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Positive Psychology Coaching Protocols: Introducing the AD-FIT% Model TM

Protocols abound in finance for security and risk mitigation.  Thankfully.

Protocols abound in healthcare for efficacy and efficiency.  Thankfully.

Protocols are not yet adopted by coaches, but they need to be adopted ASAP. 

For details on my dissertation research of global executive coaching and leader outcomes, using positive psychology protocols, contact us here.  For certification programs using the AD-FIT coaching protocols, see the products for internal managers here, see the products for external coaches and consultants here.

We trademarked the following model because our clients asked us, “What works?”

Positive Psychology Coaching Protocols:

The AD-FITTM Model

Assess coachee’s signature strengths:

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Assess Mindset:  To what extent is the leader/ coachee willing to change?

(Fixed mindset 0-20%, 20-40%, 60-80%, 80-100% growth mindset)

Define a meaningful goal or outcome for the leader/ coachee. (A measurable performance or behavior)

Focus on the leader/ coachee’s agenda. (“I’m a little concerned about…”)

Intervention or possible action for the leader/ coachee. (“Have you considered…”)

Takeaways or next step for the leader/ coachee. (Model accountability and change.)

% of adherence to this model? (0-20%, 20-40%, 60-80%, 80-100%)

Understanding of Positive Psychology Coaching (PPC) protocols:

Introduction to Positive Psychology

Positive Psychology (PP) may be operationally defined as the science of well-being and optimal functioning.  The phrase “positive psychology” was coined by Maslow (1954) and is rooted in humanistic psychology.  Recent research in PP has defined five clusters of scientific findings, the PERMA model, that describe positive emotions, engagement, relationships, meaning, and accomplishments (Seligman, 2011).  The construct of signature strengths can be assessed using the Values in Action (VIA-72) questionnaire (Seligman & Peterson, 2011).  The construct of Psychological Capital (PsyCap) can be defined as a dynamic, higher-order construct comprised of hope, efficacy, resilience and optimism (Luthans, Youssef-Morgan & Avolio, 2015).

Introduction to Positive Psychology Coaching

This Positive Psychology Coaching (PPC) program was designed in response to a perceived need for development of business leaders actively engaged in professional coaching.  The confidential relationship between coaches and coachees will be maintained throughout this research. Autonomy and mastery are critical aspects of professional coaching relationships, and will be maintained throughout this research.

The goals of this PPC program include: (a) assessing and developing individual character strengths using validated strengths-based assessments, (b) adhering to a structured evidence-based protocol for positive psychology coaching, (c) developing a strengths-based goal attainment process customized for each leader (coachee), (d) measuring Goal Attainment Scaling (GAS) by evaluating adherence to three goals that are personally meaningful and relate to business outcomes for the leader (coachee), (e) modeling action planning and accountability in each coaching session by evaluating adherence to the coaching protocols, (f) quantitatively and qualitatively measuring the effect of positive psychology coaching on coachee outcomes.

Coaching engagement goals

The goals for each coaching engagement will be defined by each client (coachee) and customized with their professional coach.  Each coachee will be encouraged to define three goals that are personally meaningful, relate to business outcomes, and can be measured using the goal attainment scale (GAS).  Representative examples of coaching engagement goals may include (a) driving retention and organizational performance through tactical execution, (b) developing strategic thinking and planning, (c) developing leadership capability in key areas to leader success, (d) aligning and integrating current role with desired future role, (e) developing executive presence, (f) aligning operations with other business sectors to drive shared accountability and measurable impact on business outcomes.

Coaching engagement outcomes    

The outcomes of each coaching engagement are typically described by knowledge, skills and abilities (KSAs.)  Examples of knowledge outcomes for the coaching engagement may include (a) aligning the leader’s role with organizational vision, mission, and values, (b) defining how the leader’s role expectations affect collaboration with others, (c) understanding the strengths and values that describe each leader “at their best” and incorporating those strengths into regular vocabulary, and (d) defining key actions essential to reinforce business outcomes.

Examples of the skills outcomes of the coaching engagement may include (a) building capacity to manage resources and the productivity of others, (b) developing strategies for managing energy and time to improve productivity, (c) communicating the leader’s vision and key messages in an impactful manner, (d) developing skills in written messaging that focus on strength-based leadership, (e) modeling self-awareness by incorporating signature strengths into leadership and management activities, (f) applying conflict resolution skills to reach mutually beneficial and positive outcomes, (g) demonstrating effective active listening skills, (h) accurately reading a situation and projecting confidence, decisiveness, assertiveness and poise under pressure, (i) modeling collaborative leadership skills by creating actions plans that include partnering with other leaders, supporting performance goals, building key alliances, and implementing business outcomes.

Examples of the abilities outcomes of the coaching engagement may include (a) fostering innovation, (b) directing initiatives that build alliances and mutual respect, (c) communicating across business sectors by translating key messages between different groups, (d) leading alignment with others using strategic thinking, (e) enhancing problem solving ability to approach common issues/concerns with extraordinary thinking to foster innovation.

Possible activities for PPC engagements

The following list of evidence-based activities is a descriptive resource and is not intended to be prescriptive for any professional coaching or consulting engagement.

  1. Encourage your coachee to take a validated assessment such as the Values in Action (VIA-72) assessment or the Psychological Capital (PSQ-12) assessment
  2. Conduct a strengths-based interview of your coachee using results from the Values in Action (VIA-72) assessment
  3. Conduct a strengths-based interview of your coachee using results from the Psychological Capital (PSQ-12) assessment
  4. Encourage your coachee to describe their best leadership story (“At my best story”) using results from a validated positive psychology assessment
  5. Encourage your coachee to determine three performance or behavioral goals, that are personally meaningful, that relate to business outcomes
  6. Measure achievement of those three business-related goals using the goal attainment scale (GAS)
  7. Encourage your coachee to develop a gratitude journal
  8. Encourage your coachee to document “Three Good Things” for a day or a week, and note any contributing variables or patterns
  9. Invite your coachee to practice multiple acts of kindness toward others, especially within 24 hours
  10. Conduct a Best Future Self activity or guided meditation activity
  11. Encourage your coachee to document the quantity and quality of physical activity, emotional shifts and cognitive energy, for at least 24 hours

My bias/  The bottom line:

The art and science of professional coaching requires that professional coaches adhere to the AD-FITTM protocol model.

See details in the products section.

For details on assessment, interventions, certification, training, or research contact us today.

Invitation to join the Positive Organizational Leadership Project

TO:  Positive Psychology practitioners/ leaders/ consultants

FR:  Doug Gray, doug@action-learning.com   

RE:  The Positive Organizational Leadership Project (POLP)

Goal:

Invite practitioners/ leaders/ consultants to share digital stories of HOW they are applying Positive Psychology individually and organizationally.

Assumptions:

  1. Leaders practice leadership.  We can all be better leaders.
  2. We can leverage technology and our communities.
  3. Relationships matter.  When we model relationships that matter, then we increase awareness and learning.

Background:  

After attending  the International Positive Psychology Association conference in Montreal, Canada, in July, 2017 one theme stood clear.  Marketing and branding for practitioners using positive psychology is NOT well defined.  Market confusion abounds.  This Positive Organizational Leadership Project emerged as one initiative to help practitioners share HOW they serve clients in our global marketplace.  Join us?

Process:

(a) share this invitation broadly,  (b) schedule a 30-minute session with Doug Gray here or at https://actionlearnin.wpengine.com/   (c) receive Time Trade confirmation with calendar link (d) encourage participants to write responses to the 5-7 questions below and email them to doug@action-learning.com  24 hours prior to our scheduled call so that we can each be well prepared, (e) download https://zoom.us/ software and familiarize yourself with software on YouTube, (f) at the scheduled time, record 5-10 minutes of video session using https://zoom.us/j/3432485703  (g) send MP4 recording to practitioners for their distribution, (h) post on https://www.youtube.com/user/dgrayful/videos channel with invitation to be included in the project.

Possible questions:

  1. Self-introduction: Who are you, what do you do, where are you located, do you have a website or invitation to share with others?
  2. Self- awareness: If you have taken the assessment at https://www.viacharacter.org/www/, what are your top 5 signature strengths?  How would you describe yourself, at your best, using those top 5 signature strengths? (FYI, my top signature strengths are creativity, hope, perspective, honesty, zest.)
  3. Definition: One common definition of positive psychology is the science and practicing of flourishing or thriving… how do you typically define positive psychology?
  4. What attracts you to the science or practice of positive psychology?
  5. Clients: Who do you typically serve in your PP consulting work?   Please share 2-3 examples/ case studies/ successful interventions or client experiences.
  6. Trends: What trends or market opportunities do you see in the future for positive psychology consulting?
  7. Referrals: Who else can you refer me to who (a) is a Positive Psychology consultant and (b) might be willing to be interviewed in this project?

How can you help?  Share this invitation broadly.   Thank you in advance for your participation.

Here’s to you, at your best…

Introducing the AD-FIT model for positive psychology coaching, managers, leaders

Please share this short video with any coaches, managers, or leaders who care about business outcomes.  

Our research indicates that the AD-FIT model works.  Contact us today for details.

Then apply this model to your clients ASAP.

What are best practices in leadership consulting?

Organizational Consulting and Leadership Coaching

 

We understand the challenges that executive leaders face.  We are experts in individual and organizational behavioral change.  Since 1997, we have consulted with hundreds of leaders using the 3A process of (1) assessment, (2) constructive actions, (3) accountability. Our purpose is to help leaders flourish as they achieve business outcomes.

 

Theoretical models

  1. Positive psychology (PP) can be defined as the science and practice of well-being or flourishing.  Prior to 1998, over 70% of psychological research focused on mental illness.  Since 1998, a better balance has resulted from new scientific studies in mental health.
  2. Psychological capital (PsyCap) is a developmental state comprised of hope, efficacy, resilience and optimism. Our research confirms that PsyCap can be developed, and explains up to 71% of engagement scores and 65% of job satisfaction scores.

 

Value to you

  • Modeling evidence-based practices in behavior change
  • providing a confidential assessment of individuals and teams
  • adding a third party, objective, supportive perspective to your leadership team
  • increasing accountability of each leader’s personal and professional goals
  • improving specific skills related to each leader’s role, such as supervisory or managerial skills, interpersonal communication, executive presence, conflict resolution, productivity
  • sharing world-class techniques from superb organizations that have done similar work
  • reviewing strategic business decisions related to operations, customer service, marketing, management or financials
  • being a sounding board for communication issues
  • preventing problems, thereby avoiding more expensive, time consuming or embarrassing actions
  • supporting each leader’s growth past any limiting beliefs

 

 

Scope of services

Individual executive leadership coaching typically requires at least 6 months of engagement for over 40 hours.  All coaching service levels include an intake session, individual quantitative and qualitative assessments, 360 interviews, written behavioral action plans, milestone meetings with stakeholders, constructive actions, and accountability.  We have a network of executive coaches throughout the U.S.  All consulting and coaching services are guaranteed.

 

 

Expected outcomes

  • Develop leadership capacity in areas that are key to each leader’s success
  • Drive organizational performance through tactical execution, deliberate practice of desired behaviors, and focused strategic thinking
  • Leverage each leader’s strengths and mitigate risks, so that each leader can increase the probability of achieving key organizational outcomes
  • Increase retention of desired executive leaders
  • Our clients have experienced up to 1,200% return on investment, up to 60% increase in productivity, and up to 300% revenue growth. There are 100+ client testimonials at action-learning.com and on social media.  Your outcomes need to be defined.

 

 

Next steps

  • For products and services visit action-learning.com
  • To schedule a meeting or conversation contact:

Doug Gray, PCC   doug@action-learning.com   at 615.905.1892 today

 

 

The bottom line

Action leads to learning.

All leaders require executive coaching at times.

Your most critical investment is to retain your desired employees.

 

What are you waiting for?

Download this list of services and investment levels now:

How can I improve health care leadership?

Leaders practice leadership, just as physicians practice medicine.  Here are some details.

 

Health Care Consulting and Leadership Coaching

We understand the challenges that executive leaders and physicians face. We are experts in individual and organizational behavioral change. Since 1997, we have consulted with hundreds of leaders using the 3A process of (1) assessment, (2) constructive actions, (3) accountability. Our purpose is to help leaders flourish as they achieve business outcomes.

 

Theoretical models

1. Positive psychology (PP) can be defined as the science and practice of well-being or flourishing.  Prior to 1998, over 70% of psychological research focused on mental illness.  Since 1998, a better balance has resulted from new scientific studies in mental health.

2. Psychological capital (PsyCap) is a developmental state comprised of hope, efficacy, resilience and optimism. Our research confirms that PsyCap can be developed, and explains up to 71% of engagement scores and 65% of job satisfaction scores.

 

Value to you
• Modeling evidence-based practices in behavior change
• providing a confidential assessment of individuals and teams
• adding a third party, objective, supportive perspective to your leadership team
• increasing accountability of each leader’s personal and professional goals
• improving specific skills related to each leader’s role, such as supervisory or managerial skills, interpersonal communication, executive presence, conflict resolution, productivity
• sharing world-class techniques from superb organizations that have done similar work
• reviewing strategic business decisions related to operations, customer service, marketing, management or financials
• being a sounding board for communication issues
• preventing problems, thereby avoiding more expensive, time consuming or embarrassing actions
• supporting each leader’s growth past any limiting beliefs

 

Our scope of services
Individual executive leadership coaching typically requires at least 6 months of engagement for over 40 hours. All coaching service levels include an intake session, individual quantitative and qualitative assessments, 360 interviews, written behavioral action plans, milestone meetings with stakeholders, constructive actions, and accountability. We have a network of executive coaches throughout the U.S.  All consulting and coaching services are guaranteed.

