CorporateCoach eNewsletter
Issue No. 72, 27th September 2004
CONTENTS
- Editorial:
Would you rather be happy now?
- Coaching
notes: Coaching with a solutions focus.
1.
Editorial: Would you rather be happy now?
 I
have met several people this week who have been talking about how they
could be happy in the future. My aspiration is to be happy in the present.
Anthony Robbins
has a set of questions that he uses to focus on positive outcomes. I thought
you might like to see them.
Anthony
Robbins' morning power questions
Our life
experience is based on what we focus on. The following questions are designed
to cause you to experience more happiness, excitement, pride, gratitude,
joy, commitment and love every day of your life. Remember, quality questions
create a quality life.
Come up with
two or three answers to all of these questions and feel fully associated.
If you have difficulty discovering an answer simply add the word “could”.
Example: “What could I be most happy about in my life now?”
- What
am I happy about in my life now?
What about that makes me happy? How does that make me feel?
- What
am I excited about in my life now?
What about that makes me excited? How does that make me feel?
- What
am I proud about in my life now?
What about that makes me proud? How does that make me feel?
- What
am I grateful about in my life now?
What about that makes me grateful? How does that make me feel?
- What
am I enjoying in my life right now?
What about that do I enjoy? How does that make me feel?
- What
am I committed to in my life right now?
What about that makes me committed? How does that make me feel?
- Who do
I love? Who loves me?
What about that makes me loving? How does that make me feel?
Evening
power questions
- What
have I given today?
In what ways have I been a giver today?
- What
did I learn today?
- How has
today added to the quality of my life or how can I use today as an investment
in my future?
Anthony Robbins
is coming to London in October (15-18) to deliver his famous "Unleash
the Power Within" seminar. I attended the very first one in Birmingham
many years ago, including the firewalk. It is certainly a worthwhile experience
– both for personal development and for modelling a great presenter.
Find out more.
I am pleased
to welcome another contributor author from my recent overseas trip. I
met Roland Nagel on a beautiful afternoon in Sydney. He sent me a contribution
about coaching with a solutions focus. Many thanks Roland.
USEFUL
LINKS:
LETTER
TO THE EDITOR
Dear Editor
Many thanks
for How
to get out of a rut. Manna from Heaven.
I offer back
as a gift – when working with high output, low personal achievement
people my most powerful intervention is – “Choose what you
will fail at and make it public”. In a world gone mad about positive
speaking it is hard to get this one across and when it works it is the
most powerful moment of choice.
Cliff
C Edwards
SkillNet
UK Limited
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They are suitable for a short intervention or a meeting held for the specific
purpose of generating new ideas [MORE].
2.
Coaching notes: Coaching with a Solutions Focus
“Each problem that I solved became a rule which served afterwards
to solve other problems”
René
Descartes (1596 – 1650)
French philosopher and mathematician
 In
most coaching situations, identifying and analysing a problem becomes
the precursor for action planning and subsequent change. Breaking from
this traditional mould, ‘solutions focused coaching’ emphasises
the solution rather than the problem, the future rather than the past
and a positive focus on ‘what is going well’ rather than the
negative approach of what is ‘not working’.
The Philosophy
of Solutions Focused Coaching
Based on
an originally therapy-based application devised by Steve de Shazer and
Insoo Kim Berg, Solutions Focused (SF) Coaching:
- Sees problems
as creating the path to the solution. There is no need to analyse the
problem and investigate causes, just focus on the solution. In other
words, a problem can be solved without its cause being known.
- Focuses
on possible solutions that are hidden inside the problems.
- Involves
asking useful questions to solve the problem rather than offering predetermined
solutions.
- Moves
to ‘free’ the coachee from negative thought systems and
beliefs towards the more positive.
- Achieves
a more rapid generation of solutions and therefore success
- Provides
the coachee with the tools (as described in the next section) necessary
to adopt solutions-focused thinking to problem solving. Thereby, the
coachee eventually takes ownership of reaching the solution and can
adopt this same approach for future problem solving events.
