USNA Coaching Primer “While no single conversation is guaranteed to change the trajectory - PowerPoint Presentation

1. USNA Coaching Primer

2. “While no single conversation is guaranteed to change the trajectory of a career, a company, a relationship or a life -Any single conversation can”Susan Scott, Fierce ConversationsThe Power of Coaching

3. Start with WhyOur current talent management and performance feedback systems are outdated and insufficient…they are brokenDeveloping our greatest asset is a strategic imperativeThe strategic environment continues to become more complexVUCA (Volatile, Uncertain, Complex, Ambiguous)Leaders cannot be expected to have the answer for everythingWe need to become an agile, learning organizationIt’s not uncommon for many Sailors to not feel engaged, valued, or cared for (despite the fact that they are)Part of a larger culture renovation within the Navy

4. Why Coaching?Coaching - more than any other form of professional interaction – has proven to:Result in greater personal and professional engagement and performanceLead to lasting and more meaningful outcomes/goal achievementFoster increased development, feedback, performance, accountability and retentionBetter demonstrate to our people that they are critical to mission success

5. What is the Navy Doing?MyNavy Coaching initiative being rolled out fleet-wideBUPERSINST 1610.10 (Eval/FITREP Manual) completely rewritten to incorporate coaching practices and expectations.Training and education programs being implemented at accession points and fleet-concentration areas.8 Additional Qualification Designators (AQDs) and 8 Navy Enlisted Classification (NEC) Codes developed to recognize coaching experience/certificationOverall goal: To instill a coaching-culture within the Navy by making all personnel more coach-like

6. What is Coaching?“Partnering in a thought-provoking and creative process that inspires a person to maximize their personal and professional potential. The process of coaching often unlocks previously untapped sources of imagination, productivity and leadership.”

7. MyNavy Coaching DefinedMyNavy Coaching is a collaborative partnership between a coach and a coaching partner to deliberately grow, broaden, and sustain development through self-learning and goal achievement

8. What is Coaching….Really?A powerful communication and leadership skillAnother tool for your leadership “toolkit”Something most military leaders have NEVER been taughtA way to better connect with, engage, and develop yourself, your peers, and those you lead

9. Mentoring vs Performance Counseling vs Coaching ConversationsWhat’s the Difference?Questions to ConsiderMentoring (Learn from Me)Performance Counseling Coaching (Learn with Me)What role am I in?“Am I transferring knowledge that I have some experience of?”“Am I giving feedback about job tasks to assist with performance?”“Am I facilitating an expansion of the Sailor’s self-awareness?”How am I driving development?Gives advice, uses “I” or “Me” referencesGives advice and feedbackAsks open-ended questions, removes self from conversationWhat is the skillset?Subject Matter ExpertTechnical, functional, or professional expertDoesn’t have to be an expertActive listening, empathy, asking powerful questionsDoes it impact performance evaluation?No impact on mentee’s performance evaluationYesPerformance-driven yet no impact on performance evaluationWhat is the periodicity?Off and on throughout someone’s careerTwice a yearContinuous

10. Coaching and Mentoring usually have different goalsMentorShares expertise“When I was in your shoes…”Provides career guidance“Here’s how to navigate the organization”CoachFocuses on employee potential“What is most important?”Provokes creative thinking“What else could we do?”Builds organizational capability

11. A Coaching Mindset…

12. Leadership approaches vary depending on the needTellWhen you “tell” someone how to do something, you are doing the thinking. They are following.“Tell” is used when the skill and experience is lacking and time is shortTeachWhen you “teach” someone, you are explaining how to accomplish a task, using standard methods “Teach” is used when you want to develop new repeatable skills and there is time to invest in learningCoach“Coaching” is used when the Coaching Partner has the potential to create and own their solutions

13. “Tell me and I forget. Teach me and I remember. Involve [coach] me and I learn.”- Benjamin Franklin

14. WillingnessSkills LowHighHigh CounselPoor attitude impacts othersGood skills but toxic to teamWhat approach will you use? CoachChallenge their thinkingAsk questions that provoke insights Monitor CloselyEstablish plan for improvementTake appropriate actionTell, Teach, Mentor, CoachIdentify gaps in knowledge and experienceCoach if they have the potential to solve Used by HP, IBM, GE, AccentureHigh

15. T – Tribe - Partner: Are you with me, or against me? - Coach: “What” instead of “Why” E – Expectation - Partner: Do I know what the future entails or am I uncertain? - Coach: What is your vision for an ideal future? How can you focus on the solution? R – Rank - Partner: Are you more or less important than me? - Coach: What is important to you? How can you “have the floor?” A – Autonomy - Partner: How much choice and agency do I have here? - Coach: What do YOU want? What is YOUR ideal vision? The “TERA Quotient”Source: Stanier, Michael Bungay, “The Coaching Habit”How can you increase the TERA quotient in your coaching relationships?

