Brochure For Developmental Coaching
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Brochure For Developmental Coaching



How to build high performance team

How to build high performance team



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Brochure For Developmental Coaching Brochure For Developmental Coaching Document Transcript

  • “Developmental-Coaching” A Program For Managers Who Aspire to Be Leaders Table of Contents1. Background information 22. What is developmental-coaching 23. Who is going to conduct the program 34. What is the methodology of the program 35. What are the details of the program 4 “He taught me to teach myself, which is the greatest thing a teacher can do.” Isaac Stern- famous violinist Page | 1 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • BackgroundOne thing is very clear; with yesterday’s skill-set employees cannot solve today’sorganizational challenges. Therefore, in today’s highly competitive business environment, fora company which aspires to grow, developing people is not a matter of choice but a necessity.The high performers, generally a small percentage, will perform well with minimum inputs;because these individuals are self driven. The middle majority which is the back-bone of anorganization/team has to be consciously developed. In the long run the high performerscannot sustain on a growth path without new inputs. Once an employee realizes that he is notgrowing or learning, and his immediate manager cannot support his aspirations hecontemplates leaving the organization.While there are several options available to skill the employees such as: training, mentoring,stretch assignments, executive coaching etc; the intervention which delivers the highest andmost sustainable success is developmental-coaching. The immediate manager plays key rolein orchestrating developmental-coaching for the employee.What is developmental-coachingDevelopment-coaching is a management tool, a powerful leadership skill, in the hands of themanagers which promotes self-directed learning in the employees. It is an essentialcompetency for anyone who manages a team. Like any skill it is learnt; and a manager has toacquire a bundle of competencies to be able to offer development-coaching to his team-mates. In this model, the manager is the coach and the employee is the learner.The primary objective of developmental-coaching is to achieve business results by developingthe capabilities of the employees. The coach creates an environment where the learner feelssafe and confident to reflect, complete self- assessment, receive feedback and become moreself-aware. Further, the learner develops actionable steps which the coach and learner followup periodically until the goals are achieved. The responsibility of the learning is shared jointly.In the traditional manager-employee supervisory model, the manager’s focus is singularly onresults and the relationship and outcomes are very transactional. Where as in thedevelopmental-coaching model the manager and the employee not only focuses on resultsbut also on processes, actions and decisions. The employee learns what is working and why itis working; and what needs to be approached differently and why. Managers who coach havehigh expectations of their team and invariably deliver superior business results.In organizations where developmental-coaching is used as a way of work-life, benefits flow all-around. The employee exhibits greater sense of job satisfaction as he is learning andexperiencing growth; the manager learns a very important leadership skill of improving theperformance of his team; and the organization benefits by getting improved productivity,retention and customer service. Year end Performance Management exercise is not thebeginning of an attrition cycle but a normal event of the year.Page | 2 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • Who will conduct the program Sanyog Jain, Principal Consultant of Frontline Consulting will be conducting the program. Sanyog has more than 20 years of hands-on international experience working in matured and emerging markets in an industry where people development was vital for success. Sanyog brings huge amounts of source-credibility because of his rich life and work experience. He has held leadership positions in sales, training and distribution marketing functions. In addition to the strategic view,Sanyog also has a very good ground-view of business as he was part of the frontlineorganization in sales, training and sales management. He understands the success principlesof developing people. He has used developmental-coaching as a management skill to develop talent, implementchange projects, turn-around failing operation and to build large sales and training teamsacross India. He has won numerous company and industry awards.Sanyog completed his coach training from Results Coaching Institute, Australia and is currentlypursuing the ACC designation from ICF. Furthermore, he holds Masters’ Degrees in Businessfrom University of Rajasthan and Thunderbird, USA; Advanced Management Program fromIIM B; CFP and Life Underwriter Training Council Fellowship from American College, PA, USA.What is the methodology of the programThe program will be covered over two days as an ILT session. It will be appropriatelycustomized to meet the needs of the participants and the organization. In the two days, wewill cover the knowledge and foundational skills required to become a manager-coach.Adult learning methodology is incorporated in the development and delivery of the program.Reading, self reflection, facilitation, lecture, group and individual exercises, role plays and de-brief will be used to transfer knowledge and skills to the participants. The participants willpractice the new skills using role plays which will be based on real life scenarios. They will alsohave an opportunity to develop practical ideas for managing teams using several establishedframeworks.We suggest that the site location for conducting the program be such that participants canconcentrate over the two days without interruption.In order to maximize class participation we recommend that the class size be limited to 18-20participants.In the initial roll out, the participants will get a simple work book. Slides will not be providedto the participants.Page | 3 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • The participants should be managing teams in their current role. In order to maximize thegroup experience we suggest that participants in a particular batch should be performingsimilar roles.The second half of the program uses a very innovative technique of making participantsexperience the value of coaching. Selected high performers from the group will be offeredgroup/one-on-one session (depending on the company requirement) once a week over aperiod of 13 weeks. These sessions are offered over the phone hence no travel is required.The typical phone session is 90-120 minutes long. We can accredit the participants if requiredby the organization. The charges for the services outlined in the second-half are separate fromthe two day training program.Outline of the programThe two day training program has been divided into seven sections: 1. Introduction of the group 2. Develop the “developmental-coaching” definition