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- Herausgeber: Crown House Publishing
- Kategorie: Fachliteratur
- Sprache: Englisch
- Veröffentlichungsjahr: 2012
Lynne Cooper is an accredited coach and coach supervisor who works with individuals, teams and organisations and has co-developed the FIVE-MINUTE Coach as a tool for busy managers to transform the way they - and their teams - work. She is the author of Business NLP for Dummies. Mariette Castellino is a coach, team coach and facilitator in the public, private and voluntary sectors. She is one of the pioneers of the application of Clean Language and Symbolic Modelling in organisations, she co-developed the FIVE-MINUTE Coach and is currently using it to facilitate new thinking in businesses as well as all kinds of communities.
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Praise forThe Five Minute Coach
The Five-Minute Coach is an excellent introduction to the principles and use of Clean Language. I have been coaching for many years and have known a little about Clean Language, but not enough to feel confident to use it. This book has been immediately useful to me because Chapter 1 gets stuck straight away into a step by step ‘how to’ guide, which is perfect for a Clean Language beginner like me. Even better than this, it really does only take 5 minutes to prepare to use the process and then 5 minutes to actually ‘do the coaching’. It’s not often that you can read a book and get started on the techniques when you’re only half way through Chapter 1, but this is refreshingly the case with The Five-Minute Coach. The rest of the book expands upon the coaching skills and personal attributes of the coach that will add depth and power to the technique itself, with stories and case studies along the way to support the authors’ findings and thoughts. I can’t wait to receive my copy of this book as I will definitely be recommending it to all those I work with to develop and enhance their coaching skills.
Clare Smale, Coach and Trainer, Inspired2learn
Quite simply the best coaching book I’ve ever read.
In spite of being extremely busy with some major projects at present, I read it from cover to cover. It gives a simple exposition of the process, explaining ideas and techniques that are easy to apply and work extremely well.
I find myself using the ideas set out in this book, not only with the people in my team, but also with colleagues across the company (and with my kids at home, too). I will be recommending this book to both friends and colleagues.
Clive Bach, Assistant Vice President, Midrange manager for Apps dev and test, Bank of America Merrill Lynch
A well written and structured book. I started off thinking ‘this isn’t for me’ because I couldn’t imagine myself a) carrying out many formal coaching sessions and b) being able use a ‘clean’ approach as the temptation is to jump in with advice and ‘words of wisdom’! But I have to say, I found much in the book to be extremely useful, and I can see plenty of situations in both my business and private life where applying the approaches set out in this book in an informal way could yield much better results than more traditional methods.
I particularly like all the ‘Five-Minute conversations’ which give some great examples of how the framework can be used in other situations.
It’s a great piece of work and I’ll certainly be obtaining a few copies once published to share with some of my colleagues.
David Sleath, Chief Executive, SEGRO
This book should be on every busy manager’s desk. It introduces us to a technique of coaching that’s tailored for busy people who need to get results swiftly. Coaching is fundamentally a non-directive technique empowering people to make their own choices. Many managers find coaching to be an effective way of managing staff but can be put off from using it because it can take too long. With this helpful book, that problem is solved. Now managers can learn a quick and easy procedure to help them support their staff, solve problems, achieve outcomes and stimulate creativity. And you get the best of all worlds - not just a happy workforce but a more productive one.
The Five-Minute Coach is based around two central tenets – delegating, so that problems end up with their rightful owners, and revolutionising thinking, so that a manager focuses on outcomes rather than the problem. Five core principles underlie The Five-Minute Coach: stick with the process; the coachee has all the answers; ownership is with the coachee; the manager drives the coaching; and the manager creates and manages the setting.
The chapters in the book are helpfully organised, using a series of structured questions. Chapters 1 and 2 describe the Five-Minute Coach approach and what you need to do to get started. Chapters 3–7, the key chapters, lead you through the five stages of the process. To learn the coaching approach you’ll need to read them in order – at least initially.
You’ll find tips, advice on troubleshooting and practical activities to help you develop your skills, complete with stories from the authors’ own experience. Chapters 8 and 9 contain useful guidance on how to handle unexpected responses when coaching. The last chapter includes a list of resources to take your journey of discovery further.
Crucially, the book reminds us that a manager as coach is there to facilitate others to accomplish things in their own way; as opposed to the traditional sense of a manager as the leader, defining others’ goals, specifying their activity and making them accountable.