16. 10 Ways to Know if You or Someone Else are Ready to be Coached Do you feel lost personally/professionally? Do you lack confidence? Are you unsure of what steps to take towards goal accomplishment? Are you a procrastinator? Are you are easily stressed? What limiting beliefs are holding you back? Do you want to be more decisive? Are you are preparing for a major life transition? Do you want to be held accountable? Do you want to be more successful?

17. What Skills Do I Need to Coach?Ask powerful, open-ended questionsBe an ACTIVE listenerShow empathyStay curious!

18. Tame Your Advice Monster!

19. Coach-Like Developmental Behaviors

20. What is a Powerful Question?

21. Questions to Avoid AskingClose-Ended “Could there be other ways to approach that?”“Do you have any other options?”Rhetorical“Are you really going to throw your career away like that?”“What were you thinking?”Leading“How would you describe that feeling – discouraged?”“Do you really want to leave this organization you’ve invested so much in?”Stacking “What are you going to do about that? How often does that happen to you? What are your next steps?” “Why”“Why did you turn down the job?”“Why can’t you talk to him about that?”

22. Closed versus Open QuestionsClosedDid you talk to your manager? Do you like your current role?Have you tried X or Y?Was it successful?Can you give me an example?Can you give me more information?Do you have any more questions?OpenWhat conversations have you had about this?What do you like about your current role? What don’t you like?What have you tried?What does success look like for you?What examples can you share with me?What else?What questions do you have?

23. Zeigarnik effectLeave it open and the other person will continue to work on it.Let go of the need to solve/fix the other person’s problem.

24. Great questions frequently start with “What” or “How”Great questions occasionally start with “Who” or “When”Great questions almost never start with “Why”Where Do I Focus my Questions?“The quality of a leader cannot be judged by the answers he gives, but by the questions he asks.”- Simon Sinek

25. Powerful Coaching QuestionsWhat Matters? What’s Missing? What’s Next?Kick start question: “What is important for us to talk about today?”AWE question: “And what else….?”Focus question: “What’s the real challenge now for you?”Foundation question: “What do you want?”Action question: “What support do you need?”Strategic : “If you are saying ‘yes’ to this, what are you saying ‘no’ to?”Learning question: “ What has been most useful to you in this conversation?”Adapted from “The Coaching Habit: Say Less, Ask More and Change the Way You Lead Forever” by Michael Bungay Stanier.

26. Coaching begins with when the Coaching Partner is ready to be coachedCreating the PartnershipEstablish and build trustCreate a positive environmentRemove distractionsCreate a space for confidential conversations

27. Coaching begins with active listeningKey elements of active listeningStay curiousFocus on what is being said – not the next question you want to askBe aware of your biases that frame how you hear what is said27

28. Active Listening

29. Elements of Personal CommunicationStudies show 3 factors count toward the complete understanding of a message

30. Tips for Creating an Effective Coaching ConversationLimit distractionsPay attention – Listen to understand, not to respondRestate key points Be aware of coaching partner’s tone of voice and body languageBe okay with silence (6 sec rule)Encourage the coaching partner to share ideas and solutions (80/20 rule)

31. Listen: The most critical skillWAITWhyAmTalking?I

32. EmpathyHow do you define empathy?

33. Defining Empathy“We need to dispel the myth that empathy is ‘walking in someone else's shoes.’ Rather than walking in your shoes I need to learn how to listen to the story you tell about what it’s like in your shoes and believe you even when it doesn't match my experience.”- Brené Brown

34. Empathy versus SympathySympathyEmpathyEmotionally distancing Emotionally connecting. Feeling for another personFeeling with another personDoes not require vulnerability and avoids discomfort. Allows one to keep up their defenses.Demands vulnerability and can be uncomfortable. You have to take down your “emotional armor.”Uses words like “at least” or “it could be worse.”Uses phrases like “that sounds difficult,” or “thank you for sharing that.” Empathy often involves no words at all.

