Introducing Systemic Coaching

Welcome

Getting to know each other

Expected results from the training module

After having run through the training, participants should: Have a basic understanding about coaching and its

differentiation to counselling and therapy; Have a basic understanding of Systemic Coaching; Have experienced coaching in exercises; Know which next steps to take if interested in further

training for coaches; Have basic resources to deepen their knowledge in

coaching (e.g. literature).

Today`s overview

• Introduction to Coaching• Introduction of participants

Introduction9.00 – 9.30

• The coach and the client – defining the settingSession 1

9.30 – 11.00

• The mindset of a coach Session 2

11.15 – 13.30

• Coaching with a specific structure (the Kiel Counselling Model)

Session 314.30 – 16.00

• The problem versus the solution focus in coachingSession 4

16.00 – 17.00

• Evaluation the trainingClosing

17.15 – 17.45

Coaching: origins of the word

Coach comes from the French word coche who indicate a carriage (coming fro the Hungarian kotczy - kocsis). In English, the word indicated a railway carriage or a pullman, till its transposed use in the sport environment and then in the consultancy.

The Coach: motivator and mentor

In USA the word Coach (which was used in the English universities to indicate the tutor) was assigned to define the sport trainer. Not only a technical trainer, but also a motivator, an inspirer, a mentor.

Coaching according to the Kiel ModelDuring the Eighties U. Grau, professor in the University of Kiel, and J.-I. Gunnarson, trainer of the national handball team THW, decided to integrate their experiences.

The core question was: would the psychology methodologies oriented by a systemic-constructivist approach, be efficient for the daily work in a team-system like a sport team, thus in a “non-clinical” sector?

Coaching according to the Kiel ModelThe Kieler Consulting Model is a specific coaching construct which supports and encourages clients on a variety of levels with their job-related activities. It was devised for the sport, but soon applied in areas of business and management, for several aspects of the clients’ professional life, such as: carrier planning, making decisions, optimize team working, etc. . “The principles of this approach in coaching: the individual is the most important decision maker. Coaching assists clients to help themselves and keep a positive focus on solutions and resources.” (Uwe Grau).

SESSION 1

THE COACH AND THE CLIENT – DEFINING THE SETTING

Differences

Counselling

Therapy

Coaching

Coaching and other professionsD

iffer

ence

sPsycho therapy: a method of treatment which is directed at people who suffer from mental disorders or are in critical life events. More deep and complex personal and private problems are worked on considering the life story of the person.

Coaching basically aims at reaching “healthy” people.

Coaching and other professionsD

iffer

ence

s Training: communicating skills which the client did not have before or were not there in high gear. The trainer has specific expert knowledge at hand which is communicated to the trainee.

The coach works with a more neutral and broader perspective. Working with existing resources is the central focus.

Coaching and other professionsD

iffer

ence

s Counselling works with a more pedagogic approach and is rather instructive. The stile is more direct, the counsellor has authority through the expert knowledge he/she possesses.

Coaching aims at promoting self reflection and perception in order to help the person to help himself/herself. A coach bases his/her interventions on the existing expertise of the client.

Coaching and other professionsD

iffer

ence

s Supervision aims at reflecting job-related behaviour. The focus of supervision is quality assurance and quality control which makes it necessary to have specific expert knowledge. The roots of supervision lie in the social and therapeutic area.

Coaching aims at reflecting job-related behaviour. Coaching is rooted in sports and was later transferred to management. Coaching processes are limited in time and work with a more future - und solution - driven approach.

Coaching and other professionsD

iffer

ence

s Organisational development puts the organisation in the centre of a process. It contains more than one aspect of a counselling process, of which one can be coaching.

Coaching puts the individual in the centre of a process.

