Coaching for Performance


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A slide set giving a basic introduction to business coaching. The fundamental principles of the GROW model are used. This is a model developed by John Whitmore. It has often been built upon and changed but has not been surpassed. That is because the model works!!

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  • Self aware of own learning and development needs
  • Coaching for Performance

    1. 1. Coaching for Performance Ei4Change
    2. 2. Definition of coaching Coaching “The process of empowering others.” Whitmore, 1997 “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” Whitmore, 2002
    3. 3. “Coaching helps individuals access what they already know. They may never have asked themselves the questions but they have the answers. A coach assists, supports and encourages individuals to find these answers.” Zeus and Skiffington, 2002 “I give you focus and somehow my mere presence moves you to action.” Lowe (undated) a coaching Haiku Definition of coaching Coaching
    4. 4. The Power of the Coaching Process “I never cease to be amazed at the power of the coaching process to draw out the skills or talents that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought insolvable.” John Russell, MD Harley-Davidson
    5. 5. Underlying belief within coaching Intent to help The underlying belief in coaching is that the coachee has within them the ability, competence and knowledge that will enable them to effect changes that will result in improvement. The role of the coach is to draw these out and gain commitment to action.
    6. 6. Within organisations benefits are seen in financial performance retention development of executives in communications - 99% of executives who have been coached believe that coaching delivers tangible benefits - 92% saw an increase in the bottom line Benefits of coaching
    7. 7. Impact of coaching Develop managers and leaders Support change Develop talent Improve performance Improve skills Problem solving Motivate and inspire Manage conflict Manage time and stress Improve communication
    8. 8. When to use coaching What are the sorts of situations in which you might use a coaching approach? Who should generate the coaching discussion? Think back over the last month - were there any situations you could have turned into a coaching opportunity?
    9. 9. When to coach? Management development Improving performance Problem solving Realising potential Managing conflict Team development Could be formal (planned) or informal (at the vending machine)
    10. 10. Core coaching skills Coaching is characterised by: Creating rapport Deep listening Effective questioning Insightful feedback and enabling learning Intense focus on process and results
    11. 11. Levels of listening
    12. 12. Questioning skills ? Questions and the coaching process must not get in the way of building rapport and empathising with the individual. It is better to retain a curious concern than find the killer question.
    13. 13. Questioning skills Open ended probes Neutral probes Brief assertions Pause Reflective probes Summary statements Leading questions Close ended probes ?
    14. 14. Questioning skills ? Are your questions relatively simple (but detailed enough to avoid ambiguity)? Do they build sequentially from the previous question to keep the whole sequence connected and follow the coaching framework? Do they have clarity of purpose and intention?
    15. 15. Push and Pull Model Listening to understand Reflecting Paraphrasing araphrasing Summarising Asking questions that raise awareness Making suggestions Giving feedback Offering guidance Giving advice Instructing PULL Helping someone solve their own problem PUSH Solving someone’s problem for them Non-directive Directive (Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)
    16. 16. WILL milestones actions commitment REALITY evidence awareness understanding OPTIONS What’s possible? GROW coaching framework What do you want? What is happening now? What could you do? What WILL you do? GOAL situation vision objective
    17. 17. The coachee explains what they would like to achieve or change What is wanted as an outcome from this conversation? Is this realistic - or does the goal need to be separated into bite-size chunks? What are the time frames for the short and long term goals? GOAL situation vision objective
    18. 18. The coachee describes and explores the issue / situation from all angles Ask questions to open up different aspects of the issue Identify what’s working well in respect of the issue as well as the barriers and the challenges Expand the conversation, BEFORE focusing on the detail REALITY evidence awareness understanding
    19. 19. The coachee reflects on the options and generates ideas for potential solutions Resist solving the problem by providing solutions Encourage the coachee to be creative in considering alternatives and options Review advantages and disadvantages of each Keep the questions short and open Include feeling questions such as: ‘What solution appeals the most?’ OPTIONS What’s possible?
    20. 20. The coachee commits to specific actions in a time frame by being asked “What will you do?” Encourage the coachee to take actions to which they are drawn, feel positive about and motivated to do Ask questions that will facilitate the coachee to be explicit about the benefits of the action Ask them to rate their intention, enthusiasm and commitment on a 10-point scale WILL milestones actions commitment
    21. 21. Key questions for a coachee in a coaching session What issues would I most value the coach’s support with? What outcomes do I want, or do I want to avoid? What can I do to make the most of the time together?
    22. 22. Online Course Check out our Skillshare class: "Introduction to Emotional Intelligence" Use this link below to get a free month of Premium Membership on Skillshare for unlimited access to hundreds of online classes.
    23. 23.  Ei4Change Ltd. www.twitter/@EI4Change
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