Content: Behavior Based Coaching, Change, behavioral change models and executive coaching tools and techniques, business coaching and psychology coaching  and coaching techniques, leadership and executive coaching and psychology, corporate coaching in the workplace, behavioral competencies, behavior and executive coaching in the workplace, business coaching and psychology, behavior and  Interpersonal skills, Psychology and coaching tools and techniques, business coaching, executive coaching and professional development and personal skills, executive coaching skills in the workplace, executive coach, business coach, personal skills, coach professional development, change behavior  
      

 


       Certified Master Coach Course -Some Preliminary Guide Notes:
      Behavior Based Coaching: -An explanation

         -
Achieving Validated, Measurable Behavioral Change in the Workplace ©

           (includes extracts from text book 'Behavioral Coaching' by Zeus and Skiffington -published and copyrighted by McGraw-Hill, New York)..
Some Key Points:

• Behavior-based (evidenced-based) coaching is a third wave psychological approach (looking forward and not backward) to achieving sustainable behavioral change in a relatively short time frame. We learn and unlearn to established laws, and validated behavioral change techniques can alter the way we behave.

Today, the specialist fields of behavioral neuroscience, brain-based learning and positive psychology and have helped us open new windows of explanation as to who we are and what we are capable of. Behavioral coaching is evidence-based in that it applies recent behavioral science research: 1) on why and how “coaching” works and, 2) to bring about measurable, sustainable learning acquisition and change.

Rather than concentrating of what leaders are, as the traditional trait approach urges, today's behavioral approach has enabled us to look at what people do.

Personality traits and leadership traits are difficult to measure. How can we measure traits such as honesty, integrity, loyalty, or diligence? To measure traits, researchers relied on constructs which lacked reliability and, given differing definitions, also lacked validity. Today, researchers have turned to an examination of leader behaviors. With behaviors, researchers could rely on empirical evidence. Behaviors, contrary to traits, can be observed, assessed and measured.

Behavior = A person's actions  -which are controlled by the sum of their thinking, beliefs and feelings about specific ideas, situations, or other people. The three primary types of organizational behavior are: Leadership Behavior, InterGroup Behavior and Political Behavior.

All learning leads to nothing when people don’t change their thoughts and actions (read: behavior). 21st Century, professional coaching is an integrative approach founded on the behavioral sciences. Today, a coaching model must encapsulate emotions, beliefs, values, attitudes and motivation levels. See: Behavioral Coaching Institute's Neuro-Self-Transformation

Principles of behavior based coaching ('behavior' derived from the term 'behavioral' sciences and not the limiting theory of behaviorism or behavioral psychology) have developed over recent years from the fields of evidence based psychology, neuroscience and validated and proven organizational change principles.

The five primary influences to behavior based coaching:
1) Neuropsychology / Neuroscience -the study of the relationship between behaviour, emotion, and cognition on the one hand, and brain function the other.
2) Emotion Focused Approach – how to become aware of and make productive use of emotions.
3) Evolutionary Psychology - explains mental and psychological traits as the functional products of natural selection.
4) Cognitive-Behavioral Approach -how to enhance thinking skills, conceptual thinking and decision making e.g.; self-responsibility.
5) Solution-Focused Approach - focusing on solutions not problems e.g.; finding out what works and and doing more of it and stopping doing what doesn't work and doing something else.

Coaching at Work: Generally the reasons for seeking out a coach are linked to the desire for change at one or more of three levels. For example, there may be issues around:

  • Intrapersonal skills– e.g. a desire to become more effective at time-management
  • Interpersonal skills– e.g. a desire to develop more productive relationships with fellow workers
  • Organizational skills– e.g. a need to develop a more strategic approach to organizational policy

By positively changing an individual's behavior at any one of the above levels the organization as a whole will benefit as the individual increases his or her effectiveness.

Behaviors are learned and can be "unlearned"- Behavior is not a person's innate Personality:
-The temptation to attribute the cause of performance problems solely to personal style and individual motivation issues.
 
It is vital that today's leaders/managers understand the difference between trying to change someone’s personality and trying to change someone’s behavior. Unfortunately, most managers make no distinction. Leaders/managers typically believe that the root cause of most employees’ performance problems is related to who they are (their personality) rather than what they do (their behavior.) They often communicate a belief -often indirectly and unintentionally -that performance problems are related to personality issues. A common
solution is to encourage the employee to change themselves through some personality type profiling change program. This not only doesn’t work but communicates blame to the employee's personality.

Defining Behavior = Better Performance:
Behavior-based coaching provides a better, proven framework for looking at the root causes of behavior, one that starts with a clear definition of behavior. The ability to describe behavior (personal skills) in objective, observable terms is an important performance tool for leaders/managers. Describing behavior in observable terms helps managers to balance their focus on process and outcomes. Leaders/managers also need to understand the effects of their behavior on themselves and others.

