Coaching is a vital leadership skill. This presentation from the Global course in Coaching and Mentoring introduces they key principles of Coaching in the Workplace. For more information on this and our 100's of online management courses, go to: www.globalmanagementacademy.co.uk., or call us on 028 90640231.

1. Coaching and Mentoring
2: Understanding Coaching
Coaching and Mentoring

2. Unit 2: Understanding Coaching
• Roger Enrico, the former CEO of PepsiCo, has
perhaps set the performance high bar as an
executive leader/teacher. In 1994 and 1995, the two
years before he became CEO, Enrico devoted more
than 120 days exclusively to coaching and
mentoring the next generation of PepsiCo leaders.
He personally designed a program called “Building
the Business,” and over eighteen months, he ran the
program ten times, with classes of nine participants
each time.
• His example of direct, hands-on teaching has
inspired leaders at other companies to start teaching
their own courses.

3. What is Coaching?
• Coaching is one of the most
effective ways of transferring
knowledge and skill from an
experienced leader to his or her
team members.
• It is perhaps, the single most
important tool a manager can use
for expanding team member
capabilities.

4. Definition of coaching
• Coaching is concerned with getting the best
out of people, through helping them to
realize their potential and ensuring that they
have the skills, understanding, knowledge
and motivation to succeed.
• Coaching is directly linked to change in that it
is about helping the person move from a
‘stuck’ or challenging place to an improved
position or place (e.g. helping someone shift
their perspective, level of confidence, skill,
motivation, attitude).

5. Benefits for the Manager
• Taking time to understand an issue that is affecting the
performance of a team member / colleague
• Demonstrating commitment to supporting and developing the
skills, knowledge and abilities of a team member / colleague
• Developing skills that are valued and transferable across many
roles within work and outside the business.
• Promoting change management, by empowering team members
to take responsibility for problem resolution.
• Developing closer working relationships with staff making the task
of managing them, more constructive and rewarding
Managers gain from using coaching by:

6. Benefits for the Employee
• Building valuable skills and knowledge they can use to
advance in their careers.
• Feeling supported and encouraged by their manager and the
company.
• Experiencing the pride and satisfaction that come with
surmounting new challenges.
• Empowering individuals and encourages them to take
responsibility.
• Motivating and reinvigorate longer serving employees.
• Making employees feel valued and improves job satisfaction
and staff retention.
• Providing the skills and self-confidence for employees to make
their own decisions, and take action.
Coaching has many benefits for the employee including:

7. Benefits for the Organization
• One area where coaching clearly
appears to have a positive impact is
employee engagement and
retention. In the survey conducted
by Cedar Consulting in the U.K.,
participants were asked about their
career intentions.
• Of the 205 respondents who said
they are likely to be still working with
the company in a year’s time, 59%
rated their manager a good coach,
an cited this as one of key reasons
why they are staying with the
organization.
28
31
20
18
5
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly Disagree

8. Coaching or Mentoring
• Coaching and mentoring share some
common features and the terms are
often used interchangeably.
• Both take place on a 1 to1 basis;
• Both focus on helping the individual
realize their business objectives;
• Coaching is short term task-based
• Mentoring is a longer term relationship.

9. Coaching Versus Mentoring
COACHING
• Relationship generally has a set
duration
• Generally more structured in nature
and meetings are scheduled on a
regular basis
• Short-term (sometimes time-bounded)
and focused on specific development
areas/issues
• In Coaching , the may not need to
have direct experience of their client’s
formal occupational role, unless the
coaching is specific and skills-focused
• Focus is generally on
development/issues at work
MENTORING
• Ongoing relationship that can last for
a long period of time;
• Can be more informal and meetings
can take place as and when the
mentee needs some advice,
guidance or support
• Mentor is usually more experienced
and qualified than the ‘mentee’. Often
a senior person in the organization
who can pass on knowledge,
experience and open doors to
otherwise out-of-reach opportunities
• Focus is on career and personal
development

10. Types of Coaching
• Personal/Life Coaching
• Career Coaching
• Performance Coaching
• High-Potential or Developmental Coaching
• Coaching to Provide Feedback Debriefing and
Development Planning
• Team Coaching
Coaching has many different purposes. Here are some of the most
common purposes, or types of coaching:

11. Personal / Life Coaching
• The personal/life coach helps individuals gain awareness
of and clarify their personal goals and priorities, better
understand their thoughts, feelings, and options, and take
appropriate actions to change their lives, accomplish their
goals, and feel more fulfilled.
• This type of coaching does not normally take place in the
workplace, but some of the ideas are useful for individual
coaching at work.

