FEBRUARY PODINAR: TEAM COACHING – APPLYING INDIVIDUAL TECHNIQUES TO TEAMS
Learning in Action’s Live Monthly Podinar for Executive Coaches
FRI. FEB. 22, 2019. 8:00-9:00 am PT / 11:00-12:00 noon ET
TEAM COACHING – APPLYING INDIVIDUAL TECHNIQUES TO TEAMS
with guest Alexander Caillet, speaker, thought leader, professor and pioneer in team coaching and CEO and co-founder of Corentus, Inc., a company dedicated to transforming team performance.
Join Alexander Caillet and Alison Whitmire, president of Learning in Action, a relational intelligence company, for discussion and Q&A around team coaching for coaches. This podinar (interactive webinar) will cover topics like these:
*** Ask your questions when you register or during the live event. We’ll get to as many as we can! ***
ABOUT OUR GUEST PRESENTER: Alexander Caillet
Alexander Caillet is an organizational psychologist, management consultant, coach, and pioneer in the field of team coaching. He is co-founder and CEO of Corentus, Inc., and co-founded the State of Mind Institute. He received a B.S. in Psychology from the University of Michigan, an M.A. in Organization Psychology from Columbia University, and is an Adjunct Professor with Georgetown University’s Leadership Coaching Certificate program.
ABOUT OUR HOST: Alison Whitmire
Alison Whitmire is president of Learning in Action and a thought leader in the field of emotional and relational intelligence. Alison is a PCC, and an Executive Coach to CEOs. She is a professional speaker, TEDx organizer, TEDx speaker and blogger.
ABOUT OUR PODINARS:
Learning in Action’s podinars are moderated by president Alison Whitmire.
The intention of our podinars is to champion transformative change by supporting anyone who works in a role facilitating change in others:
ABOUT OUR SPONSOR: Learning in Action
We offer individuals, teams, and organizations effective tools and methods for enhancing Emotional Intelligence in relationship, in conflict, in real-time. Serving leadership development professionals and executive coaches worldwide.
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If you’ve been following this blog, you know that for the last year, I’ve been part of Dr. David Drake’s Narrative Coaching Program. While I’m still very much getting my Narrative Coaching legs under me, it’s already brought a sense of ease, spontaneity and play to my work with coachees.
As part of the Narrative Coach Certification Program, we were asked to write up a case study of a session with a coachee in which we employed the Narrative Coach approach. As part of the case study, we were asked to:
1) Describe the coaching space and the field
2) Identify the stories and characters in the coachee’s story
3) Provide session highlights, using Narrative Coaching’s four act structure
4) Share the outcome of the session
5) Provide reflections on the session
I’m sharing the case study here because of how rich it was for my learning. My learning about myself as a coach. My learning about my coachee. And my learning of Narrative Coaching and how it can be used to shift coachees’ experiences of themselves and their lives. I’m hopeful that it will stimulate your learning, as well.
First, a bit of background on my coachee in my case study, John, and our work together.
John is the CEO of a 2nd generation family business. John and I have worked together for about 12 years. Our work has covered business, personal, professional, social, philanthropic – pretty much every aspect of life.
Some background on John that’s relevant to this coaching session:
John loves to travel and has traveled with his family all over the world. He’s less able to travel now because of his family’s health challenges.
John’s wife is in the final days of treatment for her 2nd battle with cancer. It’s been an extraordinarily difficult time, for both of them. They have differed on the ideal approach to her treatment, creating some tension in their relationship.
John has had, for many years, a keen fascination with personalized medicine and is quite educated on many aspects of health, science, medicine and wellness.
John’s mother contracted a degenerative disease which ultimately took her life when John was young. His mother and father disagreed as to how to approach her disease, and that impacted their relationship.
Frankly, it wasn’t until I wrote this case study that I recognized how salient this last point was.
John showed up for our coaching session worn down and worn out. He’d been traveling and his work had heated up while his duties at home had expanded to include chores his wife usually performed. His wife’s cancer had taken a physical and emotional toll on them both.
