Coaching For Effective Performance Ihm 2010

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Coaching For Effective Performance Ihm 2010

  1. 1. The Manager as Coach Coaching for Effective Performance John Armstrong
  2. 2. TRACK RECORD <ul><li>Established 1995 </li></ul><ul><li>Public & private sectors </li></ul><ul><li>Scotland and Ireland </li></ul><ul><li>Practical, personal and professional </li></ul><ul><li>Enthusiasm and enjoyment! </li></ul>
  3. 5. MY BRIEF TODAY <ul><li>What is coaching? </li></ul><ul><li>Insight into approaches and techniques </li></ul><ul><li>What are the benefits? </li></ul><ul><li>Have a go! </li></ul><ul><li>Facilitate honest and helpful discussion </li></ul><ul><li>Have a bit of craic! </li></ul>
  4. 6. WHAT WE’RE GOING TO DO <ul><li>Welcome and introductions </li></ul><ul><li>Setting the scene </li></ul><ul><li>Brief encounters </li></ul><ul><li>GROW and Skill Will </li></ul><ul><li>Feed Forward </li></ul><ul><li>Fishers Services Limited </li></ul><ul><li>Questions and Answers </li></ul>
  5. 7. DEFINITION “ Coaching aims to enhance the performance and learning ability of others. It involves providing feedback, motivation, effective questioning and matching your style to the coachee.” Max Landsberg 1997
  6. 8. DEFINITION “ It is based on helping the coachee through dynamic interaction. It does not rely on a one way flow of telling and instructing.”
  7. 9. DEFINITION “ Developing a person’s skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives.”
  8. 10. DEFINITION “ Creating effective relationships at work, by stimulating learning and inspiring performance development in the people you manage.” John Armstrong, 2008
  9. 11. TAKING THE TEMPERATURE IN COACHING 2009 <ul><li>90% of UK employers are using coaching </li></ul><ul><li>85% of coaching is delivered by line managers coaching direct reports </li></ul>
  10. 12. <ul><li>THE FOUR PILLARS OF TRUST </li></ul><ul><li>P resence </li></ul><ul><li>D isclosure </li></ul><ul><li>E nquiry </li></ul><ul><li>C ommitment </li></ul><ul><li>Peter Hill 2004 </li></ul>
  11. 13. CHALLENGE! “ Is coaching something else a manager can do, or is it something that should underpin everything a manager does?”
  12. 14. THE SKILL WILL MATRIX Goal Guide Delegate Direct Excite High Will Low Will The Tao of Coaching - Max Landsberg - 1997 High Skill Low Skill
  13. 15. <ul><ul><ul><li>TRY FEED FORWARD! </li></ul></ul></ul><ul><ul><ul><li>Pick one behaviour </li></ul></ul></ul><ul><ul><ul><li>Describe it to colleague </li></ul></ul></ul><ul><ul><ul><li>Ask for Feed forward! </li></ul></ul></ul><ul><ul><ul><li>Listen </li></ul></ul></ul><ul><ul><ul><li>Thank and reciprocate </li></ul></ul></ul><ul><ul><ul><li>Move on to new partner </li></ul></ul></ul><ul><ul><ul><li>Marshall Goldsmith 2002 </li></ul></ul></ul>
  14. 17. Thank you

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