12. Career Coaching
• The career coach helps individuals identify what they want
and need from their career, then make decisions and take
the needed actions to accomplish their career objectives in
balance with the other parts of their lives.
• Career coaching is a valuable skill for managers to learn,
as it enables you to motivate your team members, and
create a development pathway that will build loyalty and
commitment.

13. Performance Coaching
• Performance coaches help employees at all levels better
understand the requirements of their jobs, the
competencies needed to fulfill those requirements, any
gaps in their current performance, and opportunities to
improve performance.
• Coaches then work with the employees, their bosses, and
others in their workplace to help the employees fill
performance gaps and develop plans for further
professional development.
• As a manager, much of your own role should involve
performance coaching. We will learn more about this type
of coaching as we work through this course.

14. High-Potential or Developmental Coaching
• The coach works with organizations to develop the
potential of individuals who have been identified as key to
the organization’s future or are part of the organization’s
succession plan.
• The focus of the coaching may include assessment,
competency development, or assistance planning and
implementing strategic projects.
• As a manager, you are more likely to bring in a high
performance coach to the organization, than you are
engage in this type of coaching yourself.

15. Team Coaching
• Team coaches work with the leader and members of a
team to establish their team mission, vision, strategy, and
rules of engagement with one another.
• The team leader and members may be coached
individually to facilitate team meetings and other
interactions, build the effectiveness of the group as a
high-performance team, and achieve team goals.
• However, this is the type of coaching that many managers
choose to do themselves. In this course we will look at
how you can get started with team coaching.

16. The Manager’s Coaching Challenge
• The drive for austerity in the wider economy certainly appears
to be having an effect on the availability of coaching in
organisations.
• In some cases, as respondents’ comments reveal, companies
are rolling back existing commitments to coaching.
• Time pressures mean that some managers are hard pressed to
‘manage’ at all.
• Add to this the pressure of getting things done quickly and with
limited resources, and it leads many managers to revert to a
more directive style.
• There are still many managers who see coaching as ‘soft and
fluffy’. It is very difficult to shift an organisation’s culture if this is
the norm and if senior people do not see coaching as an
essential building block in both management and development
of people.”

17. The reasons why we need to Coach
• Research evidence strongly suggests that building
the coaching capability of managers and creating the
appropriate support in the environment offers many
benefits for organisations.
• These include a better working environment,
improved engagement and retention.
• At the individual level coaching contributes to
personal development and more effective, higher
performing employees and teams.

18. Who can be a Coach?
• All Managers can take up the
coaching role.
• Senior managers should be using
coaching to help create successors.
This is an example of high
performance coaching.
• Line managers can use coaching in
the management and development
of team members, and in resolving
performance problems.
• Coaching is a skill that managers can
learn.

19. When and where to use coaching
• Coaching can take place at any time during the working day when
assistance is needed or requested by a colleague or team member
to:
• deal with dilemmas about change , develop a new work-related skills or
behaviors
• enhance their knowledge
• develop their career
• overcome difficulties in their team, task or role.
• Coaching can be used when a significant discussion about work, or
even non-work related matters, would be helpful in order to help
generate or re-discover motivation in the workplace.
• Coaching is a valuable skill to use during appraisal and during
conversations about performance that take place either formally or
informally.

20. Make a Business Case for Coaching
• Make a business case for coaching: It is important to
demonstrate how coaching drives business performance.
It should be a case that is clearly articulated, and easy to
understand. If the business strategy is driving increased
productivity during challenging markets, for example, you
might examine the part that a coaching culture has to
play.
• When the “way we’ve always done things before” is no
longer working, focusing constructively and supportively
on an individual’s performance can often be the key to
increasing business results.

21. The Manager as Coach
• Learn about the main models used in coaching.
• Understand the skills required for managers to become
effective as coaches.
• Learn how to identify performance problems and apply
coaching skills to improve performance.
• Learn how to coach a team to improve motivation and
performance focus.
• Learn about employee career development, and how to
help employees grow in their roles.
As a manager, you can get started with coaching by taking the following steps:

22. Activities
• There are a number of activities
to complete for this unit.
• Take the time to complete these
in your manual.
• In this way, you will better learn
from and retain the knowledge
covered in this unit.

23. Next Step - Coaching Self-Assessment
• You will find a Coaching Self-
Assessment in your Manual.
• Take the time to complete this
self assessment, and identify
your current strengths and
weaknesses in regard to
coaching your people.

24. Thank you
Thank you for viewing this extract from the Global course in
Coaching and Mentoring. To buy this or other Global
courses, go to:
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