and understand the science behind coaching 3. Learn the skill-set required for being a manager-coach 4. Understand the three cornerstones of “developmental-coaching” 5. Understand how people learn; and the competency frame work 6. Create a template for having a coaching dialogue; learn how to use the coaching template; role plays and debrief 7. Develop an implementation plan and the way forward1. Introduction of the groupThe purpose of this session is to build rapport within the group, learn about the back groundof the participants, become aware of their learning goals and establish the roles andresponsibilities of the participants and the instructor. Housekeeping matters like start and endtime, scheduled breaks etc will be communicated to the participants. Additionally, we willshare with the group the research/methodology which went in program development and theglobal objectives of the program.2. Develop the developmental-coaching definition; understand the science behind coaching; and how to build coaching friendly context in the teamThe purpose of this section is to provide the foundational knowledge of coaching as a subject.Page | 4 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • A. Some of the learning objectives of the “coaching definition” and “science behind coaching” sections are: a. Develop a common definition of coaching b. Learn the definition of coaching as per the International Coach Federation and understand the relevance of it in the work-setting c. Understand what is in-scope and outside the scope of coaching at the workplace d. Learn how coaching differs from other forms of intervention and the appropriateness of each of those interventions e. Learn how the brain works and processes information; and applicability of the advance neuroscience research to modern business managementB. Some of the learning objectives of “how to build coaching friendly context” are: a. Learn the changing beliefs and values of the new demographics in India b. Learn what employees want from their work environment c. Learn the components of the coaching ecosystem-organizational and manager’s values and learner’s willingness to learn d. Participants take a self-assessment of their coaching competency3. Learn the skills-set required for being an effective developmental- coachThe purpose of this section is to share with the participants the skills used in having aneffective coaching relationship with the employee. a. Learn how to build a trusting relationship b. Learn the art and science of communicating c. Learn how to have a coaching dialogue d. Learn how people learn e. Learn what motivates people to change f. Learn how to set powerful goals4. Understand the different stages of learning; learn how to use the competency frame work to coach; and how to segment the team based on the present competencies of the individualPage | 5 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • In this section we will deepen our understanding about people-development using certainframe works. Next we will use knowledge developed so far in understanding andcategorizing our teams. Finally, in a workshop mode participants will segment their teamsbased on the framework they have learnt. A. Some of the objectives “how people learn” and “developing competency frame work” section are: a. Recognize the different stages of the learning process and identify the appropriate management style for each of the learning stages. Learn how to create development path for associates. b. Develop a basic understanding of the competency model of your own job and that of the team (organization to provide additional material) c. Document the performance benchmarks (success measures)or standards for the team activities d. Learn the basics of segmenting the team members based on competencies5. Understand the three cornerstones of developmental-coachingThe purpose of this section is to help participants’ gain solid understanding of the threecornerstones of developmental-coaching at workplace: demonstration; observation andfeedback. The participants will also learn a frame work for having a coaching dialogue. Thissection will provide the critical knowledge of the building blocks of developmental-coaching.A. Some of the learning objectives of the “demonstration” cornerstone are: a. How to demonstrate job skills to the learner in a manner which is consistent with how adults learn b. How to demonstrate job skills which will be meet the learner’s needsB. Some of the learning objectives of the “observation” cornerstone are: a. Learn the possible challenges in observing people’s behaviour accurately b. Learn how to observe what is important to you, learner and the organizationC. Some of the learning objectives of the “feedback” cornerstone are: a. Understand the benefits of providing feedback b. Learn the basics of providing balanced feedbackPage | 6 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • c. Learn how to maximize the value of giving feedbackD. Some of the leaning objective of the “coaching dialogue framework” are: a. Understand the purpose of using a framework b. Understand the science behind the construction of the framework c. Use the framework in a practice session to gain familiarityWe will use real life examples to help participants internalize the concepts and understandhow each of these cornerstones enhances learner’s experience.6. Learn how to use the coaching template; role plays; and debriefThe purpose of this section is to co create a template* which can be used in havingperiodic coaching dialogue with the learner. Further, empower the participants by givingthem an opportunity to practice what they have learned. This section will be carefullysupervised so that the participants can get maximum value from the program. This is alsothe central theme of the program.A. Some of the objectives of the “role play using coaching template” are: a. Introduce/Create a template for conducting periodic reviews b. Understand the purpose of each section of the template and how the parts fit in the total picture c. Ability to identify the point where supervision ends and developmental- coaching begins d. Learn how to use the template for conducting the periodic review with a learner e. Practice how to use the template using real-play in a tirade f. Learn how to give feedback on a real-play using assessment sheet*We suggest that a template is created with inputs from selected participants andstakeholders prior to the date of the program. This can be accomplished during the fact-finding process. In many organizations the Performance Management Tools could be usedinstead of separate templates.Page | 7 Frontline Consulting Backed by Experience. Proven by RESULTS!!
  • 7. Develop an implementation plan and the way-forwardA. Some of the objectives of “developing an implementation plan and way-forward” section are: a. Understand some of the best practices associated with conducting periodic reviews using developmental-coaching as a chassis b. Understand how to deepen the learning experience by combining developmental- coaching with other interventions c. Arrive at a shared understanding on how to action the new skills and complete the feedback formPage | 8 Frontline Consulting Backed by Experience. Proven by RESULTS!!