John was traveling and our coaching session was via phone. My sense was that he was in a quasi-private space initially and then after about ten minutes, he moved to a more private space. This was reflected in our conversation. Early on, John was tentative and stayed at the surface. Ten minutes into our conversation, he was connecting deeply with himself.
Over the course of the conversation, the field changed dramatically. Initially, the field felt tentative, surface. Then it shifted to heavy, burdened, untethered. Then, as John connected more fully to himself, the field held trust, vulnerability, and courage. Towards the end of the session, the field held discovery, possibility and wisdom. We flowed through an emotional journey, supported by the trust in the field.
In retrospect (and perhaps even in the moment), I sense that I shared too fully in John’s feeling of being simultaneously burdened, untethered and discouraged. (I was feeling that in areas of my own life.) Thus, at times, I feel that there was too much of me in the field. (A strong case for the classic coaching maxim, “You’ve got to do your own work before you can help your coachee with theirs!”)
John told a specific story about taking a trip by himself to recharge his batteries, and coming back feeling empty instead of nourished. Only in hindsight am I recognizing that the main character in the story, besides John or his spouse or family, was Nelson Mandela.
The larger narrative of the session is about John’s questioning his life, his decisions, his priorities, his relationships, his future and himself. He’s concerned about his wife and their relationship. He’s questioning his parenting. And he’s in an unknown space and feeling lost.
I played the roles of empathetic friend, listener, witness, fellow life-traveler, Story Sherpa – the advocate for the whole story.
The following is a high-level overview of the essence of the coaching session by Narrative Coaching (NC) Act/Phase. My primary intention with this session was to get more comfortable coaching in the Four Act structure.And in hindsight, I was so focused on working on the structure, I missed some pivotal opportunities to explore story and characters.
Below, I share the key questions I asked in each phase, what was explored, the threshold moment and my hindsight (what I see now that I didn’t see then).
I suspect when you read this, it will feel a bit like a caricature, which I suppose it is. It is the summary of the key lines of the coaching session that gave it shape. A lot more was going on, so this is only to give you the essence.
Also, if you’ve been coaching for any time at all, you might read this and think, “What’s the big deal?” And perhaps there is no big deal, except that the impact on me and my coachee was profound. We traveled an enormous distance together, very quickly. And we did it without goals, or contracts or agreements, and in a manner that was natural and organic.
When the conversation started, John stayed at the surface, so I asked:
Alison: “How are you really?”
This dropped him into himself and he told the story that became the backbone of the session.
John was wanting to take care of himself so that he could take care of his family. So he took a trip alone that he’d planned to take with them. (Family couldn’t go because of health issues.)
John: “I came back feeling empty and alone. It surprised me. It wasn’t fulfilling. I realize that I’m more interested in a shared experience.”
(As much as I wanted to ask him what would be fulfilling, which I would have done before NC, instead I used the threshold to stay with his present moment experience.)
Alison: “What’s it like to feel empty?”
John: “I feel hollowed out. It’s not what I want. I’m not sure if what I’m feeling is the effects of the cancer on our family or something deeper.”
John shared about his fears and doubts and uncertainties. About not knowing when to push and when to let go in his relationships with his wife and his kids. About feeling impatient with himself and his life. (I sensed this conversation was hard for both of us).
(I took the feeling of impatience as a threshold and moved to Shift.)
Alison: “What do you want?”
John: “I don’t know. I just feel lost.”
(I made a decision to explore “lost” as a metaphor for this world traveler.)
Alison: “When you are lost, how do you usually find your way?”
John: “I don’t know. I’m rarely lost.”
Alison: “Really? How is that?”
John: “I can use nature and landmarks to orient myself and find my way. The sun, power lines, geography, terrain.”
Alison: “What might you use to orient yourself now?”
John paused for a long time and started a new story about Nelson Mandela and how he’d spent years in prison, much of that time in solitary confinement. And how he came out so wise and thoughtful.
(I COMPLETELY missed an opportunity to explore Nelson Mandela’s role in the story. I could have asked, “How are you like Nelson Mandela?” or “What would Nelson Mandela say to you?” or “What did Nelson Mandela care about?” – UGH!)
John: “He learned so much about himself.”
Alison: “What would you like to learn about yourself?”
