Please Complete the Following Pre-Work Exercises and Bring Them with You to the Workshops

Pre-work

Please complete the following pre-work exercises and bring them with you to the workshops

Primary Focus

• 20 minutes

Coaching Style Examples

• 15 minutes

3-way Coaching Skills Questionnaire – (online completion)

• 10 minutes to complete yours
• + 10 minutes to email to your line manager and a direct report/peer

Measures of Success

• 10 minutes

Organisational Values Review

• 5 minutes

Personal Values Review

• 30 minutes - 1 hour

Difficult Conversations

• 10 minutes

Diversity Guide

• 10 minutes

Communication Styles Questionnaire

• 15 minutes

Homework

Day 1 - Personal SWOT

• 10 - 15 minutes

Primary

Focus

PDP

Planning

Set some coaching objectives that you can work on during the workshop

Primary Focus for Coaching & PDP Planning

During the workshops you will have the opportunity to be coached. To maximise the value of this please identify some specific elements that you want to measurably improve.This document helps you with the pre-thinking to set the agenda for your coaching. They are likely to be replicated in your PDP.

To get the most from your development programme, it will be important to think about 1 or 2 things that are holding you back from delivering your best performance. Try to get plenty of stimuli so that you can really pinpoint what exactly it is that you want to improve.

Remember none of us are ever the finished article! It’s not embarrassing to admit you are not perfect at something you think a leader should be. Nothing is out of bounds! Being honest with yourself and open with your coach and line manager about where you can improve signals strength not weakness.

• Think about feedback you have received – particularly where it felt uncomfortable. Your 360o, Personal SWOT, or performance review will be helpful, but don’t rely solely on them. Simply asking people “What is the one thing that I could improve that would make help me be brilliant?” (And really listening to their answer!), may help you to pinpoint more exactly what you want to work on.

• Your area of focus could be related to an M&B competency that you want to improve, or specific organisational strategic goals that you know the organisation is working towards that you don’t currently feel fully equipped to perform.

• Be as specific as you can. For example, if you are working on competencies following feedback from your performance review, think more deeply and beyond the competency definitions to get to the root cause of what you specifically need to improve. So instead of your header being “Leading to Win”, consider if your specific development need is “Listening intuitively to pick up feelings as well as directly expressed responses” or “Developing the confidence to engage in challenging conversations sooner rather than later”.

• Think about the “how” you will achieve your goals as much as the “what” you will achieve. Perhaps use our M&B Values to stimulate your thinking so that you plan positively for potential contradictions - so when developing one area, think about what you need to do to consider the impact on other values at the same time. For example, when thinking about how to improve Drive, through being more decisive, you may have to think about getting regular feedback so that you manage expectations so you are not perceived as disrespectful when you don’t consult with everyone.

• In addition to M&B competencies and values, some other common areas for development which coaching has helped other employees in M&B to achieve improve includes: Influencing Upwards, Gravitas and Presence, Stakeholder Management, Tough-Mindedness (makingthe correct decision, not the comfortable one), Courageous Conversations,Developing Humility, Getting things done/Execution, Driving yourself beyond your comfort zone, Giving and Receiving Feedback, Creating Positive First Impressions, etc. Don't forget you may also want to focus on your strengths and leverage these more as part of your goals.

Action – Prior to your Chemistry Session and/or First Session

1. For each area you want to improve, provide a simple headingand a description (written in the present tense) of the measurable results you hope to achieve. It does not need to be a full SMARTER goal at this stage – but can be if you have time!

For example:INFLUENCE - ADAPT MY STYLE IN ORDER TO ACHIEVE BETTER RESULTS

I now have a deeper understanding and utilise a broader range of tools to adapt my leadership style in order to influence and engage with others better. This has resulted with me leveraging the results of the team and improving my stakeholder interactions. This is evidenced with specific feedback I have received both from peers and senior stakeholders.

2. In the second column, against each primary focus, add a score of how you would rank yourself today out of 10 (1 being poor, 10 being perfect). For the above example if you currently struggled to adapt your natural style or ‘revert’ to type under stress you might score 2 or 3 out of 10 today.

3. In column 3, order your coaching objectives and goals in in order of their priority, 1 being the most important.

Your Name:

Primary Focus – Specific Coaching Objectives and Goals / Current score/10 / Priority order
Example:
INFLUENCE - ADAPT MY STYLE IN ORDER TO ACHIEVE BETTER RESULTS
I now have a deeper understanding and utilise a broader range of tools to adapt my leadership style in order to influence and engage with others better. This has resulted with me leveraging the results of the team and improving my stakeholder interactions. This is evidenced with specific feedback I have received both from peers and stakeholders. / 3 / 1
Write a heading here – and more info here
Write your development goal here
Write a heading here – and more info here
Write your development goal here
Write a heading here – and more info here
Write your development goal here

Coaching Style

Examples

Coaching Style Examples

1. Please review 3 examples where you have used a coaching style effectively at work.

a) Describe the Situation

b) What did you do/say?

c) What happened?

d) What was the outcome/benefits?