Describing behavior makes finding a solution easier whereas focusing on personality issues invariably makes the task very difficult:
By objectively discussing behavior, leaders/managers also keep work-related discussions in a constructive problem-solving mode that is less likely to make employees defensive. Objectively discussing behavioral concerns is so much easier than trying to change an employee’s personality or motivation. Furthermore, discussing objective behavior makes effective communication easier. When discussing internal attributes, such as personality, different people have different interpretations of the terms being used. Objectively describing behavior helps keep everyone on the same page and lowers the risk of miscommunication.

For example; a senior manager of a large firm, for years had received critical descriptions of himself as a controlling micromanager. In the past, he wasn't really shown how to address the problem because words such as controlling made statements to him about his personality. Recently however, he begun working with a coach who took a behavior-based approach about helping him change his actions rather than his so-called personality. As such, he was provided the requisite behavioral tools to help change his thinking and verbal behavior. Within a short time, the entire organizational environment around him changed. People felt they could actually do their jobs without getting approval for every single move and…more things were getting done. The change in his behavior had changed his life for the better and that of everyone around him.

The Need for Behavioral based Coaching:
-Traditional deployment of outdated coaching skills training initiatives fail to produce sustainable change in behaviors.
 
Today's organizational goal is to utilize a professional development change program that changes behaviors and enhances performance so that business objectives are achieved. Many coaches are failing this challenge to positively impact an employee's individual perceptions, self awareness and relationship management, and ways of approaching people, problems and situations differently than in the past.

Behavioral competencies:
Too often in organizations people are hired or promoted for their technical expertise and fail because of their behavioral competencies. Behavioral competencies are not innate talents, but learned abilities, each of which has a unique contribution to making leaders more resilient, and therefore more effective. Behavioral competencies control the leader's/manager's ability to perform, get along with others, adapt to changing situations, and other issues.

The difference between technical and behavioral competencies:
Technical competencies are usually learned (in an educational environment or on the job) whereas behavioral competencies (self-awareness, self-management and work habits and values) are typically learned through life experiences. Behavioral competencies are the processes or control laws that use the technical competencies to achieve and/or maintain goals.

Traditional business coaching fails to deliver:
Traditional coaching, built around Effective Listening Skills, Questioning and Goal Setting etc, falls well short of developing behavioral competencies. Coachees are given feedback about how to do it better, what to change, what the standard is for high performance etc. However, this "one size fits all", simplistic approach to developing competencies is ineffective as it ignores our individual complexities. 

In traditional coaching the participants shortly revert to habitual patterns at the conclusion of the coaching cycle. It's an expensive venture for a short-term "buzz." Thus, the challenge for coaching professionals is to enhance organizational effectiveness with a behavioral change and learning model that strengthens and sustains individuals in their behavioral competencies. 

The rapid acquisition of lasting personal skills and learning acquisition is an essential challenge facing all organizations. Training alone cannot ensure competence. It simply comes down to changing a person's behavioral patterns—what people do and don’t do to make the acquisition of each new skill a reality. 
 



-- Behavior based coaching has its foundation in the applied behavioral sciences:

The applied behavioral sciences provide a method for understanding the behavioral side of coaching. The behavioral sciences provide us with a rigorous way to approach the people side of the change process and show us how to understand and successfully work with behavior if we analyze the factors that influence the behavior.
The principles and procedures of behavior-based coaching have been developed and verified through a combination of many years of rigorous evidence-based psychological principles fused with proven management, leadership and organizational change principles and practice.

The first step is to recognize that developing a behavior based coaching program depends on which appropriate methodology is used and the rigor with which the necessary behaviors are identified, measured and addressed. See: Neuro-Self-Transformation

Behavior based coaching is also a way of distinguishing professional coaching practice grounded in proven science versus the simplistic, unproven coaching approach popularized by the many ill-trained and unqualified "coaches".

The bottom-line:
Unleashing the full power of an organization starts with the individual. With behavior based coaching the individual can be shown how to self-manage himself or herself and significantly up-grade his or her personal and professional skill sets, feel balanced, alert, in control and powerful and be able to make the greatest contribution to the organization. When an organization's people move into a zone of optimum, sustainable best performance, so does the organization.

 


The key to success in any coaching initiative is the selection of the appropriate behavior based change model to fit
the client's specific needs.
The Behavioral Coaching Institute's industry-proven Certified Master Coach Course (world's top-rated professional coach course -ICAA Survey) meets the critical needs for coaches to be trained and mentored in the use of a range of validated, reliable behavior based coaching models, tools and techniques. See: -The Institute's invitational, fast-tracked, Certified Master Coach course (Self-study, Campus or Distance Learning Format).  Read More >..

 

 
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                             :
The New Science of Coaching

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Content: Behavior Based Coaching, Change, behavior and executive coaching in the workplace, business coaching and psychology, behavior and   Interpersonal skills, Psychology and coaching tools and techniques, business coaching, executive coaching and professional development and personal skills, executive coaching skills in the workplace, executive coach, business coach, personal skills, coach professional development, change behavior, behavioral change models and executive coaching tools and techniques, business coaching and psychology coaching  and coaching techniques, leadership and executive coaching and psychology, corporate coaching in the workplace, behavioral competencies,