What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: Why coaching skills are important Traditional coaching models and how we can improve them Emerging principles and competencies for managers and leaders The difference between coaching and mentoring Collaboration Supervision www.bizlibrary.com

2. Presenter:
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
.
Host:
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
Follow along and participate on Twitter: #BIZWEBINAR @BizLibrary

3. Improve employee performance with the largest
and fastest-growing library of training videos.

4. Poll Question:
How would you describe your manager training
and development?
a. Ad-hoc at best
b. Reactionary
c. Foundational, but nothing on-going
d. Plans are outlined, but not necessarily aligned to biz goals
e. Strategic and continuous

5. Poll Question:
What is your managers’ biggest challenge when
coaching employees?
a. Building the relationship
b. Identifying performance gaps
c. Asking questions and problem solving
d. Supporting and encouraging
e. Driving results

6. WHAT YOU SHOULD BE ABLE TO TAKE-AWAY:
A
How coaching can improve the performance of your employees
and organization.
How to develop your managers coaching skills based on
leadership styles.
How to develop a coaching method/model that will work for your
managers and organization.

7. GREAT SPORTS COACHES

8. WHY COACHING SKILLS ARE IMPORTANT FOR
YOUR MANAGERS?
Top Missing Skills In
Mid-Level Leaders
1. Coaching
2. Performance Appraisal
3. Developing Others
4. Managing Change
5. Communications
6. Business Acumen
SOURCE: Bersin by Deloitte
21%
Organizations with senior leaders who coach effectively
and frequently
IMPROVE BUSINESS RESULTS BY 21%
SOURCE: Bersin by Deloitte

9. Coaching is a process that enables learning and
development to occur and thus performance to improve.
To be successful a Coach requires a knowledge and
understanding of process as well as the variety of styles,
skills and techniques that are appropriate to the context
in which the coaching takes place.
Eric Parsloe, The Manager as Coach and Mentor

10. BUSINESS COACHING
EXECUTIVE COACHING
CAREER COACHING
LIFE COACHING
What is Coaching?

11. ENCOURAGEMENT
EMPOWERMENT
DIRECTION
AND ORDERS
FEEDBACK
AND PRAISE
ROOKIE:
HiTell, LoPraise
CONTRIBUTOR:
HiTell, HiPraise
KEY PLAYER:
LoTell, HiPraise
CAPTAIN:
LoTell, LoPraise
SOURCE: Coaching
Skills: Leadership Styles
(Part 2 of 5), ej4
COACHING AND LEADERSHIP

12. COACHING AND LEADERSHIP
ENCOURAGEMENT
EMPOWERMENT
ROOKIE:
HiTell, LoPraise
CONTRIBUTOR:
HiTell, HiPraise
KEY PLAYER:
LoTell, HiPraise
CAPTAIN:
LoTell, LoPraise
SOURCE: Coaching
Skills: Leadership Styles
(Part 2 of 5), ej4

13. PERSONALITIES
LEARNING PREFERENCES
DISTANCE AND TECHNOLOGY
COMFORT
RELATIONSHIP OBJECTIVES
RELATIVE EXPERIENCE
Key Factors for Coach and Coachee

14. Goals
Reality
Options
Will
Current Reality
Ideal
Gaps
Action
Review
Contracting
Listening
Exploring
Action
Review
Outcome
Situation
Choices/Consequences
Actions
Review
Spot The Opportunity
Tailor The Intervention
Explain The Task
Encourage
Review
Clarify The Issue
Open Up Resources
Agree The Preferred Future
Create The Journey
Head For Success
What Coaching Model is Right?

15. Coaching Models
Help the coach assess
current performance
Identify gaps or areas
for performance
improvement
Help develop a plan to
close gaps or improve
performance
How to deliver and act
on the plan

16. Coaching is building
one-on-one relationships and
managing a process that result in
specific improved performance in
targeted areas.

