Evidence-based Coaching Workshop 2018

Anthony M Grant PhD

Overview Why Are We Here Today?

Evidence-based Coaching:
Deepening Our Understanding, Too often as coaches we plough on in our work without
Why Are We Here Today?
• Build on our existing skills
Extending Our Practice having the opportunity to truly extend our perspectives and
practices and to ground those on a solid foundation. This • Put principles into practice
Masterclass presents the core components of an evidence-
New Zealand Psychological Society Annual Conference based approach to coaching as developed at the world-
• The “Ah-Ah” Feeling!
5 – 8 September 2018 renowned University of Sydney’s Coaching Psychology • To enjoy ourselves whilst on the learning journey
Unit, and will extend coaching practitioners’ understanding
in terms of coaching models and skills practice. In this
Anthony Grant PhD Role Plays
Masterclass you will explore simple but powerful coaching
Director, Coaching Psychology Unit models and practices which are solidly evidence-based • Role plays “mini-experiments”, not the “real thing”.
School of Psychology and that real depth to your coaching practice
University of Sydney • Take the essence to use in real life
anthony.grant@sydney.edu.au

Outline Personal Case Study and Goals Coaching Tools and Practicalities
1. Understanding Evidenced-based Coaching
2. Three Types of Coaching • What do you want to get out of the
• How to avoid common pitfalls
workshop? In your experience,
3. Connecting with the Client
• The Three Reflective Spaces Model
• What would make a difference for you in
what is the most
4. Expanding the Use of CBT in Coaching Practice
your work and in your personal life?
• Solution-focused CB Theory and the House of Change Model

5. Extending Solution-focused Perspectives

effective coaching
• The Steps to Solutions Model

6. Rethinking Coaching Session Structures

• What feeling do you want to have when you
leave here today? “tool”?
• Refining your coaching skills using the Reflection-in-Practice Approach as a
developmental tool

7. Q & A session 5
4 6

The Foundation: Evidence-based Coaching Evidenced-based Coaching

Evidence-based
Evidence-based

“Conscientious, explicit and judicious

use of current best evidence and
Coaching
Coaching The Psycho-
validated relevant information in
making decisions about how deliver
Professional
“Wisdom”
Empirical
Evidence Mechanics of
coaching to clients, and how to design
and teach coach training programs”
Individual
Experience
Group
Experience
Consensus
Coaching-specific
Research
Coaching-related
Research
Coaching
Missing Ingredients
The skills, knowledge, technology, opportunity, inclination to access, assimilate
& apply these in your coaching practice and the way you think about coaching
7 8

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
1
 Evidence-based Coaching Workshop 2018
Anthony M Grant PhD

The Psycho-mechanics of Coaching 1. The Psycho-mechanics

Foundations of Coaching
of Solution-focused Thinking The Solution-focused Thinking Inventory
1. Goal Orientation
Three core Three Key Facets
•
•
•
I imagine my goals and then work towards them
I keep track of my progress towards my goals
I’m very good at developing effective action plans
• I always achieve my goals
Goal Problem Resource
evidence-based Orientation Disengagement Activation
2. Problem Disengagement
• I tend to spend more time analysing my problems than working on possible solutions *
Identify preferred Indentify and activate
Disengage from

coaching
• I tend to get stuck in thinking about problems *
outcome and orientate resources and • I tend to focus on the negative *
self towards goal problem-focused
strengths • I’m not very good at noticing when things are going well *
thinking

3. Resource Activation
frameworks and The Solution-focused Thinking Inventory
•
•
•
There is always a solution to every problem
There are always enough resources to solve a problem if you know where to look
Most people are more resilient than they realise

models
• Setbacks are a real opportunity to turn failure into success

10
11 12

2. A Road-map of Change 3. Solution-focused Cognitive Behavioural Model So, What is Coaching Anyway?
• To create purposeful positive change we need to
be mindful of four key factors • Coaching is a collaborative solution-focused,
results-orientated systematic process in which the
coach facilitates the enhancement of performance,
self-directed learning and personal growth of other
1. Behaviour Solution
Focus individuals.
We need to know what to do
2. Thoughts
We need thoughts that support us in reaching our goals
• A methodology for creating purposeful
3. Feelings
We need emotions that motivate us to reach our goals positive change.
4. Environment
We need an environment that helps us to reach our goals

•13

Coaching Lies on a Continuum Stages of the Coaching Relationship

Key Learning Points
Informal Formal Three things that will make you a better coach?

