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Improving Job Seeker Outcomes
With the G.R.O.W. Coaching Model
Presented by Michele Martin, The Bamboo Project, Inc.
For PWDA Conference, May 7, 2015
Michele Martin
 Certified Career Development
Facilitator Instructor (CDFI)
 5 years HR/recruitment for 2
Fortune 500 companies
 20 years in WFD
Why Don’t They Make Progress?!
We Provide:
 Education
 Advising
 Consulting
Coaching
Effective Job Search is. . .
 Taking the right actions. . .
 At the right times. . .
 Continually monitoring what does . . .
 And doesn’t work. . .
 Changing tactics when you need to. . .
 And keeping yourself motivated in the process!
Realities of Today’s Job Search
 Not enough jobs to go around.
 Jobs that are available aren’t always family-
sustaining or friendly.
 Job search process is confusing and soul-
draining.
 Job seekers feel isolated, frustrated, angry and
ashamed.
Job Seekers need. . .
 Sense of own assets, strengths
 Structure
 Feedback
 Connection
 Emotional support
Coaching is about Asking
 Creates buy-in
 Empowers
 Develops their leadership capacity in their own lives
 Creates authenticity and connection
Benefits of Coaching
 Job seeker sees him/herself as an expert in his/her own life.
 Job seeker “owns” his/her plans and actions
 Increases sense of self-efficacy and self-esteem.
 Builds skills and independence
 Expands support network—less reliance on case manager to
“fix” things.
Getting Started. . .
Things to Consider. . .
 How do you build trust/rapport with your customer?
 How do you create an environment of “co-creation” and
partnership?
 How do you structure your conversations and activities to
support a coaching approach?
“Hosting” the Space
 Be mindful!
 Physical arrangement of space
 Being “present”
 Greetings
 “Soft start-up”
Setting Expectations
 Roles—What is your role and what is the customer’s role in
this process?
 Responsibilities—What are you responsible for and what is
the customer responsible for?
 Process/Structure
 Overall
 Individual sessions—GROW
 Agreements
 Spells out roles, responsibilities and how you want to work
together. Can include timeframes, goals, etc.
Typical Coaching Session
 Review progress so far
 Agree on goal(s) for the session
 Work on that goal through questions, exercises, etc.
 Reflect on insights
 Develop action plan—next steps and time frame.
The GROW Model
Goals
 Define goal/outcomes to be achieved
 “What would you like to accomplish in our work together?”
 “What would you like to accomplish in this session?”
 “What’s important to you in this?”
 “What would success look like to you?”
 Identify visible signs
 “How will you know that you’ve achieved that goal? What will be
different? “
 “How will you know that the problem is solved?”
Reality
 What is the current reality in relation to goals?
 “What is happening now with that?”
 “What is the result of that?”
 “Who else is involved? How are they involved?”
 “How are you feeling about all this?”
Options
 Explore potential options, first with questions:
 “What have you tried so far?”
 “What else could you do here?”
 “Have you dealt with something similar before? Could
we borrow from that now?”
 Then with your own suggestions:
 “Have you tried. . .?”
 “Something that has worked for other people is. . . “
 “What do you think about trying . . . ?”
 “Can we build on something you said earlier and
try. . . ?”
 “I’d like to try something with you if you’re OK with it. . .”
Will
 Help your customer commit to specific action.
 “Now that we’ve discussed your goals and some options, which of
these do you want to try?”
 How will this action help you achieve your goal?
 “What steps do you need to take on this before our next meeting?”
 “What’s one small thing you could do to move this forward?
 “What help do you need from other people, including me?”
 “Do you anticipate any problems making this happen? How can you
deal with those problems?”
 “Do you have any fears or concerns about taking this action? How can
we address those?”
Tips for Implementing GROW
 Goals/Reality/Options steps aren’t linear—leave
room to circle around those steps and to further
clarify.
 End with Will step—what can the customer agree
to do? What will you do? What will his/her team do?
 Focus on asking questions, effective listening
and helping the customer clarify responses,
better understand his/her goals and motivations.
 Watch your impulse to tell the person what to do.
 Use silence—leave space for thinking.
Let’s Practice!
 Triads:
 Coach
 Coachee
 Observer/Note-taker
 Pick a real-life topic.
 10 minutes for coaching session
Building on GROW
Tips for Building Rapport
 Listen with intention
 Relate your own experiences and stories.
 Practice “generous listening”—what is the honorable
intent in what the customer is saying?
 Ask for feedback on your own performance—what
can you improve?
 Admit failures and mistakes—and share what you’ve
learned from the experience.
 Exhibit your trust in the customer and in his/her skills
and strengths.
Tips for Setting Goals
 Ask what they want to work on and why they want it—help
them explore not just what, but WHY they want something.
 Tie goals to values—what’s important to this person? (Not
what “SHOULD” be important, but what IS important).
 Help customer summarize the problem or issue in one simple
sentence.