A very welcome addition to the library of self-help books for managers.
Gillian Phillips, Director of Editorial Legal Services, Guardian News & Media Limited
The Five-Minute Coach sets out a technique that focuses on desired outcomes and that has relevance well beyond individual coaching. Lynne and Mariette show how a simple approach, that is fully independent of the coach’s personal opinions or knowledge, can enable insights and solutions to emerge. Presented in a refreshingly clear and easily digestible format, the book contains a wealth of practical tips and case studies that guide the reader through. A useful addition to the armoury of any coach – from the manager of a team of staff to the parent of teenagers.
Marian Ridley, Joint Director of Strategy, Guy’s & St Thomas’ NHS Foundation Trust
I found The Five Minute Coach an original, simple, yet highly effective approach to achieving change at an individual level or within a group, and in diverse situations. It shows how some very small changes in the coach’s language can effect a big change; it makes the power of coaching accessible to all, with clear outcome and action focussed processes and questions.
Michèle Moore, Head of People Development, Elior UK
Once you have got your head around the concept of Clean Language The Five-Minute Coach is an essential approach for busy managers and internal coaches who need to make a difference fast. With a little preparation and background reading, the approach can be deployed quickly and effectively in many operational management situations. I particularly liked the way the technique focused on getting the individual to really focus on their own interference and how to unblock it without the coach getting in the way.
The Five-Minute Coach book is full of helpful advice and guidance. I particularly liked the use of case studies, exercises and simple templates to bring Five-Minute coaching to life. As a professional coach, it will certainly be a technique I’ll be using personally and sharing with coaching and business colleagues alike.
Mike Corker, Global Lead for Talent and Learning & Development, Capgemini Infrastructure Services
Clean Language is a greatly under-rated technique for coaches and here it’s explained in a really easy and helpful way.
Anyone who is looking for an easy to remember, structured approach to improving outcomes in their work life, or as a coach, should definitely have this book on their shelf/e-reader.
Sean Finnan, General Manager, IBM Global Technology Services
The temptation to just do it yourself rather than help a team member to learn how to do something is very real for busy managers. TheFive-Minute Coach leaves you with no excuse for doing that. It takes the reader through a helpfully structured approach and offers both effective tools and really useful tips along the way.
Reading this book made me think hard about the way I manage my own staff and reappraise my approach. Its clarity about how to make a real difference through effective coaching makes it a valuable addition to any manager’s briefcase.
Sir Steve Bullock, Executive Mayor, London Borough of Lewisham
Although coaching is not an approach I currently use, reading The Five-Minute Coach demonstrates clearly how this style of supporting and developing people results in positive change.
Lynne and Mariette’s writing quickly establishes the use of Clean Language and clear structures in an easy to follow style. In fact, I am already reflecting on the questions they use as I participate in meetings at work, whether they are with children, parents or colleagues. A refreshing and empowering read, I hope to find someone who would coach me using The Five-Minute Coach.
Zoe Humm, Deputy Head, Curlew Class Teacher, Dulwich College Kindergarten & Infants School
A very clear, easy-to-read book - both in terms of language and layout - and with a good balance between the theoretical and the practical. The examples, tips and troubleshooting really work to make it user-friendly - so a big ‘thumbs up’ from me!
Lisa Burnand, City Professional
I found it easy to read and the book has a good structure. It leads a person through the topic very logically and with high quality and real life examples. I genuinely believe that this book has the potential to become a “must read” for leaders at all levels, across all sectors. The way the topic is handled has really made me relook at the way I coach members of my team and it reinforced lots of lessons I had already experienced, but had forgotten or given less priority to.
Having had the experience and benefit of being coached by one of the authors, and now having read the book, this is exactly how she does it and it really does work. The changes I managed to implement post coaching in this style underline the effectiveness of it. It will be out on our suggested reading list for our leaders within Hand Picked Hotels.
Douglas Waddell, Operations Director, Hand Picked Hotels Limited
Foreword
David Grove – the originator of Clean Language – would have liked the Five-Minute Coach. It is true to his ‘clean’ philosophy and his commitment for change to originate within the individual.
When David turned his extraordinary mind to applying clean to coaching he inevitably came up with a novel approach. He recognised that the coachee’s problem was often reinforced by their straight-line thinking. He therefore devised approaches which facilitated the coachee to meander through the space between where they were and where they wanted to be. Rather than going straight for what they wanted, sometimes it was preferable to first step backwards, sideways, upwards or downwards in order to see things from a different perspective and move forward from a different place.
David’s great contribution was to devise processes that enabled people to discover how to do this entirely from within their own resources. This requires an extraordinary respect for the integrity of the coachee’s information. Clean Language is so called because it actively keeps the coach from being tempted to help, rescue, solve, reframe or by some other means to do it for the coachee. Instead changes emerge. They occur spontaneously within the coachee’s mind and body without them having to try to make anything happen – often to their great surprise.
Lynne Cooper and Mariette Castellino have taken ten Clean Language questions and artfully moulded them into the Five-Minute Coach, an easily learnable procedure that can be used to solve problems, achieve outcomes or stimulate creativity. It does not require the coach to be clever, wise, unconditionally loving or to be in control. Rather it is more like a midwife who supports the coachee to birth new ideas, new perspectives and new ways of being in the world.
The Five-Minute Coach is a very clearly written ‘how to’ book. Lynne’s and Mariette’s extensive experience as facilitators of individuals and groups underpins the explanations, examples and exercises. We strongly recommend you use this book to learn the method exactly as Lynne and Mariette have so carefully described. Then we advise you to use it over and over. By adhering to the procedure you will free yourself from having to make many decisions, especially those best left to the coachee. Then you can be more present to notice the subtle cues that enable expert coaches to work so successfully with the rhythm and uniqueness of each individual.
Lynne and Mariette are exemplary exponents of their craft and there is much to learn from them. Whether you make the Five-Minute Coach your coaching method of choice or you use it as an add-on to your existing way of coaching, you will be astounded by the results. And you’ll make even more of a contribution if you integrate clean questions into your everyday conversations so that asking them becomes a natural way of supporting people to trust their own counsel. It is only then that you will discover the true value of this book.
Penny Tompkins and James Lawley Waxahachie, Texas 1 January 2012
Acknowledgements
This book, and the Five-Minute Coach, would not have been possible without three very special people. Firstly, we are indebted to the genius of the late David Grove. His creativity, tenacity and generosity in sharing his fabulous new discoveries with others have made a significant contribution to the field of personal change.
Secondly, we remain eternally grateful to the brilliant James Lawley and Penny Tompkins. They spent many years studying David’s work, developing it further, writing about it and training others to use it. Their unstinting support over more than a decade, through training, encouraging and guiding our use of Clean Language in organisations, has been priceless. We are eternally grateful.
Thanks are due to the many people in the Clean Community with whom we have worked closely over the years. In particular, we’d like to thank Caitlin Walker who whetted our appetite and mentored us through the early years, and Wendy Sullivan for her continued support and contribution to expanding the field. We are also indebted to our many, varied and wonderful clients – individuals and organisations – who have been ready and willing to work with something new and very different. Their continuing feedback has helped us to hone the Five-Minute Coach framework over many years, and their willingness to share their success stories with you is something we very much appreciate.
We are very grateful to those who put time and effort into testing this most up-to-date version of the Five-Minute Coach framework, reading the first drafts of this book and providing invaluable input. Particular thanks go to Marianne Lawrence, Steve Martin, Karen Naylor, Clive Sax, Shirley Spong, Beck Wheeler and Clive Willis. Penny and James also invested a significant amount of time offering detailed and constructive feedback. The book is much enhanced thanks to all these contributions.
We appreciate the support of all at Crown House Publishing in helping to make this book possible, including Caroline Lenton, Rosalie Williams, Beverley Randell and Tom Fitton, and the hard working team behind the scenes.
We would like to thank Glen Savage, Tim Spencer and Chelsey for their unflagging support and for keeping us fed and watered, and our friends and family who have waited patiently for our attention from the sidelines through the long hours of creating and writing this book.
Finally thanks go to each other, for having the patience, insights and fortitude to successfully complete the writing of this book together, whilst still remaining good colleagues and great friends.
Contents
Title Page
Foreword
Acknowledgements
A True Story
Introduction
1 Meeting the Five-Minute Coach
2 Getting Started
3 The Five-Minute Coach Stage 1: Identifying an Outcome
4 The Five-Minute Coach Stage 2: Choosing the Best Outcome
5 The Five-Minute Coach Stage 3: Discovering More
6 The Five-Minute Coach Stage 4: Action Planning
7 The Five-Minute Coach Stage 5: Motivating to Act
8 Dealing with the Unexpected
9 Coaching in Action
10 Building Your Skills
11 Getting Results with the Five-Minute Coach
12 Developing as a Coach
13 Exploring Further Resources
Appendix I: The Five-Minute Coach Framework
Appendix II: Full Five-Minute Coach Example Transcript – Amira and Chris
Appendix III: Association for Coaching’s Code of Ethics and Good Coaching Practice
References
Index
Copyright
A True Story
Richard works in IT at a large hospital. He introduced a new system to automate the labelling of blood samples. This works in tandem with the computerised patient record system, meaning blood tests can all be ordered electronically. A revolutionary new approach, the system is designed to increase efficiency through time-saving and reduction in transcription errors.
A few weeks after implementation, Richard had a visitor to his office. Dav works in Pathology and wanted to get a problem solved.
Dav: There’s a problem with the labels from a number of wards. The barcodes are only half printing so we can’t read them in the lab. It needs fixing.
Richard: OK, that sounds like a printer problem. Why don’t you just speak with the wards in question and ask them to log a request with the IT service desk to have their printers realigned?
A week or so passed, and Richard had another visitor, Mindy, who also works in Pathology.
Mindy: We’ve still got a problem with these labels. Is anyone going to fix it?
Richard: Really? So, have you spoken with the affected wards and asked them to log a service request for the printers?
Mindy: No. It’s not our problem. It’s all down to this new system.
Richard: Well, I can’t fix printers. The route is to ask the wards to get help to solve the problem.
Another ten days later and the Head of Pathology arrived in Richard’s office.
Patrick: Richard, when are these labelling problems going to be sorted out? It’s causing my team no end of problems trying to get the data sorted.
Richard: As I have already told Dav and Mindy, the problem is with some of the label printers. All they need to do is call the wards and ask them to request IT service to go and fix …
Richard didn’t have the chance to finish his sentence. Patrick was very irritated and cut across him.
Patrick: It’s this new system. It’s just not good enough. Can’t have been properly tested, we need better service than this – it’s not our problem.
At this point Richard groaned. No one was going to take ownership of this so he went off on a voyage of discovery himself. First to the laboratory to find one of the offending labels, then to the ward it had come from. There he spoke to a nurse.
Richard: These labels are printing incorrectly as I’m sure you can see. I wonder if you could call in IT service to get it fixed?
Nurse: It’s not our printer. It was just stuck here with these labels. We weren’t trained in what to do. It’s not our problem.
At this point a frustrated Richard went to the IT service manager and explained that some of the blood test label printers around the hospital needed resetting.
Julie: We can do that – we just have to know which printers. Ask Pathology to log the issues with the service desk.
Satisfied, Richard went back to Pathology and spoke with Dav and Mindy.
Richard: It’s all sorted. All you have to do is tell the IT service desk which printers have a problem and they will arrange to fix them.
The next day, Dav called Richard.
Dav: I have called IT to tell them about three printers that need resetting. They won’t log the request because I don’t have the printer ID numbers. So we are back to square one.
Richard: And can’t you get the ID number?
Dav: I’d have to ring all three wards to ask them. It’s not my job.
Richard leaves what he is doing again, and wearily goes off in search of Julie.
Richard: Julie, I have finally got Pathology to call the service desk to log these printer problems. They give them the location but your team won’t log the call without an ID number. Please can you do something to help us resolve this?
Julie: OK, I’ll give special dispensation – for this situation only – and tell my team to log the calls without the numbers, so we can help you.
Richard thanked Julie and walked back to his office, shaking his head, and thinking to himself, surely there has to be a better way …
Introduction
Do you struggle to balance all the demands on your time? Do you sometimes feel that you aren’t achieving all that you’d like to? Wherever you look, are there problems to fix? If so, this book is for you.
We originally developed the Five-Minute Coach for managers. We were hearing that life was tough. From senior managers to team supervisors, no matter the size or sector of organisation, the common themes we encountered were long hours, high stress and far too little time out of work to get body and mind in balance, never mind achieve personal goals. That was a few years ago and, as we write this book, it seems that in general things haven’t improved. In fact, with the current pressures on resources, competition for market share and increasing globalisation, people are struggling more than ever to maintain their personal and professional effectiveness.
Not so the managers – and others – who have embraced the Five-Minute Coach. They no longer fight fires constantly. They are getting much better results as others take ownership of issues where appropriate. Their approach to work has become more proactive and less reactive; and they are creating opportunities to get a strategic perspective and make a real difference.
As the name suggests, the Five-Minute Coach is an approach to coaching. Increasingly, people find a coaching style of influencing and leading much more effective than controlling and directing. The challenge individuals find though is that coaching just seems to take too long – until now. This book introduces you to a technique of coaching that’s ideal for busy people who need to get results swiftly.
Developing the skills
Once you’ve learned the Five-Minute Coach technique, you’ll find it becomes very easy to employ in your working day to make a difference in as little as five minutes. To build that flexibility you need to get to grips with the whole framework, such that you can run a formal coaching meeting with it. A full session does last more than five minutes, although it’s still very fast.
After that you’ll find yourself using Five-Minute Coach questions in conversations and meetings, and creating positive change around you as a result. Before long, coaching becomes integrated into day-to-day communications between you and your colleagues and a coaching culture emerges.
What it does
The Five-Minute Coach helps people to make a step change in the way they work, which in turn leads to significantly improved performance, in two simple ways:
1 Delegating. The process ensures that problems are delegated to their rightful owners. Rather than rescuing others, you relinquish responsibility and return issues back to those who raise them. Often the person who knows most about the problem is best placed to resolve it. With this approach you enable people to take responsibility, to devise solutions, to innovate and to make decisions. Meanwhile, you create the time to think and act differently, and make a more useful contribution yourself.
2 Revolutionising thinking. You establish a shift from problem-thinking to an outcome focus. Solving a problem can create a result that is quite different from that generated when attention is on an outcome – what we want to have happen. This doesn’t involve ignoring problems; rather you have a new, effective method of moving beyond a problem.
Before long this step change becomes embedded. People start to consider outcomes rather than raising problems. They know they can take ownership and choose when to ask for help – or coaching. Meanwhile, managers stop fixing everything themselves, coach where necessary and get a whole new perspective on the work they are doing. Stress reduces, performance improves and everyone benefits.
Clean questions
The Five-Minute Coach has its roots in Clean Language, a methodology for working with individuals first developed for use in psychotherapeutic settings. Its originator, David Grove, developed the concept of ‘clean’ questions1 – those which contain the minimum of assumptions and none of the questioner’s ideas, thoughts or suggestions. These questions direct attention to the interviewee’s own words and deepen and develop her thinking.
James Lawley and Penny Tompkins studied and further developed Grove’s approach, creating Symbolic Modelling,2 described in detail in their book, Metaphors in Mind.3 Thanks to this work and the training and support they have given to us and many others over the last decade and more, Clean Language is now used in many settings, from business to communities, schools to hospitals, charities to homes. You can discover more about Clean Language by visiting www.cleanlanguage.co.uk (see also Chapter 13).
‘Clean’ questions, the principles of Clean Language and the structure of Symbolic Modelling, including Lawley and Tompkins’s Framework for Change,4 are at the heart of the Five-Minute Coach. We have taken key clean questions and built a framework that is easy to learn, quick to use and effective at changing the way people think and work.
How to use this book
This book is designed to help you learn how to use this pragmatic and impactful approach to coaching to change the way you work and improve the results you get.
Chapters 1 and 2 describe the Five-Minute Coach and what you need to do to get started. Chapters 3–7 then lead you through the five stages of the process, step by step. To learn the coaching approach you’ll need to read them in order – at least initially. You’ll discover that these chapters include the Five-Minute Coach questions and guidance on how to use them, complete with examples. You’ll find tips, troubleshooting and practice activities, as well as ideas on how you can use the questions in five-minute conversations once you have learned to coach this way.
Then you’ll find chapters to dip into when you want to learn more. Chapters 8 and 9 give you guidance on how to handle unexpected responses when coaching. Chapter 10 has some exercises to help you practise your skills. Chapter 11 tells you how the Five-Minute Coach is being used in practice. Chapter 12 explains more about coaching. Chapter 13 includes a list of resources should you want to take your journey of discovery with the Five-Minute Coach further.
Book conventions
Gender
At certain points in the book, to emphasise the importance of the coachee’s role in the process, we refer to a coachee by gender (i.e. he or she). We use one pronoun only to make it easier to read, so for example, in the ‘Five-Minute Stage in brief’ sections at the start of Chapters 3–7, we have made the coachee female through all five. Elsewhere, we alternate gender from one chapter to the next – after all, this book is relevant to all!
Question structure
Much of the book is devoted to helping you to ask structured, ‘clean’ questions from the Five-Minute Coach. So you need a way to recognise, quickly, which part of the question stays the same and which varies depending on what your coachee has said. To help you, the part of the question that stays the same is in bold text, while square brackets indicate which of the coachee’s words to insert, and where. For example:
And when [last answer], thenwhat happens?
requires you to insert the answer the coachee gave to the previous question in the part of the question indicated within the brackets.
Five-Minute conversations
The instructions in this book are, in the main, presented in a way to help you learn the skills of using the Five-Minute Coach to coach formally. Once you have practised coaching in this way, and are ready to use Five-Minute Coach questions informally in everyday conversation, you’ll find out how to do this, and where they might be useful, at the end of Chapters 2 – 7 and read some examples in Chapter 11.
Chapters 3–7
These chapters lead you through the five stages of the Five-Minute Coach. There are similarities in their format to help your learning:
So, if you’re a busy person who needs to get results quickly, keep reading to find out how you could benefit from the Five-Minute Coach, as many others have done.
The organisation’s experience
Radiography service managers from three different NHS trusts tell of their achievements with the Five-Minute Coach:
“In just over two months there’s been a 10 per cent increase in patients seen in Ultrasound; we’ve saved up to 30 hours of work per month and machine productivity increased from 70–90 per cent.
We’ve saved up to 28 bed days a month and saved two hours of consultant time per week.
We’ve increased capacity from 23 to 31 patients per day and patient wait has dropped from 26 days to two!”
The coachee’s experience
A teacher coached with the Five-Minute Coach said:
“I found it exciting, frustrating, enlightening, emotional, thought-provoking and empowering. It helped me to get perspective. It allowed me to explore my problem without the usual social communication constraints of being amusing, not droning on, etc. The fact that the coach made little eye contact and gave away nothing through facial expressions was extremely liberating; like being in the room all alone but with a force that was pushing me forward to find the answers. It helped me discover new things. It helped me push further into finding a way of dealing with my problem. It felt very self-generated and improved my self-belief.”
The manager’s experience
A manager using the Five-Minute coach reported:
“I no longer take work home. I have stopped doing an extra 14 hours per week. We are getting more done and morale in my team is much higher than in the rest of the department. It’s a win-win situation.”
1 Grove, D. (1998). The Philosophy and Principles of Clean Language. Available at www.cleanlanguage.co.uk/articles/articles/38/1/.
2 See Chapter 13 for other opportunities to access information on Symbolic Modelling and Clean Language.
3 Lawley, J. and Tompkins, P. (2000). Metaphors in Mind: Transformation through Symbolic Modelling. Developing Company Press.
4 Lawley, J. and Tompkins, P. (2012). A Framework for Change. Available at www.cleanlanguage.co.uk/articles/articles/313/1/.
Chapter 1
Meeting the Five-Minute Coach
Changing the results you get at work by learning how to coach in as little as five minutes starts here. In common with the way most skills are developed, you begin with learning the fundamentals of the process – the principles, the structure and the conventions of the Five-Minute Coach. Then you’ll be equipped to run a full coaching session this way and you can choose when to use selected Five-Minute Coach questions in everyday conversations to create change for good.
It doesn’t take long to learn the basics and get practising. Chapters 3–7 lead you through what you need to do at each stage, as well as how you can use the questions in everyday situations to change thinking, behaviours and performance in as little as five minutes!
The Five-Minute Coach is one of the most non-directive methods of coaching around. It works to people’s own strengths and work styles rather than imposing solutions and approaches. Even if you have coached before with other coaching styles and tools, you’ll find this approach intriguingly different. This way of coaching generates fast, sometimes unexpected, always interesting and effective results.