35. Why is Empathy Important in Coaching?Helps to create trust and rapportCan de-escalate situations Provides insight into coaching partnerHelps to keep focus on the coaching partnerGuides understanding without judgmentEnhances communication

36. “In low-trust environments, the single most important factor in determining trust and credibility is perceived caring, empathy, and commitment…” “…people often decide if the communicator is caring, empathic, and committed within the first two minutes of a communication, and often in as little as nine to thirty seconds. The judgement, once made, is often highly resistant to change.”Empathy = Trust

37. GOALProvide understanding of focus for a coaching session related to a problem, challenge, or opportunityOPTIONSAssess other possibilities alternatives, and resourcesREALITYAssess current situation in terms of what actions have been taken so farAssess potential challenges or barriersWILLStep 1: Accountability and achievement of goalsStep 2: Follow up and feedback*Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International*The GROW Model

38. G: GoalObjective: The Coaching Partner determines their goal for the conversation and their “why”The coaching partner is in the driver’s seat!Ensure the goal is SMART: Specific, Measurable, Achievable, Realistic, and TimelyWhat makes the goal important to them?Example questions:What can we talk about that will be most beneficial for you?What is your vision for your 2/C year?What goal would you like to set to move yourself forward?How does this fit with your future goals?What would be most helpful for us to explore today?Action Item: Restate the goal to the coaching partner ensure you understand it; provide their “why”Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International

39. GOALProvide understanding of focus for a coaching session related to a problem, challenge, or opportunityOPTIONSAssess other possibilities alternatives, and resourcesREALITYAssess current situation in terms of what actions have been taken so farAssess potential challenges or barriersWILLStep 1: Accountability and achievement of goalsStep 2: Follow up and feedback*Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International*The GROW Model: Reality

40. R: RealityObjective: Establish an accurate picture of the current situation, steps already taken, challenges faced, obstacles in the way of achieving the goal, etc.Promotes awareness on behalf of the coaching partner about what has or has not workedIt also prompts the beginning of options (solutions) to the goalExample questions:What areas do you need to improve to achieve your goal?What do you see as the biggest obstacle to your success?Who on your team is preventing you from achieving your goal?What steps have you already taken? Action Item: Focus on staying curious, asking questions, empathizing, and seeking to understand what the coaching partner has already tried. As the coach, you are not solving, advising, mentoring, etc. Just listen and understand. Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International

41. GOALProvide understanding of focus for a coaching session related to a problem, challenge, or opportunityOPTIONSAssess other possibilities alternatives, and resourcesREALITYAssess current situation in terms of what actions have been taken so farAssess potential challenges or barriersWILLStep 1: Accountability and achievement of goalsStep 2: Follow up and feedback*Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International*The GROW Model: Options

42. O: OptionsObjective: Establish a list of ideas and resources - brainstorming - that will aid in resolving issues, overcoming obstacles, moving towards goal achievement, etc. Make sure your coaching partner is generating the solutionsThen evaluate with the coaching partner each solution by continuing to ask questionsExample questions:What skills do you have that set you up for success?Who can you ask who might know more about that?What can you learn that would improve your performance?What are the advantages/disadvantages of each option? What advice would you give to a friend having this same issue?Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International

43. GOALProvide understanding of focus for a coaching session related to a problem, challenge, or opportunityOPTIONSAssess other possibilities alternatives, and resourcesREALITYAssess current situation in terms of what actions have been taken so farAssess potential challenges or barriersWILLStep 1: Accountability and achievement of goalsStep 2: Follow up and feedback*Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International*The GROW Model: Options

44. W: WillObjective: Establish the actions the coaching partner will take to move in the direction of goal achievementOnce the action is selected, create an action plan Ensure commitment Agree on a due date for accountability purposesEnsure clarity of the planExample questions: What are you going to do? When are you going to do it? How confident are you that you will meet your goal? When are you going to let me know what you have done? If you don’t meet your goal, how would you like for me to hold you accountable? What else do you need to make this next step happen?Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International

45. ConfidentialitySet expectations up frontSafeguard records and notesKnow the limitsImminent danger to self/othersChild/spouse/elder abuseSerious violation of the lawSeparable behaviorSerious risk to mission