 Use pictures to represent goals and action steps (similar to
vision boarding)
Tips for Giving Feedback
 Focus on strengths, what the customer has done well—how
can they build on this?
 Ask what customer has learned from the experience and how
it might impact future behavior.
 Connect to customer values, goals and priorities—how did an
action impact these?
 Work on suspending judgment about what customer “should”
do or how he/she “should” be. Help them with what is.
Using “Challenges”
 A challenge is a powerful request that asks the client to extend
beyond self-limiting beliefs.
 Includes a specific action and a date/time for completion.
 Clients can respond with yes/no or counter-offer
 Examples
 “I challenge you to finish that resume by tomorrow morning”
 “I challenge you to find three job openings that interest you by
Wednesday.”
Using Experiments
 Position actions as “experiments”—things to “try out” and learn
from.
 Start small and build.
 ActReflectAct
 Debrief—what happened? How did that feel? What did you
learn from that experience that you can use in the future?
 “What can you try next?”
Coaching Tools & Strategies
Agreements
Goal-Setting
Evaluating Progress
Daily Question
“What one thing can I do today, no
matter how small, to move me in the
direction of. . . “
Career Mastermind Groups
 Purpose: Provide ongoing accountability, ideas, support,
resources, trouble-shooting, learning.
 Facilitated and co-created by members.
 Staff provide structure, support, ideas
 Focus is on:
 Goals for the week
 Progress
 Troubleshooting
 Just-in-time learning
Benefits of Group Coaching
 Increased probability of achieving goals
 Distribution of obstacles
 Collective wisdom and multiple perspectives
 Resource sharing
 Diffusion of stress
 Accelerated motivation
 Support & challenge
Tips on Group Coaching
 Make it different—this is NOT “training”—this is doing!
 Help job seekers own the discussion:
 What problems/issues do they want to work on?
 Encourage them to engage with each other, to ask questions, give
feedback
 Discourage turning to you as the “expert.”
 Watch for coachable “aha” moments—call attention to them
with the group.
 Help them stay on track--avoid black hole discussions.
 Finish with an action—”I will. . . “
Next Steps. . .
 Observe yourself—how can you integrate the GROW model
into your practice with job seekers?
 What is ONE strategy you can experiment with?
 Talk with colleagues—how could you work together to try out
these strategies and learn from them?
 What are YOUR assets and strengths? How can you build
on them to develop yourself as a coach?

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Improving Job Seeker Outcomes with the G.R.O.W. Coaching Model

  • 1. Improving Job Seeker Outcomes With the G.R.O.W. Coaching Model Presented by Michele Martin, The Bamboo Project, Inc. For PWDA Conference, May 7, 2015
  • 2. Michele Martin  Certified Career Development Facilitator Instructor (CDFI)  5 years HR/recruitment for 2 Fortune 500 companies  20 years in WFD
  • 3. Why Don’t They Make Progress?!
  • 4. We Provide:  Education  Advising  Consulting
  • 6. Effective Job Search is. . .  Taking the right actions. . .  At the right times. . .  Continually monitoring what does . . .  And doesn’t work. . .  Changing tactics when you need to. . .  And keeping yourself motivated in the process!
  • 7. Realities of Today’s Job Search  Not enough jobs to go around.  Jobs that are available aren’t always family- sustaining or friendly.  Job search process is confusing and soul- draining.  Job seekers feel isolated, frustrated, angry and ashamed.
  • 8. Job Seekers need. . .  Sense of own assets, strengths  Structure  Feedback  Connection  Emotional support
  • 9. Coaching is about Asking  Creates buy-in  Empowers  Develops their leadership capacity in their own lives  Creates authenticity and connection
  • 10. Benefits of Coaching  Job seeker sees him/herself as an expert in his/her own life.  Job seeker “owns” his/her plans and actions  Increases sense of self-efficacy and self-esteem.  Builds skills and independence  Expands support network—less reliance on case manager to “fix” things.
  • 12. Things to Consider. . .  How do you build trust/rapport with your customer?  How do you create an environment of “co-creation” and partnership?  How do you structure your conversations and activities to support a coaching approach?
  • 13. “Hosting” the Space  Be mindful!  Physical arrangement of space  Being “present”  Greetings  “Soft start-up”
  • 14. Setting Expectations  Roles—What is your role and what is the customer’s role in this process?  Responsibilities—What are you responsible for and what is the customer responsible for?  Process/Structure  Overall  Individual sessions—GROW  Agreements  Spells out roles, responsibilities and how you want to work together. Can include timeframes, goals, etc.
  • 15. Typical Coaching Session  Review progress so far  Agree on goal(s) for the session  Work on that goal through questions, exercises, etc.  Reflect on insights  Develop action plan—next steps and time frame.
  • 17.
  • 18. Goals  Define goal/outcomes to be achieved  “What would you like to accomplish in our work together?”  “What would you like to accomplish in this session?”  “What’s important to you in this?”  “What would success look like to you?”  Identify visible signs  “How will you know that you’ve achieved that goal? What will be different? “  “How will you know that the problem is solved?”