John: “I’d like to be less reactive, more empathetic, more balanced.”
Alison: “How would you learn that?
John: “I’m not sure what my options are. I could find someone to help, like a therapist. I have trepidation about that. I could spend more time reading and journaling. that resonates. I can see this might be an opening, an opportunity for me to focus on myself.”
(Instead of nailing down the details of what he was going to do, like I normally would, I decided to circle the tree again.)
I’ll spare you the details and hit the high points here.
Alison: “What are you aware of now?”
John: “I’m seeing a path forward.”
Alison: “Where does the path lead?”
John: “To more time for myself?”
Alison: “How will you use that time?”
John: “To grow into the person I want to become.”
(We were near the end of the session, so instead of exploring who he wanted to become further, I moved to Sustain.)
Alison: “Where will you begin?”
John: “I’m going to start by beginning my exercise routine again. Weights one time a week and running two times a week. I’m going to reflect and journal on what wisdom is and how I might become less reactive.”
By the end of our session, John had found himself and a path forward and was feeling a greater sense of self-agency. The energetic quality of the field was dramatically lighter and more positive at the end of the session than at the start. He started the session feeling like a prisoner to his situation. He ended it feeling free.
I tend to focus more on what I could have done better, and I’m sure I must have done something OK to have gotten the outcome we did. These are my reflections:
1) I could have done a lot more of simply naming what I was observing. His heaviness, the similarity of his current experience with his wife to that of his experience with his mom. How when he moved into a different room physically, he moved into a different part of himself.
2) Only upon LOTS of reflection on this session has it become clear to me that too much of me was in the field, not only because I was feeling somewhat enmeshed, but also because I feel the same way he does in some of my relationships.
3) I was so focused on the Four Act Structure, I missed some obvious opportunities to explore stories, metaphors and characters. And once the 4 S’s become more ingrained, I’ll have more freedom to explore what shows up organically.
We’ve learned in Learning in Action’s EQ Certification training that objectively mirroring a coachee’s experience without the expectation of response is an incredibly powerful awareness practice. In light of that, I sent John the case study I wrote up on our session. This was John’s response, in italics:
“Your description of “The Field” was spot on:”
“Initially, the field felt tentative, surface. Then it shifted to heavy, burdened, untethered. Then, as John connected more fully to himself, the field held trust, vulnerability, and courage. Towards the end of the session, the field held discovery, possibility and wisdom. And I sense that I shared too fully in John’s sense of feeling simultaneously burdened, untethered and discouraged.”
“I might argue the last, though… your empathy helped me connect disconnected thoughts and synthesize a new path forward. Without that, I’m not sure it would’ve been as effective.
“Your idea about my Mom was interesting… it’s certainly possible, but I haven’t been consciously aware of that. I have been consciously thinking about walking a mile in my father’s footsteps, though. He had a very difficult road to travel – with decisions and feelings I could only guess at before (and didn’t very well). As always and especially as to this session, which I found deeply helpful, I’m appreciative of you.”
John and I had a coaching session this week and he was a different man! He was energized, engaged and joyful. When I asked him what shifted about his experience, he said he went from “being steered” to “steering.” And he attributed the shift to this session.
Of all of the second-guessing I do and the wondering if I make a difference with my coachees, it was nice to hear that the many hours I’ve spent in the last year learning a new approach to coaching, made a difference. Even if I’m still on my Narrative Coaching Bambi legs.
If you’d like to learn more about Narrative Coaching, join us for this month’s free podinar (interactive webinar), sponsored by Learning in Action. Our guest is the founder of the field of Narrative Coaching, Dr. David Drake. Register here.
Join the conversation.
President | Learning in Action
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P.S. As a coach, you know there’s value in your coachees’ stories. But do you realize how transformative those stories could be with your specialized guidance? Find out at our January podinar. Our guest is executive coach, speaker, author, and founder of the field of Narrative Coaching, Dr. David Drake. Interactive webinar Jan. 25, 11:00-12:00 PT / 2:00-3:00 ET. Register – free!
This week, while Alison Whitmire takes time away from her blog, we welcome guest blogger Terrie Lupberger, MCC.