In his book
‘Keys to Solution in Brief Therapy’ , Steve de Shazer
describes a ‘solutions focus’ with the following metaphor:
"The
complaints that clients (coachees) bring to (the coach) are like locks
in doors that open onto a more satisfactory life. The clients have tried
everything they think is reasonable, right and good and what they have
done was based on their true reality, but the door is still locked, therefore
they think their situation is beyond solution. Frequently, this leads
to greater and greater efforts to find out why the lock is the way it
is or why it does not open. However, it seems clear that solutions are
arrived at through key rather than through locks; and skeleton keys (of
various sorts) work in many different kinds of locks. An intervention
only need to fit in such a way that the solution evolves. It does not
need to match the complexity of the lock. Just because the complaint is
complicated does not mean that the solution needs to be as complicated.”
The ‘Tools’
of Solutions Focused Coaching
There are
a number of ‘tools’ which can be used in solutions focused
coaching. These are not ‘physical tools’ such as 360 feedback
or other survey instruments often used in executive, team and other workplace
coaching, but SF ‘tools’ are more techniques that can be used
systematically to help reach the solution:
Platform
and Goal Setting
It is essential
to establish the ‘platform’ or starting point so that the
difference between it and the ‘future perfect’ (described
next) can be defined and, once achieved, recognised. From the platform,
goals can be set which then become milestones for monitoring progress
towards the achievement of the desired outcome. Clarity about their goals
helps people create practical solutions.
Future Perfect
There are
different terms, which can refer to the ‘future perfect’ such
as the Magic Future, Ideal Final Result, Documentary of Success or just
the Miracle. ‘Future Perfect’ is a tool used to help the coachee
describe what would the situation be like if the problem went away overnight.
In prefacing
the ‘Miracle Question’, the coach asks the coachee to pretend
that, when arriving at work one morning, the problem has been solved due
to an overnight ‘miracle’. The coachee is asked to describe
what is now different at work because of this miraculous occurrence.
When de Shazer
introduced this concept, he discussed it in terms of the ‘crystal
ball’ technique. It is used to project the coachee into a future
that is successful. De Shazer contends that by simply having the coachee
view his or her future in a ‘crystal ball’, this can be enough
to pre-empt different behaviour thereby leading to a solution.
The rationale
behind the ‘miracle’ question is not just to describe solution
but also to help the coachee articulate how it can be recognised. Therefore,
when the solution is realised, the coachee will be in a position to accept
that it has actually occurred.
Exceptions,
Counters and Keys
Once the
‘future perfect’ has been described, the coachee may observe
‘exceptions’ or ‘counters’. An exception may occur
when an aspect of the ‘future perfect’ or something even starting
to resemble it, has happened. In other words, an exception is a time when
the problem does not happen, happens less or is less severe. Within these
exceptions or counters, the door to the solution may start to open.
An application
of the term, ‘the exception proves the rule’ is useful to
help explain this concept. For example, a manager may have constant difficulty
facilitating staff meetings. During a coaching session, an ‘exception’
is revealed when the meeting was well run. The coachee then identifies
what made the meeting successful on this occasion and uses this as a basis
for conducting future meetings. The coach’s questions enable the
manager to see the exception to the rule and adopt this approach in facilitating
future staff meetings.
Following
from ‘counters’ the coach helps the coachee find the ‘keys’
to the solution. Through a systematic approach using the various SF tools,
the coachee begins to identify or describe how or when even part of the
solution has occurred.
Scaling
Scaling can
be used to help the coachee quantify how close we are to the ‘future
perfect’ or the ‘miracle'. For example, on a scale from 0
to 10 where 10 means ‘future perfect’ and 0 means ‘we
are nowhere’, the coachee is asked to rate where we are now. If
the coachee responds, ‘we are now only at 2’, the coach turns
this to a positive and by asking ‘what has already happened that
has made it a ‘2’ and not a ‘1’ or ‘0’?
The focus on the discussion is then on what needs to be done to ‘go
up the scale’, even if only in marginal increments.
Compliments
and Affirming
Giving compliments
and affirming provide the coachee with positive reinforcement to accelerate
reaching the solution. Complimenting or providing positive affirmation
is a change in mindset for many people at work who are used to receiving
only critical or negative feedback. According to de Shazer, the purpose
of the compliment is to produce a ‘yes set’ that helps the
coachee into a frame of mind to accept something new.
This approach
also enhances the quality of the rapport and interaction between the coach
and coachee. Put simply, ‘the action is in the interaction’.
Small actions
As mentioned
under ‘scaling’, it is acceptable to progress even in marginal
increments, as small steps will eventually lead to significant differences.
A small positive change now can create a ‘snowball effect’
in which one breakthrough leads to another.
