NBHWC Section 1: Coaching Structure Latest 2023 Graded A+

NBHWC Section 1: Coaching Structure Latest 2023 Graded A+ Four phases of a coaching program Prospect Start-up Ongoing sessions Program close/wrap up Coach preparation prior to the session reviews materials eliminates distractions takes time to become mindful and present Competencies associated with session preparation Coach is calm, present, and emotionally available Review available client materials Logistics (meeting location, conference call arrangements, etc.) The coach's aims for the initial session, or intake session describe the coaching process review information and assessments provided by the client determine if the client is an appropriate candidate for coaching Roles and expectations of coaching the coach will not diagnose or prescribe, nor give unsolicited advice the client will self-determine his/her vision, goals, and action steps; and the client will be actively engaged in trying new behaviors as planned with the coach Coaching principles: coach I will help my client identify and fully engage his or her strengths on the path to a better future I will ask provocative questions and encourage my client to arrive at his or her own answers whenever possible and co-create answers otherwise I will encourage realistic expectations and goals I will be direct and firm with constructive reflections when needed I will support my client in brainstorming creative possibilities for moving forward and navigating roadblocks When appropriate, with permission, and within my scope of practice, I will offer advice, instruction, and resources for improving health, well-being, and performance I will be punctual and responsive I will recognize early whether the chemistry with a client is good or not optimal. If not optimal, I will refer to another coach I will acknowledge when my client has an issue that is outside of my scope of knowledge and skill and recommend other resources I will send a summary of each coaching session, including vision and plan for client editing (or ask the client to do so) Coaching principles: client I want to improve my level of health, well-being, or performance in life or work I am ready to take responsibility to make and sustain changes in at least one area. I am ready to invest at least three months to make improvements I will be open and honest and I share personal information that is relevant to my health, well-being, and performance I am ready to become more self-aware I am curious and open to suggestions and trying new things I understand that setbacks are normal on the path of change and necessary in order to establish new mindsets and behaviors I will be punctual and responsive Four phases in protocol for designing the coaching relationship Set expectations Prepare for the start-up session Session opening Explore well-being assessment Designing the coaching relationship: Set Expectations What is coaching and what is not coaching? Introduces coach's biography Confidentiality and record keeping Discuss coaching agreement principles Clarify expectations regarding logistics (payments, scheduling, rescheduling, and length of sessions) Share assessment for client to complete Designing the coaching relationship: Prepare for Start-up Session Review the well-being assessment: seek out success, notice aliveness, consider stages of readiness, question gaps, and note concerns Practice mindfulness Remember the key coaching skills: mindful listening, open inquiry, perceptive reflection Formulate curious, strengths-based inquiries Designing the coaching relationship: Session Opening Welcome and thank you Thank client for completing assessments Review the agenda: confirm client's expectations and agenda, review an assessment, gather additional information, create vision, design goals Designing the coaching relationship: Explore Well-being Assessment Ask client what questions they have after completing the assessment Ask client what insights they might have had after completing the assessment Gather missing information and clarify the coach's questions Discuss client's medical history and need for physician release, if applicable At their best, health, wellness, and life visions have these qualities Grounded (building on current successes) Bold (stretching the status quo) Desired (what people truly want) Palpable ( as if they were already true) Participatory (involving many stakeholders) Coaching agreement confirms logistics and responsibilities can include: roles logistics fees scheduling inclusion of others if appropriate confidentiality Coaching competencies Calm, present, and emotionally available Show empathy Establish rapport Ensure client's agenda, needs, interests and preferences drive the coaching Invite client to select focus of session Explore the client's vision of optimal health and well-being Establish long-term goal(s) to be enacted by 3-6 months or by end of coaching agreement) Establish or refine client's short-term SMART goals or action steps for what will be accomplished between sessions Actively Listen Ask Open‐ended Questions Help client explore and articulate values, sense of meaning and purpose Explore broader perspectives and inspire interest in new possibilities Share information Discuss and honor client's preferences for self-monitoring Facilitate process of self‐ discovery, learning and insight Prompt for, and amplify positive resources (including past successes, qualities, strengths, and skills) Recommended % of time spent within each section of a 30-minute coaching session Session opening 7% (2-3 mins) Weekly goal review 20% (5-7 mins) Three-month goal review (monthly) 7% (2-3 mins) Generative moment 40% (10-12 mins) Goal setting 20% (5-7 mins) Session close 6% (2-3 mins) Steps in session opening Ask how the client is "in this moment" Use reflection to understand the client's state Ask the client to share the best thing that happened from the previous week(s) Reflect something positive about the client Ask the client to select the first weekly goal to be discussed These are explored in initial stages of coaching values vision purpose priorities # of behavioral goals client might work on between sessions 2-5 Appreciative Inquiry (AI) an approach for motivating change and enhancing well-being that focuses on exploring and amplifying the best in a person or situation It's most effective to begin with this type of question when reviewing goals a positive, "best experience" question ask about what went well and the lessons learned Examples of inquiries for the review process What was the best experience with your goals in the past week? What percentage of achievement did you reach for this goal? What contributed to this level of success? What kept it from being lower? Higher? What did you learn from this experience? Reasons to refer a client to a mental health provider 1. exhibiting a decline in ability to experience pleasure or increase in sadness 2. intrusive thoughts or unable to concentrate/focus 3. unable to sleep or sleeps excessively 4. change in appetite 5. guilt over someone's death 6. feelings of despair or hopelessness 7. hyper-alert or excessively tired 8. increased irritability or anger 9. impulsive/risk-taking behavior 10. thoughts of death or suicide Role of consultant diagnose problems and prescribe and/or implement solutions Role of mentor provides wisdom and guidance based on experience Role of trainer facilitates learning based on prescribed curriculum Role of health educators teach about lifestyle behaviors that promote healthy living and prevent disease Role of personal trainers Guide and direct behavior based on knowledge. Focus is on identifying individual's opportunity for development based on strengths and capabilities. Role of therapy healing pain, dysfunction, and conflict within an individual or relationships Therapy vs. coaching therapy deals with healing pain, dysfunction, and conflict coaching supports growth based on self-initiated change in pursuit of specific outcomes Coaches may only provide advice in these areas where one has nationally recognized credentials Coaches must inform clients of these scope of credentials and expertise These take precedent in matters of professional conduct existing professional, licensure, or certification affiliations Certified coaches may only provide these legally permissible services within the scope of practive of their respective certification Certified coaches must be truthful about these qualifications and limitations of expertise they can only provide services consistent with their competencies Confidentiality the act of holding information in confidence, not to be released to unauthorized individuals HIPAA (Health Insurance Portability and Accountability Act) requires individuals, organizations, and agencies that meet the definition of a covered entity to comply with the law's requirements to protect the privacy and security of health information and must respect certain rights Authenticity "Share what is there", because honest communication leads to learning and growth Mindfulness nonjudgmental awareness of of what's happening in the moment including: thoughts, feelings, physical sensations, and the environment Mindfulness questions (examples) Where am I? What is my body position? What is going on around me? Am I really hungry? What does the food look, smell, feel, and taste like? What am I thinking about? What am I feeling?/ What do I really want to eat? How can I enhance my experience of eating? Steps to activate mindfulness before coaching take three deep breaths close eyes for five seconds become aware of your breathing say to self: - I am grateful for this opportunity to connect and make a difference - I have an opportunity to make a pivotal contribution - I am open and curious about what will unfold Three Core Coaching Skills Mindful listening Open-ended inquiry Perceptive reflections Mindful listening giving careful and thoughtful attention and responses to the messages we receive Cognitive listening listening to the facts Affective listening listening to the feelings and the needs behind the facts Tips for mindful listening Do not think about what you'll say next until client is done speaking Pause after your client has spoken Weave the client's last words into the next step Weave the client's story into later steps Listen for emotions as wells as facts Do not interrupt (except for when your client wanders off track) Mirror what the client has said to confirm understanding Open-ended inquiry Questions that elicit long, narrative answers. Some examples include: What is the best experience you have had with your desired future behavior? What concerns do you have about your current behavior? What values do you seek to live by in your life? Design thinking strategies Empathy Optimism Collaboration Experimentalism Clients base their trust of the coach on these principles benevolence honesty openness reliability competence commitment to maintaining confidentiality Benefits of wellness assessment Trust and rapport Honoring personal preferences The written word Developing discrepancy Wellness assessments provide valuable information about these topics Current state: physical health, lifestyle habits, strengths, life satisfaction, and readiness to make changes A better understanding of client's life context (illness vs. fitness) Awareness of situations such as major loss or recent diagnosis Early indication of the client's strengths and healthy habits as well as health risks and areas of challenge Identification of red flags related to physical health or mental health issues Six Dimensions of Wellness physical emotional intellectual interpersonal spiritual environmental Wheel of Life (co-active coaching) Healthy finances Healthy environment Healthy self-care Healthy relationships Healthy thoughts Healthy time Wellcoaches well-being assessment Energy Life satisfaction Mental and emotional fitness Weight management Physical activity/exercise Nutrition Health Wellbeing assessment can provide information about (uncovering motivation) Priorities Confidence Readiness for change Steps to explore assessment results Read with an open mind Seek out success Notice the client's arousal Consider the stages of change Question gaps Note concerns Ways to establish trust and rapport Hold clients in positive regard Express empathy Slow down Listen with full attention Allow clients to formulate and find own answers Honestly share observations Under-promise and over-deliver Be humble in sharing information and advice Honor confidentiality Experiment/Goal Review Explore full experience with weekly goal, starting with the positive Uses reflections to show listening and understanding of the goal experience Expands inquiry about the client's best experience with his or her weekly goal Responds to client challenges with judgment free reflections and inquiries Asks what the client learned form their experience Affirms the clients strengths, choices and/or situation Inquires about the client's percentage of success Three-month goal review Validates the relevance of the client's vision and connection to the three-month goals Asks about the client's best learning or growth experience with their three-month goals Affirms the client's strengths, abilities, or growth Generative moment Collaborates with client to identify topic (emotional energy) Asks to explore now Encourages client to explore what they really want Explores strengths and values to leverage Explores the environments the client can leverage Explores the decisional balance and develops discrepancy when the clients demonstrates ambivalence Engages client in brainstorming Expresses confidence in clients ability to move forward Goal setting asks the client to choose a goal that is important and that they are ready to pursue explores the support, structure, or environments needed to ensure success and handle challenges assists the client to refine goal to be a SMART behavioral goal uses confidence ruler to improve the client's confidence in reaching that goal asks client to restate goals affirms clients ability to achieve their goals Situation: client is overzealous and unrealistice Approach: monitor goals and help keep them realistic Situation: clients slow to become motivated, no noticeable progress Approach: address readiness for change through AI or MI Situation: client becoming bored Approach: add variety to generative moment discussions, offer new assessment, explore other domains for change Situation: clients not making change process a priority (excuses, missed appts, etc) Approach: share observations, express empathy, inquire what would make a priority Situation: client realizes coach is not a magician, this will take work Approach: normalize their experience, emphasize smaller steps Situation: clients are not attempting behaviors they set as SMART goals Approach: look for what is working and set new goals to get a fresh start, probe deeply for motivators Situation: client is not at 50% of 3-month goal at week 6 Approach: re-assess 3-month goals , revisit vision to reignite its power Situation: client gets discouraged by not seeing results Approach: focus on what is working and on client's strengths, spend extra time on areas which have not been met, create a plan for improvement Phase 4: Coaching Program Close explore reasons for client choosing to stop coaching, ask to complete a brief survey harvest and celebrate their learning, explore what they may want to consider next encourage them to keep making progress and to let you knowhow they are doing ask if you may check in from time to time express your gratitude for the privilege to work with them Phase 1: Prospect phase email personal welcome and introduction discuss what coaching is and is not introduce coach's biography discuss program protocol, fees, and payment terms Phase 2: Program start-up Set expectations Prepare for session Session opening Explore assessment Design a vision Design 3-month goals Design action plan Session close Phase 3: Ongoing coaching program prepare for session session opening actions/experimental goal review 3-month goal check-in generative moment goal setting session close Protocol for designing a wellness vision Value What's working now Strengths Thrive Important Motivation Visualize Past successes Strengths to realize vision Major challenges hurting confidence Strategies Recap Commit Open-ended inquiry (Motivational Interviewing) these allow clients to take