they choose.

And way that they sort of react and

respond to questions about their performance.

Because as I mentioned when I taught coaching algebra skill set verses mind

set, the majority of performance issues that people experience

really relate more to mindset, right?

Skillset sometimes totally.

But a lot of times the reasons why employees aren't performing,

has more to do with their thinking than their actual ability.

So in the videos,

we watched the good manager be able to really identify those key thoughts that

were interfering with the employee's ability to get the work done.

And while we've talked a lot about thoughts and

mindset throughout this course, here are some things I want you to keep in mind,

right, as you're practicing this as a manager.

This is the core I believe of this work is your atuneness,

how well you actually hear what people are thinking.

You hear it in opinions, you hear it in labels.

Right, so someone might think this is hard.

Well that's an opinion.

Someone might label something as difficult, right?

That's a label for actual effort or execution of something.

Someone might share their perspective.

Someone might share their assumptions, right?

Now where this gets challenging for

managers, is when you believe what the employee says to you.

So if they tell you something is hard to do and you agree with them,

you won't just think of it as a thought, you will believe it as a fact.

If an employee comes to to you and says this new rule at work isn't fair.

If you agree with them, you will believe it as a fact, and

you won't see it as a a thought.

If an employee tells you that there's no way they can get all their work done and

you believe it, then you will believe it as a fact, not as a thought.

And I'm going to share an actual example here because I had

a company that I was working with.

And everybody in the company believed they could never get all their work done.

Everybody, all the way up the top, to the very top CEO person believed

there was too much work and there weren't enough people, and so they believed it.

And so they all entertained and nurtured this thought.

And so what do you think their result was?

Nobody ever got their work done.

It's so fascinating but they all believed it and so they all managed to it.

This is a very finite skill but it's not hard to develop.

It takes effort.

But it's pulling yourself away from what you hear someone say,

looking at it like okay, is that really true?

[LAUGH] What they just said, or is that something that they believe?

And where it gets harder, is when you believe it, right?

It's kind of like that expression I talked about, jumping in the pool,

being in the pool.

We have to be careful that we're not in the pool.

Is that something that's easy to do over time, time, time?

No, there's going to be situations where you're totally

believing everything they're saying.

And that's just normal, that's just being a human being.

But if you want to really help them, as a coach, you don't believe them.

You don't acknowledge the thought as a fact, you identify

ooh that's an interesting thing that you're thinking, let's talk about it.

Let's talk about how thinking that is affecting your performance, right?

So identifying thoughts as a manager is your key to effective coaching, okay?

And we're going to talk about as we go through the next couple of lessons,

how do you do that as a manager, how do you keep that going as a practice?

Because that's what it is and there's no right or

wrong way, it's just about being in practice.

And I think, when I first learned the thought model, gosh 12 years ago,

I noticed people's thinking everywhere I went.

[LAUGH] If I was in the grocery store and the clerk made comments about

how hard her day had been, or how they couldn't wait to get off work today.

Or how much they loved their customers or I could hear it in my friends.

I could hear thoughts in my kids.

So it's about training your mind to start to discern the difference between what

someone thinks is happening versus what really happened.

And it is a skill, but it's totally a skill you can develop, right,

it really, really is.

But I hope, through the videos, especially,

that you were able to see how pulling out the thoughts, and

just treating them like something that we can decide, we want to believe or not,

gives us so much more ability as a manager to help our employees

improve performance and to really drive home ownership and accountability.

If you keep believing this, you will keep getting this result, right?

If you want to change a result,

then we've got to decide to think something differently so we get that.

Right?

So I'm going to look forward in the next lesson we're going to talk more about

what to do in those coaching sessions particularly how to make sure that

you take a moment and you really invest in acknowledging the employees successes and

strengths.

So we'll talk to you in the next lesson.

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