Quality Corridor coaching Formal

conversations coaching conversations Coaching

Quality Conversations Framework ©

16
17

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
2
 Evidence-based Coaching Workshop 2018
Anthony M Grant PhD

Three Types of Coaching Three Types of Coaching Remedial, Reactive & Proactive Coaching

A Tripartate DEVELOPMENTAL Remedial Reactive Proactive

Typology of
Change resistant. Change compliant. Change focused.
In denial. Poor fit. Crisis. No crisis – not yet! Doing well. No crisis.
Very important. Very urgent Overwhelmed? Looking ahead.
Maybe too late. Over-promoted? Important. Not urgent

PERFORMANCE Distress purchase. Important. Less urgent Choice purchase.

Coaching “Can they change?” “Do they know what

they need to change?”
“What change do they
want to make?”

Applications SKILLS
19 20 21

A 3 x 3 Coaching Typology Connecting with the Client

Key Learning Points
Remedial Reactive Proactive

Developmental
EAP
Counselling
“Recovery”
Coaching
Succession &
Growth
Coaching
Three things that will make you a better coach?
Listening
Performance
Performance
Management
Performance
Review
Peak
Performance
Coaching
as a Mental
Skills
“Anger
Management”
“Just in time”
Training
“On boarding”
Training
Model

Who Listens Well? Connecting with the Client Rapport is Crucial

• Name three people who listen really well • Four Levels of listening • Connection: Rapport is crucial
Cosmetic listening Rapport is a manifestation of connection: a sense of
Media personalities mutuality and understanding; harmony, accord,
Conversational listening confidence, and respect underlying a relationship between
Public figures two persons
Active listening
What are their key characteristics? Deep listening Rapport lies on a dimension: Low to High
Communication lies on a dimension: Telling vs. Asking

-5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5
Hostility Trust
Aversion – Dislike – Detachment – Comfortable – Warmth - Connected
25 26
27

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
3
 Evidence-based Coaching Workshop 2018
Anthony M Grant PhD

Connecting with the Client : Ask vs. Tell Be REAL: Use the REAL Rapport process Connecting with the Client : Ask vs. Tell
• One person describes holiday • One person describes holiday
The “listener” interrupts the “talker” frequently with your R – Respond. Nod your head, physically The “listener” listens deeply, be curious, explore their
own opinions and experience.
indicate that you are listening experience.
Telling: What advice can you give them?
Ask questions: look for themes - focus on their values
Low rapport level at -2 E – Echo back some of the words they High rapport level at + 4 or + 5
Three or four minutes
use. Three or four minutes

A – Actually … Discuss – what was that like?

What was that like?
What did you notice – physically, mentally, emotionally? What did you notice – physically, mentally, emotionally?
L – Listen to what is being said – pay full
attention!

Hostility -5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5 -5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5
Trust Hostility Trust
Aversion – Dislike – Detachment – Comfortable – Warmth - Connected Aversion – Dislike – Detachment – Comfortable – Warmth - Connected
29
28 30

Co-creating the Relationship Expanding the Use of CBT in Coaching

Key Learning Points
• Connection Counts
Connecting with the coachee
Coaching presence
Three things that will make you a better coach?
The House of
Creating a “shared mental model”

Change
Third
Coach Reflective Coachee
Space

31

The House of Change Model The House of Change Model Psychopathology Warning Ahead!
• To create purposeful positive change we need to
be mindful of four key factors
1. Behaviour
We need to know what to do • Avoid the therapy derailer
2. Thoughts • Stick to the “coaching road”
We need thoughts that support us in reaching our goals
3. Feelings • Avoid diagnosis
We need emotions that motivate us to reach our goals • Stay solution-focused
4. Environment
We need an environment that helps us to reach our goals Solution
Focus

To create change
Design the behaviors, thoughts, feelings and environment to best attain the
34 35 36
goal.

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
4
 Evidence-based Coaching Workshop 2018
Anthony M Grant PhD

Goal Setting Tip #1: Issues of Control Goal Setting Tip #2: Issues of Complexity Using the House of Change Framework

• Problems Current State Ideal Outcome

• Control Mysteries
• Influence • Puzzles
Problem
• Concern Concern • Mysteries
Q: At what level of complexity?
Influence Problem Solution
Focus Focus

Control Puzzles

Q: What can the coachee actually control?
1. Think of a problem that you’d like to change (e.g., losing temper). Use the
House of Change Framework to delineate the factors that trigger or maintain the
problem.
Problems 2. Reframe the problem as a goal you’d like to attain in the near future (e.g.,
Bergquist, W., & Lazar, J. (2008). Puzzles,
Problems and Mysteries. Choice, 6(1), 27-30.
responding constructively). Use the House of Change Framework to delineate
the factors that would support the attainment of the solution or goal. 39
http://libraryofprofessionalcoaching.com/concepts/a-gestalt-perspective-on-coaching-in-organizations-puzzles-problems-and-mysteries/
38

Extending Solution-focused Perspectives Solution-focused Coaching

Key Learning Points • Before we get into “solutions” let’s explore
problems! Take a few minutes to think about a
Three things that will make you a better coach?
The Steps to real-life problem that you have in your work or
personal life.
• Why does it happen? Who is to blame?

Solutions • What other problems does it cause?

• What things make the problem hard to solve?

Model • Get “problem saturated”

• Do NOT discuss solutions at all at this point

42

Solution-focused Coaching Solution-focused Mindset and Tools Reframing

• Mindset
Assumption that positive change will occur • Reframing is a vital tool. The coach needs to be
A “refusal” to purchase the problem able to reflect and reframe the client’s statements
in a way that creates new ways of viewing and
doing.
• Tools
Scaling (1 to 10) and small steps forward
Compliments
Reframing

43 44 45

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
5
 Evidence-based Coaching Workshop 2018
Anthony M Grant PhD

Reframing Examples The Reframing Process Example: Reframing in Conversation

Goal Clarification:
Coachee - “I’d not thought about it like
• Coachee: “I want to improve my time management skills.” that … I guess I’m ideally paced for
• PF Coach: “What leads you to believe your time management promotion!!”
skills needs improving?” Coach - “Sounds like that will be useful in
your next project”
• SF Coach: “So, we’re working on time management. What
does good time management mean to you?” Coachee - “Mmm … I did learn a fair bit about
Desired project management and working with difficult
Check and clarify the goal
Outcome people”
Coach - “ …. and what else did you learn that you can use next
Language to move them forward: Turn presenting problem into time?”
Reframe
• Coachee: “I don’t feel like I am getting anywhere with this. I feel possible solution – “Seed the solution” Coachee - “Humph … I learnt not to put all my eggs in one
lost.” Presenting basket!”
Give them time to vent if needed
• PF Coach: “Sounds very difficult. What’s brought this on?” Problem Coach - “Very disappointing – I know – but was it really completely
• SF Coach: “So, you’d like to get back a sense of direction. What wasted,? What did you learn from that?”
would give you that?”
Coachee - “I didn’t get the contract and all the work I put in was completely
47 wasted” 48

Small
The Steps Action Steps
Build self-efficacy
SF Coaching Practice
to Possibilities Lots of options • Your turn! Key Learning Points
Solutions Strengths & • Person describes a real and personal dilemma or
Process Resources Highlight strengths / resources
problem that they need to solve (not too Three things that will make you a better coach?
Exceptions Identify times when problem is personal!)
not present • Make it about you – not someone else!
Compliments Genuine acknowledgment • Follow the SF steps
• Rate goal attainment on scale of 1 to 10
Scaling “1 to 10” - Progress made so far?
• Rate self-efficacy (confidence) on scale of 1 to 10
Desired
Check and clarify
Outcome
Turn presenting problem into • Give feedback on your experience to the group
Reframe possible solution – “Seeding” the solution
Presenting Give them time to vent if needed
Problem
50
49

Coaching lies on a continuum Dimensions of Session Structure

Formal
Coaching &
Informal Formal
Introduction to Formal
Quality Corridor coaching
Intentional conversations coaching conversations Coaching

Coaching Practice
54

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
6
 Evidence-based Coaching Workshop 2018
Anthony M Grant PhD

The GROW Model The GROW Model GROW

• GROW
Goal
Reality • GROW
Options
Wrap-up (or Will)

• I-GROW
Goal
• RE-GROW
Issues
– Review-Evaluate Reality
Goal
– Goal
Reality
– Reality
Options
Options
– Options
Wrap-up (or Will) Wrap-up (or Will)
– Wrap-up (or Will)

55 56 57

The I-GROW Model I-GROW The RE-GROW Model

• I-GROW • RE-GROW
– Issue – Review & Evaluate
– Goal – Goal
– Reality – Reality
– Options – Options
– Wrap-up (or Will) – Wrap-up (or Will)

58 59 60

RE-GROW Observed role plays

Key Learning Points
• Observed role plays using case
studies and scenarios developed by Three things that will make you a better coach?
participants

• As observers/co-coaches, what is
your learning goal for these role
plays?

61 62

© Anthony M Grant 2018: This workshop is part of Anthony Grant’s independent private practice. This material is copyrighted.
7