What are
the Components of a Typical Solutions Focused Coaching Intervention?
Co-operative
Relationship
An important
starting point in an SF coaching intervention (or any other coaching activity)
is to establish trust and understanding between the coach and coachee.
Sometimes referred to as ‘socialising’, a positive working
relationship not only allows any mistakes to be forgiven but also accelerates
progress towards the ‘future perfect’.
Recognising
solvable and unsolvable problems
With solutions
focused coaching, it is essential to keep the intervention ‘on track’
by focusing on solvable issues only. This is achieved when the coachee
can define a solution. Without being able to do so, the problem remains
‘unsolvable’. The problem is considered unsolvable if it is
expressed:
– in
a vague or unclear manner
– in terms of what the coachee does not want to see happen or
– in a way where you cannot tell whether or not it has been solved
The problem
is also considered ‘ unsolvable’ if the coachee does not want
to do anything differently but is only seeking an action or change from
someone else.
Encouraging
solution talk
Solutions
focused coaching discourages ‘problem talk’ and replaces it
with ‘solution talk’ or ‘problem-free talk’.
People are
more naturally oriented towards ‘problem talk’ because they
have a greater comfort level when dealing with the past where they can
analyse a problem and examine its causes and effects.
‘Solution
talk’ is more about exploring issues that are focused on the desired
outcome. This does involve a change in the frame of reference and the
coachee is encouraged to talk, in specific concrete terms, about the preferred
‘future perfect’. When the coachee starts talking about the
solution and relates issues such as intentions and resources, this is
positively encouraged, even if it is just a small step forward.
Resources
There are
a wide range of resources which coachees have at their disposal to help
them achieve the solution, many of which may even be long forgotten by
the coachee. There are both concrete and intangible resources. Examples
of each include:
Concrete
– communication skills, conflict or crisis management, business
insights, time and finances
Intangible
– effort, the will to succeed, company loyalty and colleagueship.
Less obvious
but no less valuable resources can be experience gained from having to
downsize a business, addressing staff morale issues or losing a major
client.
Even talents
such as home renovating, coaching a children’s soccer team or caring
for an elderly relative are resource talents which can be harnessed to
help reach a solution.
Agreeing
the next steps
Towards the
end of an SF coaching session, it is important to summarise and agree
the next steps. These are more likely to be small, incremental steps in
the right direction rather than aimed at achieving the desired outcome
immediately. Often, the steps are agreed on an experimental basis and,
if they are more effective than anticipated, they become a bonus. Smaller
steps help develop a momentum which, through tools such as keys, compliments
and scaling, should help accelerate reaching ‘future perfect’.
Evaluating
As is good
general coaching practice, an integral component of SF coaching is the
feedback loop to evaluate the effectiveness of the coaching intervention.
A discussion takes place on how successfully the solution has been implemented
and, as a result, whether the desired outcome been achieved. Evaluation
helps the coachee move forward by reinforcing positive actions and behaviours
and can be of value when future problem solving opportunities arise.
Conclusion
The three
main tenets of solutions focused coaching are:
- People
need to be willing to change or do something differently. If they do
not wish to do so, there is no point in forcing them to participate
in a coaching program, especially one that involves solutions focusing
- It is
important to do more of what is working – whether this discovery
occurs spontaneously or accidentally or even part of it, this behaviour
needs to be strengthened
- It is
important to stop doing what is not working and trying something different.
- The above
suggest that solutions focused coaching is simple and this is true in
terms of philosophy, language and directness. However, simple does not
mean easy and it is important to apply the techniques in a highly professional,
sensitive and systematic manner in order to achieve desired outcomes.
With a focus on goals, solutions and the application of personal strengths
and experiences (‘resources’), solutions-focused coaching
has ideal applications for people at work.
Roland
Nagel is Director of Nagel
Consulting Pty Limited in Australia, who specialises in developing
high potential leaders through solutions-focused and transformational
coaching.
USEFUL
LINKS:
We aim to make the
Brefi Group web site the premier developmental site for teams and individuals
in organisations, so do please send us your suggestions and requests for
further development. And let us know what you think
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We hope you enjoyed
this issue of CorporateCoach. If you would like to learn more
about how we can work together, then please contact me, Richard Winfield:
Telephone: 08450 678
222, or +44 (0) 121 704 2006 (international)
E-mail: editor@brefigroup.co.uk
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