We live in a fast-paced, increasingly complex world. We have immediate, 24/7 access to events as they unfold around the globe. Adding to the confusion, a multitude of competing opinions about what really did happen, why they happened, what they mean, and what should be done about them. We feel overwhelmed with uncertainty and fear.
In response we, as a collective, have become short-sighted. We look to sound bites to help us navigate complexity. We put band aids on our problems. We want quick fixes. We look to the formulaic and familiar for solutions. We overly rely on the so-called experts, or at least those with the loudest opinions. We live in a mood of impatience. We want answers NOW.
But the view of many contemporary philosophers and great thinkers is that we human beings are experiencing the end of an era – philosophically, ecologically, politically, psychologically, cosmologically, scientifically, etc. They conclude that we are witnessing a time on the planet when there are no simple problems left to address, and that our worldviews, and ways of thinking about them, are outdated and inadequate for the task.
To more successfully navigate the world we find ourselves in requires the ability to be okay with not knowing, with taking action with no guarantee of success. It requires us to be comfortable with chaos and uncertainty; to hold paradox; to be able to, metaphorically, walk across the bridge even as it’s being built.
It requires us to “be with” what is happening in the moment, while simultaneously holding the vision of a different future. It requires us to manage our own doubts and fears, and not project them on to those we work with or lead. It requires the ability to be equipped, cognitively, emotionally, spiritually to face the complex issues of our times. It requires us to develop the ability to self-author our lives instead of being overly dependent on experts’ rules and values.
Quoting author Ralph Peters, “The great paradox of the 21st century is that, in this age of powerful technology, the biggest problems we face internationally are problems of the human soul.”
Perhaps this is one of the major reasons coaching emerged – to address the challenges that the human soul is encountering when all of our traditional knowing and understanding of the world is insufficient to navigate its complexity and volatility.
This briefly sums up the context in which we coaches also find ourselves in, as well. We’re swimming in the same turbulent waters, and are subject to our own blind spots, fears, shortsightedness, and uncertainties, threatening our opportunities to make an impact.
Helping people expand their perspectives, move beyond their limiting beliefs, and grow their awareness for the sake of outcomes more aligned with what they care about is what we coaches do.
And, after 20+ years in this profession in various roles, my conclusion is that we are at risk of wasting a tremendous amount of effort, time and money. We may be helping others create change that isn’t getting to the real issues, or developing the abilities needed, to face the world in which we find ourselves.
After 20+ years of study, research and practice in what I call ‘the change business,’ I still see change agents doing much of the same old thing – wrapped in new models and words – and leaving a lot of potential impact and change on the proverbial table.
I see us overly rely on, and overly prescribe, information and theories. I see us rush to the actions – the “doing” – while skimping or skipping over the exploration of our clients’ inner worlds – their beliefs, assumptions, emotions, level of awareness, and worldviews that are driving ineffective thinking and behaviors, including what they say they want.
It isn’t for lack of great intentions. Most of the coaches I know care deeply about their clients and making a positive difference. However, we are in danger of limiting the impact we care deeply about making because we, ourselves, have our own blindnesses, limiting beliefs and lack of development and awareness as human beings. We are, after all, products of the same systems as our clients are.
Going as far back in history as the Greek philosopher Socrates, the western world (especially but not exclusively), has held the belief that there’s an objective world out there that is understandable through logic and reason. We have held the belief that human beings are fundamentally rational, reason-able beings who, by gathering as much information as they can about that objective world, can use it to understand and navigate in it.
We are living in a collective worldview that believes that the world can be perceived transparently and objectively; that through rational, logical analysis we can all see the same world and problem-solve the issues presented. We largely believe that more knowledge is the missing link to success, and that once we have the knowledge, we’ll be able to take new actions toward our goals.
This is a belief that has been running in the background of our collective thinking for a long time. It’s like an old version of a computer operating system that is limiting what’s possible and is in desperate need of an upgrade. It’s not that objectivity and rationalism are bad. Indeed, they have contributed to great advances in science, medicine, construction, technology, and many other fields.
But our over-reliance on the old computer operating system and our inattention to the human being – the soul that is operating the system – is where the next edges of our profession lie.