 

Your expected outcomes
Develop leadership capacity in areas that are key to each leader’s success

Drive organizational performance through tactical execution, deliberate practice of desired behaviors, and focused strategic thinking

Leverage each leader’s strengths and mitigate risks, so that each leader can increase the probability of achieving key       organizational outcomes

Increase retention of desired leaders

Our clients have experienced up to 1,200% return on investment, up to 60% increase in productivity, and up to 300% revenue growth. There are 100+ client testimonials at www.action-learning.com and on social media. Your outcomes need to be defined.

 

Your next steps
For products and services visit us a twww.action-learning.com/action-leadership-store/  or here

 

To schedule a meeting or conversation contact:
Doug Gray, PCC  here or call 615.905.1892

 

The bottom line
Action leads to learning.
All leaders require executive coaching at times.
Your most critical investment is to retain your desired employees.

 

What are you waiting for?

Download this list of services and investment levels now:

The Coaching/ Consulting Process in 4 Phases

The goal of coaching is behavioral change toward a desired personal or professional outcome.   For instance, Sarah may need to develop her business development skills to grow her new franchise by 50% within the next 6 months. John may need to develop an assertive meeting style with his new manager, in the next 30 days, or risk opportunities for promotion. How do these leaders attain their goals?

 

Some leaders like to imagine the coaching process in the following 4 phases. My experience, since 1997 with hundreds of coaching engagements, is that coaching engagements rarely fall into the neat categories of these 4 phases.   One reason is that learning is a messy process. The process is ongoing, iterative, client-focused, both an “artful craft” requiring practice, and a scientific management consulting process requiring expertise.   The action learning process implies that coaches and leaders jointly learn what works, and why it works, so that the leader can do more of that behavior.

 

That said, the process of organizational development can be described in these 4 phases. (Source: Gallant & Rios, 2014).

Document2

 

 

 

  1. The start-up phase requires candid assessment of what is working, what is not working, and what is needed. The selection of a coach or consultant is crucial. Leaders should not select someone they like as a potential confidante or best friend. Leaders should select the most expert consultant who can help them master a new behavior. For instance, if a leader needs a woman who speaks Spanish to help prepare for relocation to Mexico City, then I am not qualified. The goal of this start-up phase is to define boundaries of the engagement, and to mutually agree on those boundaries in a written contract.

 

  1. The diagnosis phase includes learning what the leader thinks about their reputation, brand, strengths, and weaknesses. That self-assessment often conflicts with data gathered from others. Techniques include surveys, interviews, assessments, observations, and video. The word “diagnosis” is not accurate, because it implies a gap or deficiency that is static and needs correction. I prefer the words “development” or “focus” or “assessment” because they accurately describe the ongoing quality of coaching engagements that reinforce the strengths of leaders.

 

  1. The intervention phase is the core of any coaching engagement. The process includes ongoing assessment of the client’s agenda, review of behaviors, feedback, and constructive actions. There is both art and science involved in coaching. The art requires constant attention to the leader’s words and actions, following intuition, and what I call “dancing with curiosity.” The science requires ongoing consideration of recent research in evidence-based behavior or world-class tactics that may be useful to the leader.

 

  1.  The transition phase occurs at the end of every coaching session, in monthly written summaries, after any feedback session or observation, quarterly frequency reviews, and opening and closing meetings with the leader, HR business partner, direct manager, and the coach. Those 4-way meetings insure that behavioral outcomes have been exceeded. As a 4th step in this model, the transition phase reminds all stakeholders that coaching has a beginning and an end. There are some “executive coaches” who boastfully declare that they have provided value to a leader for years. I sincerely hope that they regularly review the behavioral outcomes and business needs so that each phase of that engagement is closed. If not, they may be describing a dependent relationship that has little to do with a leader’s need for behavioral change.

 

This neat model with 4 phases may be useful for those who like structure. Accountants and engineers and some HR managers may find them useful.

 

One final thought: if the client needs a more fluid model, then these 4 steps can be twisted into a circle or a spiral.

 

Call us if you need to assess step 1 above, the start-up phase.

 

If we cannot help you, then we will refer you to someone who can do so.

 

Reference:

 

Gallant, S. & Rios, D. (2014). The organization development (OD) consulting process. In B.R. Jones & M, Brazzel (Eds.), The NTL handbook of organization development and change (2nd ed.) (pp. 153-174). San Francisco, CA: Wiley.