17. SUCCESSFUL COACH
RELATIONSHIPS
PROCESS
IMPROVED
PERFORMANCE

18. Today’s coaches must be multi-functional, and be equally
competent as a manager, tactician, trainer, psychologist,
physiologist, and sometimes even a counselor. You
simply cannot coach the same way as you did ten,
fifteen, or twenty years ago for a number of reasons.
Gary Curneen, Professional Coach and Blogger

19. MANAGER OBLIGATIONS
At any given time, a manager will function someplace
on this continuum . . . .
Supervision and
Compliance
Achievement of Goals

20. A Coaching Process Checklist
1. Positive approach
2. Future orientation
3. Two-way communication
4. Coach listens more than talks, employee must be committed
to frank discussion about needs
5. Coach heavily invested in success of employee
6. Commitment to continuous learning by BOTH parties
7. Desire for improvement

21. Essential Traits, Behaviors and Skills
TRAITS SKILLS BEHAVIORS
For Coaches
• Positive
• Future-oriented
• Curious
• Collaboration
• Learning facilitator
• Educator/teacher
• Continuous learner
• Outward focus
• Active, engaged
listener

22. Coaches Toolkit
Communication
Performance
Management
Emotional
Intelligence
Business
Acumen

23. Communication
Key Skills
Active listening
Learning to frame and ask
effective questions
Courageous conversations

24. Communication
Purpose
1. Identify obstacles to employee success
2. Find solutions or ways to overcome
obstacles
3. Establish agreed upon definitions of
success and plan of action
4. Gain commitment and engagement

25. 3 Questions a Manager Should Ask
Does the employee have
the capacity to perform
and improve?
Does the employee have
a positive attitude?
Is the employee
curious?

26. Performance Management
Key Skills
Understand employee engagement
and motivation
Goal setting
Delegation

27. Performance Management
Purpose
1. Identify strengths and weaknesses
2. Outline goals and objectives
3. Understand how to prioritize and capitalize on strengths
4. Improve performance in targeted areas

28. Business Acumen
Key Skills
Business operations and
functions
Making decisions
Industry knowledge

29. Business Acumen
Purpose
1. Professional level understanding
2. Influencers and key stakeholders
3. The decision-making process

30. Emotional Intelligence
Key Skills
Self awareness, motivation and
regulation
Build effective relationships

31. Emotional Intelligence
Purpose
1. Guide employees through workplace conflicts and
difficult situations
2. Adaptability in a fast-changing work world
3. Positive response to diversity in thought and culture

32. How can we get
managers to make
time to coach?

33. • Part of a
manager/supervisor job
• Job and performance
focused
• Interest is functional
• Driven by manager
• Relationship is based on
specific job role
Coaching vs. Mentoring
• Outside the manager /
employee relationship
• Focused on professional
development
• Focus on mentee,
personally and
professionally
• Across job boundaries
COACHING
VS.
MENTORING

34. Asking rather than telling.
How to think, not what to think.

35. Key Take-Aways
How to communicate the importance of developing the coaching skills of your
managers and leaders.
Coaching models and how you can adopt and adapt them for your organization.
Four key competencies to develop with your managers and leaders.
Four key competencies to develop with your managers and leaders.

36. QUESTIONS

37. Developing Coaching Skills
Short Video Series to
get started
• Coaching Others to Higher
Performance
• The Readiness Stairs Model
• Coaching Novices to Experts
• Using the Right Style
• Coaching Others Step-by-Step
• Closing the Loop with Feedback
• Coaching Tips

38. Coach Others to Higher Performance
Short Video Series to
get started
Coaching Skills Introduction
Leadership Styles
Adapting Your Style
The Coaching Process
Giving Feedback

39. Developing Emotional Intelligence
Short Video Series
• What is Emotional Intelligence?
• Developing Self-Awareness
• Developing Self-Regulation
• Developing Self-Motivation
• Developing Empathy
• Developing Effective
Relationships
• Emotional IQ and DISC

40. Improve employee performance with the largest
and fastest-growing library of training videos.
Click the free trial button at the
bottom or let us know through the
poll question.

41. Access the Completion Certificate

42. Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary