Omni coaching presentation derek naude


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Omni coaching presentation derek naude

  1. 1. Contents• An Introduction to Derek Naude• My Learning Style according to Kolb• Framework Contextualisation• Input• The Managers Role as a conduit• The dual role of the manager• Throughput – the core and the mantle• The core - An Integral Management Coaching Model• The roadmap (mantle)• Throughput summary• Output (what do I bring to the coaching conversation)
  2. 2. An Introduction to Derek NaudeExperience and competencies :• 20 years - Financial Services Sector experience in the People’• “People’s practices” / Human Resources• Training and Development and Talent Management.• Masters degree in Industrial Psychology• Masters degree in Management CoachingA short summary of my core functions is : • Currently : Head of Learning and Development for Woolworths Financial Services • Leadership Training • Soft Skills Training • Product, process, systems training • Competency Matrix • Succession planning and career development • Project Management • E learning campus
  3. 3. • Trust your experience• Trust the learning process• Redefine your relationship to failure• Let go of strong emotional responses in order to learn from failure• Reassess your beliefs about how you learn and what you good at• Monitor the messages you send yourself• Balance you success /failure accounts
  4. 4. Personal Introduction - Learning Style My Kolb Learning Style : I am a Diverger and my style characteristics are : • Concrete Experience and Reflective Observation • Greatest strength lies in imaginative ability • Excels in the ability to view concrete situations from many perspectives • Performs better in situations that call for generation of idea’s – brainstorming • Interested in people and inclined to be imaginative and emotional • Broad cultural interests and tend to specialize in the arts • Imaginative , innovative , easy going , observer, listener , questioner
  5. 5. Personal Introduction I would like to present my framework by way of : • Input – What informs me as a coach? • Throughput – Discuss my authentic coaching model in detail, looking at the core and the mantle • Output – What are the intended outcomes of integrated coaching
  6. 6. Input Life Purpose • What do I assume about myself? – I have an incredibly interest in behaviour and people’s responses – I am constantly amazed by other cultures and languages and all that I can learn from our differences – I am professional and have a strong corporate orientation – I am highly committed to people development and potential – I have a keen interest in motivation – I believe that I am here to teach
  7. 7. Input continued.. • What do I assume about others? – Everybody has self esteem challenges, we all wonder if we are really good enough – People are helpful and want to be the best they can, we are all trying to overcome something • Beliefs – About Life • We will never fully understand everything but we must never stop learning and striving and trying • There is a master plan • We are fully responsible for everything that happens in our lives (life is fair)
  8. 8. Input continued.. – About People • We all have choices • We all have talents and abilities beyond our wildest imagination • We all have hopes and dreams • We all want to be happy and we always wish the best for those we love • We all have judgments and prejudices about ourselves and others • We all have an inherent ability and will to survive
  9. 9. Input continued.. • Values – Continuous Self Improvement – To continue to learn about myself – To be respectful and compliant – To trust the processes happening in my life
  10. 10. Input continued.. Input continued.. • Who informs me?Who Informs me : – Karl Jung (Client-Centered Therapy 1951)• Carl Jung • All organisms have an actualizing tendency (all creatures strive to make the very best of their existence) • We value positive regard (love, affection, attention andFreud said that nurturance) the goal of therapy was to make the unconscious conscious • One technique that Rogerians are known for..Reflection; theA younger colleague of Freud, Carl Jung, was to make the exploration of "inner mirroring of emotional communication •" his lifesA therapist must have three special qualities to be effective: – Congruence; genuineness and honesty with the client. – Empathy; the ability to feel what the of course, andHe went equipped with a background in Freudian theory, client feels. with an – Respect; acceptance and unconditional positive regardapparently inexhaustible knowledge of mythology, religion, and philosophy. towards the client.Jung was especially professionals years I was asking of complex mysticalcan I treat, or “In my early knowledgeable in the symbolism the question: How traditionssuch as Gnosticism, Alchemy, Kabala,Now similar traditions in question in this way: How cure, or change this person? and I would phrase the Hinduism andBuddhism. I provide a relationship which this person may use for his own personal can growth?” Carl Rogers If anyone could make sense of the unconscious and its habit of revealing itself only in symbolic form, it would be Carl Jung.