an active role in the coaching session as they explore both positive and negative impacts of their behaviors Perceptive reflections (Motivational interviewing) these function like mirrors, enabling clients to see themselves in new ways and improve both motivation and capacity for change Ideal ratio of reflections to questions (Motivational interviewing) 2:1 Rolling with Resistance (Motivational Interviewing) clients don't resist change, they resist being changed these can increase resistance: moralistic judgments diagnostic labels enemy images guilt trips making demands denying choice or responsibility rewards and punishments making comparisons Engaging (Motivational Interviewing) create a calm, safe, judgment free relational space in which people feel secure in honestly sharing their thoughts, feelings, needs, and desires without fear of judgment, ridicule or pressure Focusing (Motivational Interviewing) enable a focused exploration of the discrepancies between a client's stated values and goals and their current behaviors Decisional balance weighing the pros and cons used in Motivational Interviewing one of the four components of the transtheoretical model Mental contrasting (decisional balance) thinking of a reason to stay the same and then a reason to change, alternating back and forth Simple reflection restate what client said use their own words without exaggeration, interpretation, or distortion Amplified reflection exaggerate what client said evokes disagreement from them in the direction of change talk double-sided reflection on the one hand/on the other hand by revealing multiple perspectives at one time, client may gain perspective and make different decisions to move forward shifted-focus reflection redirect client's attention away from resistance-provoking subject Evoking (Motivational interviewing) uncovering a client's reason for change Confidence ruler A scale (typically 0 - 10) on which client's are asked to rate their level of confidence in their ability to make a particular change used to assess readiness, willingness, and ability to change Planning (Motivational Interviewing) collaborating on an action plan supported by increasing self-efficacy Self-efficacy the belief that one has the capability to initiate and sustain a desired behavior SCT (social cognitive theory) human behavior is determined by three factors which interact with each other: personal, environmental, and behavioral Distress vs. eustress distress is negative stress and eustress is positive stress vicarious experience conditions that allow us to learn by watching what happens to others behavioral goals have these qualities challenging but possible specific actions measurable progress grounded in motivation support self-efficacy and self-determination coach can measure success with evidence-based data 3-month goals "intermediate goals" which are long enough to make progress, establish new habits, experience benefits--while short enough to stimulate a sense of urgency Steps to design 3-month goals explain the nature and value of setting three-month goals brainstorm actions that would lead to the achievement of the wellness vision ask the client to choose three of the actions that are most important to pursue confirm the connections of the actions to the wellness vision assist the client in translating the actions in SMART behavioral goals Weekly experiments small, weekly goals that enable clients to take manageable steps toward their long-term goals achieving these stepping stones is often a breakthrough in building a client's confidence Steps to design weekly experiments ask the client to choose a goal that is important explore the structure (people, resources, systems, environments) needed assist the client in designing a SMART behavioral goal use a confidence ruler to improve the client's confidence in reaching the goals ask the client to restate the goals affirm the client's ability to achieve the goal Accountability monitoring and giving an account of what was done, what happened, what worked, what didn't work, and what one wants to do differently in the future Steps of experiment/goal review explores full experience with weekly goal, starting with the positive uses reflections to show listening and understanding of the goal experience expands inquiry about the client's best experience with their weekly goal responds to client challenges with judgment-free reflections and inquiries asks what the client learned from his or her experience affirms the client's strengths, choices, and/or situation inquires about the client's percentage of success Definition of coaching a growth-promoting relationship, which elicits motivation, increases the capacity to change, and facilitates a change process through visioning, goal setting, and accountability at its best, this relationship leads to sustainable change for the good autonomous motivation self-motivation or intrinsic motivation that occurs when people feel they are in control Appreciative inquiry protocol discoveries best experience core values generative conditions three wishes Session close end on a positive note express appreciation for the client's work ask for feedback a written summary of goals is ideally exchanged to facilitate accountability Ways to ask for feedback What was the most valuable part of today's session? How could future coaching sessions best support your path? Is there anything you'd like to change about your session? What can I do differently to better serve you?