Coaching - description Coaches and clients together form a counselling system that can be

held upright in the long run with the aim of (dis)solving problems. Coaching is a concept of external counselling for clients, separated

from the organisation. The client is at the centre of the coaching which builds upon the main

principle of cooperation. The client brings constructions of problems into the coaching. During the conversation about the problem-system additional

information is brought to light. Coach and client develop changed perspectives about the problem-

system together. The change of perspectives makes the development of alternative ways

of action possible. In every day life a client can implement changed ways of action in

relation to the occupational setting and system.

Leading principles in coaching process

Main principles - Confidentiality and secrecy. Everything heard in the coaching room stay

there. The client decides which information he/she

would like to pass on. All notes the coach takes are at disposal of

the client after the session.

SESSION 2

THE MINDSET OF A COACH

Coaching as an expert process

Client Coach

Expert for his/her problems and the systems in which these

problems ariseExpert for the coaching process

and methods

Client and coach cooperate on the same level – both as experts – in a non-hierarchical way.

The mindset of a coach

Cooperate

Reflect

Make public

Respect

The mindset of a coach

• Coaching process is an open process of communication

• The coach respects the world of the client without stepping into it

• Coaching process creates the possibility for change on all levels

• Coaching is a joint process between client and coach

Cooperate

Reflect

Make public

Respect

Discussion:What is difficult from your perspective?

How can it be solved?

The mindset of a coach

SESSION 3

COACHING WITH A STRUCTURE

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

Phases in the coaching process

Phases in the coaching process

In the first phase coach and client set up a relationship of trust. They develop a common understanding of what coaching can do and cannot do. The coach explains how coaching works. The coach then explains with which methods he/she works. The coach centers on: Establishing a trustworthy and cooperative relationship with the client; Clarifying how clients were referred to coaching ; Clarifying questions of clients about the service „coaching“; Explaining the setting and the role of the coachThen the coach asks questions like: What are you here with? Which issues have you brought with you?

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

Phases in the coaching process

In the phase of issues the client explains his/her problem and why he/she is here. The job of the coach is to listen and to differentiate between different issues.

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

Phases in the coaching process

In the phase of the aim, coach and client work towards a goal in the future. They talk about what needs to be changed in order for the problem to (dis)solve. The goal is worded according to the SMART rules and written down.

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

SMART approach

SM

AR

T

Specific

MeasurableTime framed

Relevant Achievable

Phases in the coaching process

In the contracting phase the coach and client talk about how the goal can be reached within one coaching session and how they can work towards that goal (e.g. with which methods).

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

Phases in the coaching process

Then the actual coaching process starts and coach and client work to the goal with the methods chosen in the contracting phase.

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

Phases in the coaching process

After the coaching process coaches try to support the client in landing and transferring, which means that both make sure, the client can concretely apply the solutions he/she worked on in his/her professional life. The coach asks: Which concrete steps can you now take in order to implement your goal? In the end after 60 minutes they say goodbye.

JOINING AND GROUNDING ISSUES AIM CONTRACTING COACHING

PROCESS LANDING

Role game

Structured coaching process

coachclient

observer

SESSION 4

THE PROBLEM VS. THE SOLUTION FOCUS IN COACHING

Problem vs. solution focus in coaching

Coaching is meant to be a solution-driven process, because: Clients are competent – in their problems and their

solutions; People who come to have coaching are able to construct

what they want different in their lives and to construct how to make that happen;

All clients have useful strengths and resources that can be made visible in the coaching session;

All clients, when they decide to, can change their behaviour if listened to, respected, asked useful questions, and provided support and adequate resources.

Examples

Problem or solution driven behavior

Problem-driven questions

Solution-driven questions

Problem-driven questions Explore the problem in depth.

Examples: why the problem occurs, where is occurs, what occurs exactly, who makes the problem and how the problem occurs.

Solution-driven questions

Focus on the future Planning the next steps The goal – to (dis)solve the problem.

Exercise

Problem Questions vs.

Solution Questions

Exercise

Solution-Focus

How useful was the training for you?

Which parts of the training will you take home with you?

Closing

Thank you!Name of the coach:Tel.:E-mail: