Business is mostly about dealing with change. And although consultants like us will try to suggest that we are surrounded by the need for transformational change it might just be that it's better for us mere mortals to focus on making incremental improvements. Our pitch here is to get away from the notion of coaching, where there are power based roles - a coach and a coachee, and simply focus on taking part in a conversation. We outline a menu of options for taking part - like a four course meal with four options for each course. We hope you find the choices both appealing and nutritious! Comments, mods and challenges are welcome

1. Working conversations
Building a repertoire for working effectively with others

2. It’s about repertoire…
A stock of plays, dances, or items that a
company or a performer knows or is prepared to
perform.
A stock of skills or types of behaviour that a
person habitually uses

3. And context
Context depends on
the way we make
sense of situations…
...how old is this
person?

4. Repertoire is a response to context.
Remove the traffic controls and drivers,
cyclists and pedestrians have to think and
work with each other in real time rather than
simply obeying orders. Result - fewer
accidents and faster flowing traffic

5. 4 conversations
Create your repertoire of working
conversations by choosing from
4 menus:
4 phases in a conversation
4 ways of taking part
4 things to explore

6. 4 conversations…
1 Introducing repertoire
2 Aligning with repertoire
3 Enlarging repertoire
4 Managing our own repertoire
Aims and goals:
Assess the experience of the person you’re working with in
relation to the demands of the situation
Decide what sort of conversation fits best

7. Introducing repertoire: on the job methods,
skills and knowledge

8. Aligning with
repertoire:
making sense of
the signs that point
out the working
context. Exploring
how to be effective
as the context
unfolds.

9. Enlarging repertoire: encouraging people to
explore the territory beyond their comfort
zone

10. Managing our own repertoire: working on our
ability to make sense of situations and
respond to changes in context

11. 4 phases in a conversation…
1 Situation
2 Leverage
3 Options
4 Who, what, when
Aims and goals:
Assess the need for you to be in control of the conversation and
who should be doing most of the talking
Decide if is this a follow on or new territory
The two ends of the spectrum: an open ended exploration or an
issue to put on the table

12. Situation: establishing what’s going on - the
strands and issues in the current situation

13. Leverage: uncovering
aspirations and
working out the sort
of changes that will
make a difference to
the situation

14. Options: designing what could be
done - coming up with a number
of ways of changing the situation

15. Who, what, when: choosing from the options
and sorting out who will be doing what and
when they will do it

16. 4 ways of taking part…
1 Expert
2 Guide
3 Developer
4 Catalyst
Aims and goals:
Establish where you want to make an impact – is it a case of doing
things differently (expert/guide) or thinking differently (developer/
catalyst)?

17. Expert: the
conversation
revolves around
action - step by step
detail of how to
handle the situation

18. Guide: the conversation is mostly focused
on enlarging and exploring the options and
choices in the situation

19. Developer: the conversation is aimed at
clarifying goals - what are we trying to
achieve in this situation?

20. Catalyst: the conversation is
focused on sparking new thoughts
and creating fresh opportunities

21. 4 things to explore…
1 Context
2 Capability
3 Climate
4 Capacity
Context
Capability Climate
Capacity
Aims and goals:
Clarify the sort of issue you think should
be the subject of the conversation?
Strategic? Operational? Cultural?
Personal?

22. Context: the bigger picture, industry
dynamics, business goals

23. Capability:
Methods and
systems, technical
knowledge, end to
end effectiveness

24. Climate: Habits and norms, management
style, decision taking

25. Capacity: Roles
and skills,
personal
responsibility,
untapped
potential

26. Select a path and shape the way
you take part…
4 conversations
4 phases in the conversation
4 ways of taking part
4 things to explore

27. Jon Kendall
castletonconsulting.co.uk
@jon_kendall
jon.kendall@castletonconsulting.co.uk