46. MyNavy CoachingQuad ChartOverview of MyNavy CoachingMyNavy Coaching is a communication and leadership skill to grow, broaden, and sustain development to enhance performance through a 4-step process:Setting the FoundationCreating the PartnershipCommunicating EffectivelyDriving Results / AccountabilityVision: To build an organizational coaching culture that instills and promotes the following coach-like attributes in Service Members:Collaborative communication Personal self-awareness (i.e., a life-long learner mindset)Regular feedbackProfessional growth Core Skills of Coaching & Using the GROW ModelCore Skills:Active listening EmpathyAsking powerful, open-ended questionsThe GROW Model (Goal, Reality, Options, Will) is the framework to have coaching conversations.G: What’s your goal?R: What’s your reality? (What have you already tried?)O: What are your options? W: What are you going to do? When are you going to do it? And how will I know you are going to do it? Fleet Implementation of MyNavy CoachingPeer-to-Peer implementation via a 4-pronged approach:Insertion into leadership schoolsInsertion into accession pointsSupport to commands and communitiesSupport to existing customers and processesFor more information, e-mail MyNavyCoaching@navy.mil or visit https://www.mynavyhr.navy.mil/Career-Management/Talent-Management/Coaching/ Key Take-AwaysGoal: We are NOT creating coaches but encouraging coach-like behaviors across the Fleet to build and sustain a Navy coaching culture. MyNavy Coaching is NOT a program but rather an initiative since it is a skillset that needs to be developed and practiced.MyNavy Coaching serves as the bridge translating education and training into:- Learning - Confidence- Skill development - Increased performance- Greater retention of top talentDeliberately Grow, Broaden, And Sustain Development*Permission to use GROW Model granted by estate of Sir John Whitmore and Performance Consultants International

47. WIIFMWIIFMIntentional, deliberate developmentAn investment in youFrequent and quality feedbackUse skills TODAYPersonal and professional applicationImprove leadership

48. What insights are you are taking from today’s session?What action will you take as a result?Closing

49. ReferencesBellet, P.S., & Maloney, M.J. (1991). The Importance of Empathy as an Interviewing Skill in Medicine. Journal of the American Medical Association, 266(13), 1831–1832. doi:10.1001/jama.1991.03470130111039Brown, B. (2021). Atlas of the heart: Mapping meaningful connection and the language of human Experience. Random House.Garner. (2009). Empathy: A true leader skill. Military Review, 89(6), 84–92.Lang, J. M. (2016). Small teaching: Everyday lessons from the science of learning. Jossey-Bass/Wiley.RSA (2013, August 15). The power of vulnerability – Brené Brown [Video]. Youtube. https://www.youtube.com/watch?v=sXSjc-pbXk4&t=0sRSA. (2013, December 10). Brené Brown on empathy [Video]. Youtube. https://www.youtube.com/watch?v=1Evwgu369JwStanier, M. B. (2020, March 13). How to tame your advice monster [Video]. TEDx. https://www.youtube.com/watch?v=Kl0rmx7aa0wSears, M. (Host). (2022, April 25). Empathy and leadership [Audio podcast episode]. In Radio Stockdale. U.S. Naval Academy. https://stockdalecenter.com/radio-stockdale/United States Navy. (2021). MyNavy coaching handbook: A guide to a successful coaching partnership. https://www.mynavyhr.navy.mil/Portals/55/Career/TalentMgmt/Coaching/MyNavy%20Coaching%20Handbook_FINAL_V1_21Dec202 1.pdf?ver=ojyHVWNmM6bnvK4mq4MFOQ%3d%3dUnited States Navy. (2021). MyNavy Coaching: Building and sustaining a Navy coaching culture [PowerPoint Slides].United States Navy. (2021). Frequently asked questions for internal Navy coaches.

50. MyNavy Coaching Official ResourcesMyNavy Coaching Official WebsiteMyNavy Coaching Infographic MyNavy Coaching Manual (BUPERSINST 5357.1)MyNavy Coaching Leader HandbookMyNavy Coaching HandbookDOD Coaching Portal Library of Professional Coaching USMC Leadership Tool (Coaching)

51. Additional ResourcesBooks:The Coaching Habit by Michael Bungay StanierCoaching for Performance: The Principles and Practice of Coaching and Leadership by John WhitmoreThe Coaching mindset: 8 Ways to Think Like a Coach by Chad W. HallCoaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn, edited by Robert Witherspoon, Marshall Goldsmith, and Alyssa FreasHelping People Change: Coaching with Compassion for Lifelong Learning and Growth by Richard Boyatzis, Melvin Smith, and Ellen Van Oosten Videos:How to Tame your Advice Monster - Michael Bungay Stanier Brené Brown on EmpathyThe Power of Vulnerability – Brené BrownPodcasts:Empathy and Leadership with Dr. Joe ThomasThe Power of Listening with VADM Sean BuckCoaching with Carol Graser, Senior Fellow, Stockdale Center for Ethical Leadership)How to Ask Better Questions with David MarqueteLeadership in the Midst of Chaos with Jim Mattis Lead In Extremis With Tom Kolditz, Former Brigadier General

52. Thank You"I could command in 15 minutes a day. The rest of my time was coaching." - Gen James Mattis, USMC (Ret.)