Our coaching must consider and reflect the deeper and broader contexts in which we find ourselves. It must help our clients embody deep awareness that includes, and transcends, our clinginess to rationality, the known and the observable.
We, as coaches, need to move beyond overly simplistic models of what it means to be a human being at this time in the world. We need to challenge ourselves to work with the human being – their consciousness, their way of being, their energies, their states, their stages of development, their worldviews and embedded / embodied beliefs. In short, all the forces unseen and less knowable, objectively and rationally, that might be shaping and impacting how they navigate their world.
This is the territory ripe for disruption in our work and in our profession.
This learning and development edge we are called to walk is a precarious one. There is no roadmap, the way is not clearly marked. We are entering the territory of the human being. It will require our own developed capacity to walk in the not-knowing – to experiment – to suspend our own beliefs that have gotten us to this point, but might likely be in the way of our next evolutionary leap.
In short, to have the impact that we all believe that coaching is capable of, we will need to develop two important capacities.
First, we will need to move determinedly beyond our own comfort zones of what we think we know and how we come to know.
For example, if our beliefs create our reality as many scientists and sages say, then what beliefs do you have that might be in your way? If everything is energy, as scientists and sages say, then how do you work with your own and your clients’ energy fields to better support them?
If everything is in relationship to everything else, as scientists and sages also say, then how do we think about and alter our way of relating for the sake of better outcomes for all? Where are we limited in our own level or stage of awareness / consciousness? These are but a few questions we need to wrestle with, or better said, to delight in, to move beyond our own comfort zones.
Secondly, we will need to welcome and embrace paradox.
As a coach, your ability to hold paradox – to simultaneously hold opposing beliefs or tensions – is one of your most powerful abilities and gifts. If you don’t have this ability, you won’t notice them when they are presented. You’ll insist on your client choosing between their opposing truths instead of helping them learn from them; you will push them for clarity and certainty way too soon.
Your discomfort will become their discomfort. As Niels Bohr, Danish physicist and Nobel Prize winner for physics, so eloquently said, “How wonderful that we have met with a paradox. Now we have some hope of making progress.”
The big issues we are facing in our organizations, in our businesses, communities, our world and in our own personal lives require more than new information or a better change model.
We are dealing with something no less complex and profound as the human soul.
The kind of change we want to aim for as coaches is the kind that requires a change to the whole self, not a piece of it. To the whole actor who is taking the actions. To the whole inhabitant of the awareness or consciousness that is trying to navigate this world.
To be successful, we need to move beyond our own fears and proven formulas of success. We need to stop playing at the surface, move beyond the transactional and enter the uncharted and real territories of human consciousness, soul, spirit – whatever word chooses you.
It’s time for we of the coaching profession to take the road less traveled (to quote an oldie but goodie).
That road less taken is where evolutionary leaps can happen for our clients and for ourselves.
Will you – with the rest of us – take that road less traveled?
ABOUT OUR GUEST BLOGGER, TERRIE LUPBERGER: A Master Certified Coach and former CEO of Newfield, Terrie works at the intersections of leadership and coaching to elicit her clients’ greatest potentials. Together with Pamela Richarde, MCC, she also trains advanced coaches to challenge the myths, assumptions and beliefs that we coach and live by. The next online program begins in March 2019. For more information visit www.coachingreimagined.com, Contact Terrie here..
We hope you enjoyed hearing from our guest blogger. We’re grateful to Terrie for sharing her invaluable insights! Thanks, Terrie!
If you have an idea for a blog topic or would like to be considered as a guest blogger, please email us. While we might not be able to accommodate all guest blogs, we certainly entertain all ideas!
President | Learning in Action
P.S. Receive our blogs in your inbox! Subscribe to our Friday Conversations Blog.
P.P.S.As a coach, you know there’s value in your coachees’ stories. But do you realize how transformative those stories could be with your specialized guidance? Find out at our January podinar. Our guest is executive coach, speaker, author, and founder of the field of Narrative Coaching, Dr. David Drake. Interactive webinar Jan. 25, 11:00-12:00 PT. Register – free!
Not an EQ Profile practitioner?
Who doesn’t love a simple, yet powerful, coaching tool?!
I’m always looking for fresh approaches and elegant frameworks for helping my coachees navigate their personal journey. And the WBEC’s Narrative Coach (NC) program with Dr. David Drake provided a virtual treasure trove of tools, conceptual constructs, and frameworks for working with coachees and their stories in a unique and insightful way. I’ve seen an enormous number of tools in my 15 years of coaching, and the one’s I’ll share here, I’ve found to be easy to understand, extraordinarily clarifying and simple to implement.
This is the third and final blog post related to my reflection on the NC Program. In Part 1, I shared the insights I gained about myself as a coach while experiencing the program. In Part 2, I shared the assumptions about coaching that have shifted for me. Here I’ll share the five pieces of content from the program that I found most valuable, and why I believe they are so useful.
Note: 100% of this content was created by Dr. David Drake and should you choose to share this with clients or create your own version (as we coaches love to do), please ensure you give proper credit to Dr. David Drake and Narrative Coaching. Also, I did my best to distill the essence of the tool without taking too many liberties or short cuts. And for the exact words, questions and context, buy his book and/or take the course.
You’ll discover that all of these simple tools and approaches meet the coachee where they are and focus on their story as a generative aspect of the coaching. Many of these tools may feel familiar, and you’ll notice an emphasis on the coachee’s present moment experience, the stories they tell and the identity of the coachee in their stories.
Rewinding Your Story
This is my fave of all of the tools because it links so beautifully with the EQ Profile. When we are preparing a coachee for the session in which we’ll debrief their EQ Profile results, we ask them to recall and bring to the session 2-3 specific stories of interpersonal conflicts. We use the narrative in the coachee’s stories to map to the patterns revealed in their EQ Profile. The EQ Profile reveals patterns of thinking, feeling, wanting, sensing and focusing that are vestiges of adaptive strategies spawned by our lifetime of relationships and experiences.
These default patterns become a common denominator of many of our interpersonal conflicts until we become aware of them, and create new, more conscious ways of being and behaving.
This simple, yet powerful tool supports the coachee in reflecting on the stories they tell about interpersonal conflicts and the patterns which may be inherent within them. Further, it facilitates the development of a new, more intentional pattern that supports who and how the coachee wants to be.
Here’s a simplified version of the tool and how we might use it with ourself or our coachees:
Reflect on a conversation or situation you find challenging:
1) What did you observe? (Describe your experience as a reporter would.)
2) What were you telling yourself at the time? (What was your internal narrative or story?)
3) What does this say about how you see yourself? (How does it support your identity?)
4) What did you do as a result? (How did you behave?)
5) What happened in the end? (What was the outcome?)
Rewind the story to achieve a different outcome:
1) What would you like to have had happen in the end? (What outcome would you wish for?)
2) What could you have done differently as a result? (How could you have behaved differently to create your desired outcome?)
3) What would need to shift in how you see yourself to achieve a different outcome? (What would your identity need to be to behave in alignment with what you want?)
4) What could you tell yourself next time this happens? (What is the new story you could tell yourself that would support your identity and desired outcome?)
5) What would you observe if ‘this’ were the case? (What would your new experience be?)
I hear an echo of the Ladder of Inference in the first half, to be sure. And the second half is a kind of walking back down the Ladder. And adding the question about identity amps up the insight that’s available here. It takes this set of questions from simply an examination of the stories we make up to who we are that we make up these stories.
The second half starts with classic Covey, beginning with the end in mind (but how often do we actually do that in the middle of an interpersonal conflict?). And this begins the intentional process of re-patterning our seeing, thinking, being and doing to align with what we want.
Circling the Tree
One of the big differences I’m noticing about Narrative Coaching and how I’ve learned to coach is the bias toward examining the coachee’s present moment experience. (Of course, that’s an aspect of most all coaching, and my sense is that Narrative Coaching gives it more weight and returns to it more frequently).
Circling the Tree is an example of a tool that moves the coachee forward simply by staying with, and exploring, their present moment experience. Here’s a simplified version:
1) What happened? (Just give the facts.)
2) What do you think about it? (What’s your narrative of what happened?)
3) How do you feel about it? (Notice and name the feelings you have about what happened.)
4) What is important about it to you? (Talk about your values.)
5) How has it affected you? (Share the impact on you and what that means for you.)
1) What is true and important for you now?
2) What is your motivation to do it differently?
3) How will you remember this new story?
4) What else do you need to get started?
5) How will you know you have been successful?
Notice how all of the questions in Circle One are about the coachee’s present experience (about a past experience). There’s nothing about what the coachee wants to be different or where they want to go or what they want to create – all aspects that are often at the front of so many coaching models.
Notice how Circle Two stays with what’s present for the coachee to organically generate what new wants to emerge.
While I love this tool, a question is missing for me in Circle Two between 2 and 3. I think I would add: “What would be a new story that would support what you want for yourself?”
Circling the Tree is actually a lot like the Rewind Tool. Both give our coachees a way to examine their internal narrative relative to what they want for themselves. And the Circling the Tree stays more with what’s present for the coachee now.
I LOVE LOVE LOVE this NC game of ‘serious play.’
1) Bring a stack of 7-10 index cards to a coaching session.
2) Invite your coachee to talk about her issue or question.
3) As she does, write the words or phrases that carry the most weight or energy on to the index cards.
4) Give the cards to the coachee and invite her to place the cards in the order represented by the story.
5) Then, invite the coachee to move the cards to a new configuration and notice what comes up.
6) Invite the coachee to continue to experiment until the resolution becomes clear.
7) Invite the coachee to imagine what it would be like and what it would take to live from this place.
8) Invite the coachee to talk about the implications of the outcome and anchor it as needed.
I can’t wait to try this. Sounds like fun.
Vectors of Change: BEAM
This is probably the first tool I started using almost as soon as I learned of it. It feels simpler and more inclusive than many other models of change I’ve worked with. Again, this is a simplified version:
As your coachee presents a challenge they are having, work with them to identify what they want and articulate their old story about the challenge. Then work with them to create a new story that surmounts the challenge.
1) What is their Aspiration – what they are wanting ultimately (What would make them proud?)
What is the Coachee’s Old Story – Rooted in their Mindset, Behavior and Environment related to the challenge
2) What is their current Mindset – what do they think, feel, believe about themselves, others, the situation
3) What is their current Behavior – what are they doing or not doing that is contributing to the challenge
4) What is their Environment – what systems, structures, people, processes are contributing to the challenge
What can be the Coachee’s New Story – Aligned with their Aspiration
5) What Mindset aligns with the Aspiration – what do they believe about the situation that feels both true and aligned with their aspiration
6) What Behavior aligns with the Aspiration – what might they do that aligns with their Mindset and Aspiration
7) What Environment aligns with the Aspiration – what systems, structures, people, processes will support the coachee’s Aspiration
I’ve seen a number of similar models and this Vectors of Change model feels more complete and integrated than any I’ve seen. And it’s so simple.
This simple tool is useful when a coachee is stuck and unable to see their situation in a new way. It allows them to try on someone or something else’s perspective of their situation. I often suggest “characters” from my coachee’s stories to offer their perspective. This tool goes something like this:
1) Listen attentively when your coachee shares a challenging situation. Explore the coachee’s thinking, feeling, wanting and believing about themselves, others and the situation.
2) Ask your coachee, “What is another perspective you could take?” Explore what that perspective enables them to see, feel, think, believe.
3) Continue asking “What is another perspective you could take?” Don’t be afraid to be creative here.
4) Unpack each perspective by asking questions like:
I integrated a version of this into my work pretty quick. Here’s a brief example of how I’ve used this:
My coachee was expressing doubt that she was the best person to be running her company. As we explored her situation more deeply, she talked about her husband, her family and God. When she felt complete with her story, I asked:
“What would your husband say to your question about whether or not you’re the best person to be running your company?”
She said that he believes in her and her ability to run the company completely. I went on to ask:
“What would your family say?”
She reported that they felt much like her husband. And then I asked her:
“What would God say?”
and she began to cry.
The bottom line is that simple questions about the perspectives of people and entities important to her helped her fill in what was missing in her own perspective so that she could see her situation and herself more clearly.
I hope you find these tools as useful as I have. I’d love to hear what additional questions or comments you have. And if any of this needs more context, let me know. I’ll do what I can to provide it.
Do you have favorite tools you love? If so, let me know. If I get enough interest, I’ll do another blog on favorite tools.
Join the conversation.
President | Learning in Action
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P.P.S. Do you struggle to understand your coachees sometimes? Do they struggle to express themselves in ways you both understand? The answers are all in their languaging. And there’s a course for that. 🙂 Join us for our virtual video course, Insight Mapping. Learn how to listen for the clues that are right in front of you. (And no, neither you nor your coachees need to know anything about the EQ Profile – although this course will enlighten those who use it, too!) Click here for details and to register.
What are you sure you know about coaching? I thought I knew a lot about coaching after 15 years and over 5,000 hours of experience. And in the past year or so, I’ve realized that a lot of what I thought I knew, my assumptions, were horse S#$%.
In my last blog post, I shared Part 1 of a reflection assignment due as part of the WBECS Narrative Coach (NC) Program with Dr. David Drake. In this Part 2, I share how what I thought I knew about coaching has been turned on its head by my experience with Narrative Coaching.
All of my coach training prior to the NC Program has been in a largely co-active approach to coaching, firmly grounded in ICF core competencies. And while Narrative Coaching certainly doesn’t throw the ICF competencies out the window, it takes a very different approach to coaching than what I’ve learned in the past.
What I’ve learned about coaching that I’ve had to unlearn (or assumptions I no longer make) include:
Even in the Advanced Coaching Program I took, we spent a great deal of time and energy around securing the coaching session agreement by checking the boxes of Topic, Desired Outcome, Meaningful Underlying Issue and Success Measure. And I bought into that at the time, and to an extent, I still do. Only now it feels more like an artificial structure placed on an organic process. (More on that below).
Now, instead of designing actions for the coachee to take after the session, we do it in the coaching session (as much as possible). (If you read Part 1, you know that this is a cornerstone of Narrative Coaching). Early on in my coaching, I did a lot of role play with coachees, but it was discouraged by my mentor coaches (not clear now why), so I stopped. Now, I’m doing a lot more acting out, role play, experimentation during my coaching sessions so that my coachees can repeat/replay outside the session what they are experiencing and learning inside the session. (Here’s an example of something I tried recently.)
These days, I see coaching as the facilitation of an innately organic process. I believe that our coachees are all almost always, consciously or unconsciously, working to resolve what they bring to coaching (that’s what brings them to coaching). And my role isn’t to lead them down the path of questions that will ultimately get them to their answer. My role is to be present with them, see them, explore with them where they find themselves and then remain alert for the indications of where, why and how they are wanting to move from where they are to a new state of being.
That said, my understanding from those coach trainings has been that even though we want to partner with the coachee (just like in a dance), the coach is still supposed to lead. And the way the coach leads is through their questions. And where the coach leads is where the coachee says they want to go. But if the coachee doesn’t truly know where they want to go…… where are we leading them?
In my prior coach trainings, as if to emphasize the importance of partnering with the coachee, the coach trainers would recommend frequently checking in with the coachee to determine if the coaching is on track and/or where they want the coaching to go. That made sense to me at the time.
But here’s the deal: In my experience, not only do my coachees not consciously know what they want, they are often resistant to directly confronting the challenge ahead of them. And if I ask them where they want to go, they will often avoid exactly where their organic process is taking them.
So what’s the answer? If we are not leading and we are not partnering, what the heck are we doing?
For that, you’ll have to wait for Part 3 (and hopefully in the next week, I’ll figure it out). 🙂
Join the conversation.
President | Learning in Action
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P.P.S. Are there more blank spaces on your coaching calendar than you’d like? Join Chip Carter, Senior Advisor at the Institute of Coaching, and Alison Whitmire, president of Learning in Action, for September’s interactive webinar of discussion and Q&A around your coaching capacity and how you can fill your calendar in a number of ways, including coaching for organizations who need you! Register here – FREE.