  11. 11. Input continued.. Input continued..• Who informs me? – Karl Jung (Client-Centered Therapy 1951) • All organisms have an actualizing tendency (all creatures strive to make the very best of their existence) • We value positive regard (love, affection, attention and nurturance) • One technique that Rogerians are known for..Reflection; the mirroring of emotional communication • A therapist must have three special qualities to be effective: – Congruence; genuineness and honesty with the client. – Empathy; the ability to feel what the client feels. – Respect; acceptance and unconditional positive regard towards the client. “In my early professionals years I was asking the question: How can I treat, or cure, or change this person? Now I would phrase the question in this way: How can I provide a relationship which this person may use for his own personal growth?” Carl Rogers
  12. 12. The Limbic Brain emotion, behavior, motivation, long- term memory, and olfaction.Dr Dorrian Aiken
  13. 13. Input continued..My coaching model focuses on doing research to determine the impact that coachingcan have on middle managers who are often referred to as operational or line managersor even the backbone of the business.• The fundamental purpose of this topic is to unearth and investigate a business case andbusiness need for an integrated coaching model aimed at middle managers.• These managers are the executers, the team that makes it all happen. Middlemanagers are expected to lead and to manage and they function within a highlydemanding competency model and people management framework.•Middle managers get the work done and deliver desired results.•They are expected to build a team culture which includes a commitment to diversity,relationship building and relationship management, it also includes conflict managementbut most importantly middle managers have to foster responsibility. A key deliverable orperformance area against which middle managers are measured is developing peopleand this includes: on the job training and development, providing informal feedback andcareer development for team members.• Because middle managers get the job done it is imperative that they are skilled atprioritizing and allocating work and what this means is that they need to be able todelegate work, manage project goals and prioritize time and resources
  14. 14. Input continued.. • Middle managers are expected to assess and reward performance, a very critical key performance area, especially during economically challenging times. • It can be argued that it is at this point that managers need coaching the most. Assessing and rewarding performance involves providing reward and recognition to the team members by equitably applying criteria for promotion and financial reward. • Middle managers must visibly champion the accomplishments of the team members to the senior management team and of course reward individuals and indeed the whole team for their service to the business and to the clients.
  15. 15. Input continued.. According to Scholtes (1998 : 21) • Manage performance to deliver results • Coach and provide feedback • Communicate • Delegate and empower • Create an inclusive environment • Select Talented People • Deliver the business • Plan and Improve • Work cross functionally
  16. 16. Input cont… According to the Corporate Leadership Council : Corporate Leadership Council (2008), “Managing for Performance and Retention” [Internet] Available from : [accessed 26/12/10] • Effective people management leads to improved performance. Why focus on people management then ? Since line managers control many of the most effective drivers of employee performance they can act to improve the performance of their employees substantially, making effective people management critical for organizational success. • Effective people management leads to increased retention. Effective people management has a sizeable impact not only on performance but also on retention. Excellence in people management directly influences intent to stay with the organization and thereby reduces probability of departure. The manager’s role is actually that of a “conduit”, what that means is that managers not only generate commitment to themselves but also play a crucial role in building employee commitment to day to day work, teams and the organization. Managers through their role as the primary connection between the employee and the organization, directly shape an employee’s perception of teams, the organization, and their job. Through this influence , managers magnify (or diminish) employee commitment , thereby serving as a critical leverage point for maximizing the impact that teams, the organization and day to day work have on employee performance and retention (intent to stay).
  17. 17. The Managers Role as a Conduit
  18. 18. CommitmentThere are two types of employee commitments : rational commitment andemotional commitment.These commitments act through four focal points, namely: day to day work, theteam, the direct manager and the organisation as a whole. Employees cancommit in two principle ways, put simply rational commitment is commitmentof the mind while emotional commitment is commitment of the heart.For the individual employee, commitment affects their level of discretionaryeffort and intent to stay at the organization and these outcomes translate intoincreased performance and retention for the business overall.
  19. 19. The Dual Role of the Manager
  20. 20. “The leader of the past knew how totell, the leader of the future will knowhow to ask.”Peter Drucker
  21. 21. What is Performance Coaching ?A way of working with people that improves performance, accelerateslearning, and facilitates developmentA skill that relies on effective communication and interpersonal skills as wellas an understanding of the coaching situationA process that can be used to maximize effectiveness by helping managersand coaches motivate, develop, instruct and collaborate with individualemployees and teams to get the most out of their current performance andaddress development needs
  22. 22. Types of CoachingFormal “Designated” - defined relationship Clear parameters for outcomes, follow-up, measures Individual or groupInformal Coaching a non-direct report No specific agreement/parameters Individual or groupManagement Manager coaching a direct report Within context of supervisory relationship Focus on learning/development; manager does not want to be directive
  23. 23. A simple but effective Performance Coaching Model
  24. 24. Process Steps :Process Establish Assess Define Determine, Follow-up/ On-goingStep: the Situation Desired Commit to Measure Coaching Coaching Outcomes Take Success Relationship ActionsNeed: Reciprocal Identify root Identify desired Determine Indications of Reinforce relationship cause goals and possible success positive outcomes actions change Establish trust Match coaching to Identify Sustain need (skill, enablers and commitment motivation or obstacles opportunity gap) Achieve desired results
  25. 25. Effective Feedback• Reinforcement:  Context: What was the situation, when did this occur?  Action: What exactly did you do/say?  Result: What was the impact?• Corrective:  Context: What was the situation, when did this occur?  Action: What exactly did you do/say?  Result: What was the impact?  Alternative: What could you say/do instead?  Result: What would be the result of that?