/ Description of Situation / What did you do/say? / What happened? / What were the benefits or outcome?
1
2 /


/

3
/ /

2. Please think about 3 examples of situations when you used another approach rather than coaching and it did not achieve the outcome you desired.

• What was the reason you decided to use a different style?
• What stopped you using a coaching approach?

Description of Situation / Reason for using a different style? / What stopped you using a coaching approach?
1
2 /


/

3 /

Coaching Skills Questionnaire

(online completion)

As part of the accreditation process we need to track your progress across a selection of competencies from your own point of view and that of aDirect ReportAND yourLine Manager. We do this via an online questionnaire.

Step 1:

To access your Delegate questionnaire, please click the link below and follow the orange button, or cut and paste into your browser:

Complete this version yourself. It should take no longer than 15 minutes. Be as honest as possible.

Step 2:

Ask your line manger and a direct report (or peer) to each complete their version of the questionnaire BEFORE you attend the workshop

Simply give your Line Manager & Direct Report the URL of this page, along with a completion deadline,and ask them to follow the purple button to complete their survey:

* If for any reason you are unable to complete these online, a hard copy printable version can be found in your resource area:

Please complete this and bring with you to the workshop.

Measures

Of

Success

Measures of Success

Are there any KPI’s or scorecard measures that you think that this programme could positively impact upon?

Please list the KPI’s or scorecard measures that you think that this programme could positively impact upon? / How would you suggest these are measured?
For yourself personally as a coach
More broadly for the organisation – re the impact of having a trained coachin the business

Any other comments regarding your views on measures of success for this programme:

Organisational

Values Review

Organisational Values Review

Off the top of your head, can you list your yes no

organisations values?

If yes, what are they?

If no, would you know how or where to find them?

What should your organisation be doing to make these values more widely known throughout the organisation?

Personal

Values

Review

Personal Values Review

Please complete all 4 steps of this ‘values exercise’ and bring it with you to your workshop.

Anticipated time: 1 hour

Note: This exercise can be completed in 20 minutes but you may want to revisit it again after a few days thinking time as it may require some consideration and thinking! …so don’t leave it to the last minute!

What’s Important To You?

Identifying your core values can be one of the most beneficial exercises to do. They can provide the sense check to a lot of the decisions you make in life and also clarify why some decisions “feel” and “fit” better than others. Generally when you are honouring your values on a regular basis, life is both good and fulfilling.

• Values are who we ARE.
• Values are not who we would like to be or who we think we should be.
• To derive maximum benefit - be honest with yourself.

It is worth noting that your values may change and evolve over time, and therefore this is an exercise that can be revisited at various points in our lives.

The process of clarifying your values can be difficult and take time, don’t intellectualise them, look instead into your day-to-day life, your actions and interactions.

1.What values are important for you?

Go through the values on the list on the next page and put a mark by any of those which are important to you. Do this instinctively and beware of choosing words that you feel you should choose – remember, this is your list which means only your values are important. If you notice any of your values missing then add them in.

Some ideas on how to identify your Values:

• Identify special peak moments in your life when you felt strong, special, rewarded etc. Ask yourself: What was happening? Who was present and what was going on? What were the values that were being honoured in that moment?
• Identify moments when you were angry, frustrated or upset. What values were not being honoured, or were being suppressed at that time to make you feel negative?
• Think about what you must have in your life in order to be fulfilled (outside of basic food and shelter). What are the values you absolutely must honour – or part of you dies?

2.Pick your top 10

Work through the list again and use a highlighter pen to highlight the values you marked on your first run through the list. Your next step is to pick your top 10 from the highlighted values. Order of importance is not your focus at this stage – you are purely selecting your list of 10.

3.Put your top 10 in priority order

Using the grid put your 10 chosen values, 1 per box horizontally and in the same order in the boxes vertically. Using the horizontal list, take each value in turn and decide whether it is more important to you than each of the other values you have listed vertically. In each box you write which of the 2 values in the pair you are comparing is the most important to you.

The shaded boxes will not contain anything as this is where the pair of words becomes the same.

4.Complete your value hierarchy

Once you have completed the grid, simply count up the number of times each value appears and list them in that order in the table, beginning with the highest scoring value at number 1 to the lowest scoring value at number 10. Sense check the final result by thinking about your most recent actions and decisions and whether they reflect the list that you have created. Be willing to change the order of the list until it makes sense to you instinctively as well as through the scoring exercise.

Examples of Values

Values / Values / Values
Achievement
Attaining goals, sense of accomplishment and success / Harmony
Being at peace with self and others
Advancement
Progress, promotion / Integrity
Honesty, directness, authenticity, sincerity and standing up for own beliefs
Adventure
New and challenging experiences, taking risks / Involvement
Participating with/ including others, belonging to community, sharing
Affection
Love, caring, fondness, nurturing / Loyalty
Commitment, dependability, dedication
Competitiveness
Striving to win, to be the best / Order
Organised, structured, systematic, attention to detail and accurate
Cooperation
Collaboration, teamwork, partnership / Personal Development
Strengthening own learning, realising potential
Creativity
Being imaginative, inventive, original / Pleasure
Fun, humour, enjoyment, good times, laughter
Economic security
Steady, adequate income / Power
Influence, importance, autonomy
Fame
Renown, distinction / Recognition
Respect from others, acknowledgement, status
Family
Close relationships with family members / Responsibility
Accountability for words and actions, self-awareness
Freedom
Independence, autonomy, liberty / Respect
Belief in own and others’ abilities, self-esteem
Friendship
Close relationships with others, rapport / Spirituality
Belief in a greater positive, unifying force
Health
Physical and mental wellbeing / Wealth
Material abundance
Helpfulness
Service, assisting others, contribution to improving society / Wisdom
Knowledge, insight, enlightenment
Other / Other
Other / Other
Other / Other

Prioritising Your Chosen Values.

Values

Hierarchy of Values.

Value
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Challenging Conversations

& Effective Feedback

Challenging Conversations

1) How would you currently rate yourself out of 10 for tackling difficult situations as and when they occur, as opposed to leaving them until later

1 = I always avoid them 10 = I tackle them 100% as they occur

2) Identify one ‘challenging conversation’ (that may or may not involve giving feedback) that either you face regularly or that you need to have in the next 2 weeks.

Description of Difficult Conversation
With Whom / Topic to be Addressed / Relevant History

3) Identify one ‘challenging conversation’ (that may or may not involve giving feedback) that you should have had over the last 2 weeks but avoided or didn’t find time for.

Description of Difficult Conversation
With Whom / Topic to be Addressed / Relevant History

Some ideas:

• Someone who is not performing at the expected level
• How do I say 'no' to this person
• Getting two people who have an issue, to work together
• Helping someone who doesn't want my help
• Getting someone to be more of a 'team player'
• Giving uncomfortable feedback in a coaching style
• Rebuilding a bridge I have burnt!

Diversity Guide

Diversity Guide

Please familiarise yourself with your organisations current guide to Diversity and / or the organisations Diversity Vision / Policy

If your organisation doesn’t have a formal Diversity guide, please bring any relevant information / your perspective on their agenda

Communication

Styles Questionnaire

Communication Styles Questionnaire

Please complete this exercise and bring it to your workshop.

Anticipated time: 10-15 minutes

This questionnaire is designed to find out your preferred learning / communication style(s).

Over the years you have probably developed preferences, which this questionnaire will help you pinpoint.

There is no right or wrong in terms of the final profile.

In order to get value from this, you should complete this honestly - think about how you DO operate, not how you would like to.

There is no time limit to this questionnaire. It will probably take you 10 – 15 minutes.

If you agree more than you disagree with a statement put (Y) or (✔) by it:

( ) 1.‘Good enough’ can never really be good enough.

( ) 2.A change is as good as a rest. Change energises me.

( ) 3.A thoughtful approach is the best way to resolve disagreement.

( ) 4.I am always looking for the best way to get something done.

( ) 5.I am happy to dive into new activities and don’t need much (any!) preparation
time.

( ) 6.I am happy to get my sleeves up and my hands dirty to help get the job done.

( ) 7.I am more interested in how than why.

( ) 8.I am often late to scheduled activities.

( ) 9.I am slow to anger.

( ) 10.I can be interested in reading about a subject even without an immediate need
for the information.

( ) 11.I can be motivated to do tasks I don’t particularly enjoy by beingtrustedwith
responsibility.

( ) 12.I can be motivated to work with people I don’t particularly like ifI can find a
way to respect them.

( ) 13.I do what I can to avoid being pushed into making decisions too quickly.

( ) 14.I don’t like it when others ‘beat around the bush’ in their communication.

( ) 15.I don’t like to be rushed, though I can vary my pace somewhat when
necessary.

( ) 16.I don’t mind upsetting others a bit in the interests of getting the task done.

( ) 17.I don’t particularly enjoy working alone.

( ) 18.I feel more comfortable if I can hear what others have to say before I speak.

( ) 19.I find ambiguity unsettling.

( ) 20.I find inaccurate information particularly frustrating.

( ) 21.I find working to deadlines quite exciting.

( ) 22.I generally don’t read the instructions, but I will look up the answer to
something on which I am stuck.

( ) 23.I have a reputation for saying what needs to be said.

( ) 24.I have a strong moral compass that influences my decisions.

( ) 25.I have a tendency towards perfectionism.

( ) 26.I have been told I have an explosive temper.

( ) 27.I have sound judgement because I consider things carefully.