Coaching can inspire and motivate people to learn, change, and be effective leaders, among other roles in life. Although most attempts are “coaching for compliance” (coaching someone to your wishes or expectations), decades of behavioral and neuroscience research show us that “coaching with compassion” (coaching someone to their dreams and desires) is more effective.
Watch: In Search of the Coachable Moment
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来自 Case Western Reserve University 的课程
Conversations That Inspire: Coaching Learning, Leadership and Change
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从本节课中
Week 5: Establishing a Culture of Coaching
Coaching can be leveraged to help organizations develop and retain their best talent. We outline the positive workplace results that arise in organizations which employ coaching with compassion approaches to coaching, and not traditional coaching for compliance. Moreover, peer coaching promotes an intimate involvement among members of an organization; strengthening social bonds outside the organization and professional bonds within it, and promoting a genuine culture of coaching. It also provides a cost-effective, long-term and sustainable alternative to conventional coaching modalities.
与讲师见面
Ellen VanOosten, PhDAssistant Professor of Organizational Behavior, Director Coaching Research Lab
Melvin SmithProfessor of Organizational Behavior, Faculty Director, Executive Education
Richard BoyatzisDistinguished University Professor, and a Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science
[MUSIC]
Welcome back one last time, and
congratulations on reaching the end of the course.
We would like to thank you for participating.
And we hope that you have come to enjoy inspiring others to learn, change and
grow in meaningful ways.
Now, we started this journey five weeks ago with the intent
of answering the question, how do people really help others?
Let's review a few of the highlights we covered along the way.
>> So we did cover a lot concepts.
But there are several that we wanted to highlight as takeaways.
First of all, we learned that for change to be sustainable, coaching
needs to begin with the discovery of the ideal self and one's personal vision.
Another takeaway was all around the importance of
facilitating positive emotion.
In this case, the ratio and dosage really matters.
You want to facilitate more positive emotion compared to negative emotion in
your coaching.
And the reason for that is that positive emotion is key to mitigating coaching
stress, and essential for unlocking coaching aspirations and
their goal striving behavior.
And third, whenever possible, the focus of coaching should be holistic and
encompass the person's work and life.
When we breakdown into each week, there are a couple specific takeaways.
In week one, you were introduced to contrasting approaches to coaching
in terms of coaching with compassion and coaching for compliance.
We also discussed that the essence of coaching is all about change.
You learned about intentional change theory, and the reality of two
emotional attractors called the positive and negative emotional attractors.
>> And then in week two, we went into the physiology.
What's going on inside a person's body and
their mind that could help the coaching process?
We talked about wanting to help stimulate, as the coach,
in the person being coached, more of the parasympathetic nervous system.
The sympathetic nervous system, the body's stress response,
gets activated when we're in the negative emotional attractor.
And although that's necessary, especially for stretching ourselves, the more we're
in the parasympathetic nervous system, the more we're opening up to new ideas.
Neurologically, there was a parallel.
Being in the default mode network in your brain processing
enables you to be open to a new idea and other people.
Getting very focused on the task narrows your attention, which you need at times.
But in the process of coaching,
you want to keep coming back to helping the person open up to new ideas.
We also talked somewhat about looking at and watching coaching in action,
seeing what it looks like in real life in a number of different roles.
>> In week three,
we shifted our focus to coaching to the ideal self of an individual,
as well as talking about the importance of relationships in coaching.
Now, in that week, we'd spent quite a bit of time talking about pulling for
an individual's dreams, not just their goals.
But also importantly,
we talked about making sure we focused on who's dream is it?
In other words, making sure a person realized, and was focusing on,
what they really wanted to do, and was not getting confused and
thinking about what others wanted them to do.
Again, it has to be what they want to do and
who they're trying to become as an individual.
We also talked about, in week three, the two forms of empathy, recognizing that
it's important to tune in and understand a person when you're coaching them.
But there's that other aspect of caring or feeling that's also important.
And when you're coaching,
again, both are extremely important, both forms of those empathy.
And then, finally, in the week three discussions,
we talked about the importance of effective listening and
noticing skills when you're coaching another individual.
>> I'm sorry, I missed that, what was that [LAUGH]?
>> He wasn't listening.
>> Again [LAUGH].
>> Again, right. >> I was thinking about my ideal
self [LAUGH].
>> All right, in week four we shifted our attention, then,
to coaching for an individual's real self.
As well as a personal balance sheet,
thinking about their strengths and weaknesses, and the creation of a plan.
What we call a learning agenda, their actual plan from moving them from
where there are to where they're trying to go.
Now, in that week, we talked about the importance of balancing that attention,
as we said, between the positive and negative and emotional attractor.
And we focused on the fact that it's not all about being just positive,
as you avoid too much negative.
It's about achieving the right level of balance.
And we suggested, again, that's about a three to one balance between the PEA and
the NEA, or about three times as much positive emotional experience as
the negative emotional experience.
Now, in week four, we also talked about the importance of social identity groups,
right, or drawing on this kind of relationship that we have with others,
and the meaning that we get from those groups,
and how that helps us in our change efforts.
And then, finally, we also talked about, as I said, this learning agenda.
And we compared and contrasted kind of old versus new ways to change and plan.
>> Often in organizations, planning is a performance improvement plan, and
you're following something you should be doing And it feels really burdensome.
What we are talking about is if you want to help somebody change,
to get through the difficulty of that, to sustain the effort,
it has to be something you're looking forward to.
A very different affect than you get when you're told you'd better do this
to get better.
And staying away from that coaching for compliance ends up really being important.
>> Mm-hm, and so speaking of sustainability,
in week five we talked about sustainability in the organization.
So how can you embed a culture of coaching in your organization?
And we talked about coaching as a means for leadership development and
coaching for special interest groups, such as women leaders or others.
And we also discussed an emerging form of coaching, which is called peer coaching.
And that's a really neat way for organizations to begin to kind of
practice coaching and cascade it from managers to employees.
So to recap, a key here is dosage.
And it's important to remember not to try to overdo it, and
that when you're trying to help someone in coaching,
it's only useful if it starts in the PEA, in that positive emotion attractor.
And also, as we've suggested, we want to make sure that you're emphasizing when
coaching the PEA more than the NEA.
As we said, about that three to one balance is probably ideal, at a minimum.
We should also be ready, so
that when a coachable moment occurs we can use it for actual in context learning.
So in other words, we need to be tuned in to recognize when coaching might be most
useful, and importantly, when a person might be most ready to be coached.
>> That was really well said, and I like the way you wrapped it into the context.
That's a coachable moment. >> [LAUGH] Thanks for the coaching.
>> [LAUGH] >> [LAUGH] We gave you what we think is
a little bit of intellectual tapas in this course.
Five weeks isn't going to turn you into a professional coach.
But it should have given you enough ideas,
as well as a few skills in the exercises to begin practicing with others,
and to explore different ways you can help people be inspired about the future.
But this isn't the end of it.
Besides practicing,
you might want to extend your skills, broaden your perspectives.
And there are programs available that you can do that with.
One of them, we have here at the Weatherhead School of Management called
coaching for intentional development.
You can go to our websites for the details.
Or if you want to embed the couching in a larger set of organization development
skills, consider our master's in positive organization development.
Which is offered in a residency format so that people fly in from all over
the world for five, one week residencies spread out over two years.
There are other programs which continue to help you, even though we're biased,
[LAUGH] we like ours.
But other programs that are really good, for example, at the Teachers College
at Columbia has a very impressive program in executive education format.
And there are many others.
We're not trying to give you, by any means, a complete listing here.
You can check with the International Coaching Federation for programs certified
as a part of their efforts if you hope to seek some form of licensing yourself.
And if everything goes well,
we hope our book on coaching will be coming out in a year or so.
Although I don't want to emphasize it with my colleagues because that's a little bit
of ought self [LAUGH].
>> [LAUGH] So the most important way to improve as a coach is to practice.
And that's what we want to leave you with as kind of our parting advice.
We hope that you've learned some things in our five weeks together that will help you
on your own journey.
And most of all, we hope that you remember that helping others is our legacy in life.
So keep calm and coach on.
Thanks for joining us.
[MUSIC]