  • 19. Reality  What is the current reality in relation to goals?  “What is happening now with that?”  “What is the result of that?”  “Who else is involved? How are they involved?”  “How are you feeling about all this?”
  • 20. Options  Explore potential options, first with questions:  “What have you tried so far?”  “What else could you do here?”  “Have you dealt with something similar before? Could we borrow from that now?”  Then with your own suggestions:  “Have you tried. . .?”  “Something that has worked for other people is. . . “  “What do you think about trying . . . ?”  “Can we build on something you said earlier and try. . . ?”  “I’d like to try something with you if you’re OK with it. . .”
  • 21. Will  Help your customer commit to specific action.  “Now that we’ve discussed your goals and some options, which of these do you want to try?”  How will this action help you achieve your goal?  “What steps do you need to take on this before our next meeting?”  “What’s one small thing you could do to move this forward?  “What help do you need from other people, including me?”  “Do you anticipate any problems making this happen? How can you deal with those problems?”  “Do you have any fears or concerns about taking this action? How can we address those?”
  • 22. Tips for Implementing GROW  Goals/Reality/Options steps aren’t linear—leave room to circle around those steps and to further clarify.  End with Will step—what can the customer agree to do? What will you do? What will his/her team do?  Focus on asking questions, effective listening and helping the customer clarify responses, better understand his/her goals and motivations.  Watch your impulse to tell the person what to do.  Use silence—leave space for thinking.
  • 23. Let’s Practice!  Triads:  Coach  Coachee  Observer/Note-taker  Pick a real-life topic.  10 minutes for coaching session
  • 25. Tips for Building Rapport  Listen with intention  Relate your own experiences and stories.  Practice “generous listening”—what is the honorable intent in what the customer is saying?  Ask for feedback on your own performance—what can you improve?  Admit failures and mistakes—and share what you’ve learned from the experience.  Exhibit your trust in the customer and in his/her skills and strengths.
  • 26. Tips for Setting Goals  Ask what they want to work on and why they want it—help them explore not just what, but WHY they want something.  Tie goals to values—what’s important to this person? (Not what “SHOULD” be important, but what IS important).  Help customer summarize the problem or issue in one simple sentence.  Use pictures to represent goals and action steps (similar to vision boarding)
  • 27. Tips for Giving Feedback  Focus on strengths, what the customer has done well—how can they build on this?  Ask what customer has learned from the experience and how it might impact future behavior.  Connect to customer values, goals and priorities—how did an action impact these?  Work on suspending judgment about what customer “should” do or how he/she “should” be. Help them with what is.
  • 28. Using “Challenges”  A challenge is a powerful request that asks the client to extend beyond self-limiting beliefs.  Includes a specific action and a date/time for completion.  Clients can respond with yes/no or counter-offer  Examples  “I challenge you to finish that resume by tomorrow morning”  “I challenge you to find three job openings that interest you by Wednesday.”
  • 29. Using Experiments  Position actions as “experiments”—things to “try out” and learn from.  Start small and build.  ActReflectAct  Debrief—what happened? How did that feel? What did you learn from that experience that you can use in the future?  “What can you try next?”
  • 30. Coaching Tools & Strategies
  • 33.
  • 35.
  • 36. Daily Question “What one thing can I do today, no matter how small, to move me in the direction of. . . “
  • 37. Career Mastermind Groups  Purpose: Provide ongoing accountability, ideas, support, resources, trouble-shooting, learning.  Facilitated and co-created by members.  Staff provide structure, support, ideas  Focus is on:  Goals for the week  Progress  Troubleshooting  Just-in-time learning
  • 38. Benefits of Group Coaching  Increased probability of achieving goals  Distribution of obstacles  Collective wisdom and multiple perspectives  Resource sharing  Diffusion of stress  Accelerated motivation  Support & challenge
  • 39. Tips on Group Coaching  Make it different—this is NOT “training”—this is doing!  Help job seekers own the discussion:  What problems/issues do they want to work on?  Encourage them to engage with each other, to ask questions, give feedback  Discourage turning to you as the “expert.”  Watch for coachable “aha” moments—call attention to them with the group.  Help them stay on track--avoid black hole discussions.  Finish with an action—”I will. . . “
  • 40. Next Steps. . .  Observe yourself—how can you integrate the GROW model into your practice with job seekers?  What is ONE strategy you can experiment with?  Talk with colleagues—how could you work together to try out these strategies and learn from them?  What are YOUR assets and strengths? How can you build on them to develop yourself as a coach?

Notes de l'éditeur

  1. This is a daily reminder to do something to move toward dreams or goals—each day the person asks this question, based on what will be happening in that day. So it might be that on one day, it’s making a phone call to someone who might be able to help with the goal. Another day it could be paying attention to what the person enjoys in their work day so that they can be clearer about the kind of work they like to do.