Coaching and Inclusion Story ILM 7 while Cancerbackup

Coaching and Inclusion

Story • • ILM 7 while Cancerbackup CEO Consulting & Coaching Co-chair National Cancer Equality Initiative Data makes people visible Diagnostic only – what to do? Identity-based ‘pecularises’ Human rights framework

Human rights in health • • • Fairness Respect Equality Dignity Autonomy

Values Based Standard • • Naming “I am the expert on me” Privacy “My business is my business” Communication “I’m more than my condition” Decision-making “I’d like to understand what will happen to me” See me “I’d like not to be ignored” More choice/control “I’d like to feel comfortable” Self-managing “I don’t want to feel alone in this” Getting it right “My concerns can be acted upon”

Seed and spread?

Cultural iceberg

Hosts and Guests • Organisational cultures characterised by a ‘guest-host dynamic’ (Gheradi 1996) • Women constructed and understood as the guest, men are the hosts • Argument can be applied to other social groups who may also be constructed as ‘guests. ’ • In-group and out-group processes

Coaching for inclusion • Working with Macmillan and health and social care staff • Leadership and influencing • Helping them to use coaching questions to influence and build commitment • Biggest ‘aha’ came from multidisciplinary team footage – we each have experience to draw from; and each of us excludes

Exclusion experiences • A time when I felt excluded: work in pairs 5 minutes each • What do we notice?

Managing the risks • Stories about the risk of me of excluding - as a manager, leader or coach: work in pairs 5 minutes each • Gathering learning across the room (your stickies written up below. )

Building inclusion • Characteristics of inclusive (high performing) teams • “Meeting” and other working techniques • Amplifying? • Newer person centred techniques – break down guests and hosts • Coaching inclusive leaders

Inclusive teams aka • • • adapted from Myles Downey An apparent absence of hierarchy in the relationships Listening and a desire to understand each other Robust, challenging conversations Clear feedback sought and given Focused activity An intuitive sense of where each member is and how they are doing Requests and offers of help or support are given and made Fun, joy, flexibility and the simple pleasure of being together Silence and thoughtfulness before decisions and action Mutual accountability for the achievement of goals

Building inclusion • “Meeting” and working techniques (eg Time to Think principles & fuzzy edges) • Amplifying? (Obama & Comey stories)

Person Centred Practice

Inclusive leaders

Inclusive leaders

Inclusive leaders • ‘Have you ever heard anyone in your workplace say that a new employee hasn’t been “Company Name-ized” yet? • “Don’t suppress who you are, keep doing what you’re doing, and also expand your options to give a chance to our way. We will, in turn, expand our options to give your way a chance” ’ Rebecca Parrilla, Manager, Intercultural Learning & Development

So what?

References/resources https: //www. macmillan. org. uk/_images/Macmillan. Values. Based. Standard_tcm 9270945. pdf The Dynamics of Managing Diversity, A Critical Approach Gill Kirton & Anne-Marie Greene, 2015 http: //helensandersonassociates. co. uk/person-centred-practice/person-centredthinking-tools/ https: //www. languageandculture. com/assets/files/articles/HRD-_August 2014_MN. pdf p 3 http: //www. reinventingorganizations. com/uploads/2/1/9/8/21988088/140305_laloux _reinventing_organizations. pdf https: //www. youtube. com/watch? v=o. RBMf. O 8 DC 0 A (Helen Sanderson on selfmanaged teams)