  26. 26. Coaching Competencies Building trusting, credible relationships Asking effective questions Listening actively Identifying patterns, themes Providing helpful feedback Defining goals and outcomes Eliciting possible solutions Anticipating possible problems Empowering and motivating Ensuring follow through Measuring success Seizing coachable moments
  27. 27. The Core
  28. 28. Throughput – The Core (An Integrated Management Coaching Model)
  29. 29. Throughput – Roadmap “You are always already enlightened”
  30. 30. Throughput – How do I coach “You are always already enlightened” QuestioningWhat is important to Techniquesyou?: Personally / Which business Professionally challenges are you facing? (What is the situation now?)What resources doyou need to make changes What keeps you from getting the results you want? (What is the situation as you want it to be) What action steps What will keep the can you take? situation from (commitment) changing
  31. 31. Throughput – The Mantle
  32. 32. “If you don’t have much going wrongwith your life, then you don’t have muchgoing on in your life.”Larry Winget
  33. 33. Throughput – How do I coach ( a linear view ) Coach and client find each other, determine what Contracting regulates their relationship Brief client on framework and fees Active Listening Current Reality – Business The Heart of the matter Challenges The Individual, team and the organization GROW Explore the future Goals What is the situation as you Reality want it to be (your vision of Options the future) Will (what will you do) Challenges of Change What is stopping you ?
  34. 34. Throughput – How do I coach What Action Steps can you take (commitment) Create a vision for the future Resources (what resources do you have and what do you People Development need) Tools and systems What is important to you : Self Exploration personally Values Aspirations and professionally Hopes Summary of discussion Intervention Review What is the plan of action Reflection
  35. 35. Integral Coaching Model : A case study of implementationCase Study:Senior Project Manager on Project UnionFemale – 16 years experience in Financial Services, BComm HonoursTeam of 8 people : Project Managers, Business Analysts, Systems Analysts, CommunicationsManager Motivation Observable behaviours : Confidence client centricity, relationship Drivers management, employee Determination perceptions Goals The Team The organisation Economic Sectors The Task Teams The Financial Markets Risk Communities of Practice Compliance The Legal Framework Systems (Performance Standard Operating Management Procedures Service Level agreements
  36. 36. Output (what do I bring to the coaching conversation) The client can expect the following from a coaching intervention • A contractual arrangement which focuses on relationship management • Intervening : clear meaningful contact , a story telling opportunity • Unit of work focus : the heart of matter, beginning, middle and end, incisive questions will play a role here • As the coach I will “see the process” not work with the content, this is about a “thinking partnership” • A learning contract and discussion of learning styles • Psychometric Assessment • Reflection techniques • Coaching Ethics and confidentiality
  37. 37. Output – what are the outcomes of coaching using an integral model • A higher level of self awareness • Relationship Management awareness and considerations • Team behaviour exploration • Management Skills • Levels of motivation (what enthuses you to get up in the morning) • Values, beliefs, feelings (the heart and the head) • Goals and performance • Improved performance • Continuous reflection – learning and practice • Happiness audit • Identifying preference behaviours
  38. 38. Ethical considerationsThe underlying principles of the work of a coach with middle managers :•Every person is doing the best that they can given the field conditions theyexperience•There are no “good guys” and “bad guys”: all people have created patterns offunctioning in the world (their “contact style”) in order to survive and negotiatetheir existence•The reality of each person is valid and as such, worthy of attention andaffirmation; this constitutes a profoundly humanitarian approach to people•We openly and intentionally take time to create a relationship appropriate forthe work•We work with the client’s process in the here and now
  39. 39. Ethical considerationsThe underlying principles of the work of a coach with middle managers cont :•Our intention is to raise and heighten the client’s awareness of themselves andtheir perception of the issue/problem they are working on•Heightened awareness brings more data to a client‟s decision-making, andthereby gives more / different choices for action•Supporting a change process in our clients means supporting them to be morefully who/what they are, not from trying to be something different•We raise awareness by observing and selecting phenomenological data andfeeding this back to the client (the science of our work)
  40. 40. Ethical considerationsThe underlying principles of the work of a coach with middle managers cont :•We give feedback in ways that can be heard and absorbed by the client, usingsuccinct, clear, direct expression, sometimes using metaphors (the artistry ofour work)•We keep ourselves on the boundary / margin of the clients process, we arenot an actor in their drama, but a stage manager of the coaching session•Change is the choice of the client•Resistance to change is healthy and part of the change process•Action is not the purpose of the process, but is in service of an overall processdesigned for learning and change
  41. 41. “Remember, no matter what your backgroundis and what your current circumstances are, youhave the capacity to take action.This is one of the golden threads of humanity -we all have the power to act in a way that willimprove the quality of our lives.”Robin Sharma