Coaching for success

942 views

Published on

COACHING AND FEEDBACK PRESENTATION DEVELOPED FROM ON-LINE SOURCES

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
942
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
32
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Coaching for success

  1. 1. Coaching for SuccessCoaching for Success Todd M. GrivettiTodd M. Grivetti MSN, RN, CCRN, CNMLMSN, RN, CCRN, CNML President / CEO, Level V, Inc.President / CEO, Level V, Inc.
  2. 2. Four Step Coaching ProcessFour Step Coaching Process Explain Practice Feedback Demonstrate
  3. 3. Enhancing ConfidenceEnhancing Confidence Reassure ChallengeHelp
  4. 4. Enhancing ConfidenceEnhancing Confidence  ReassureReassure  Reassure the way they feel is normalReassure the way they feel is normal  Share your own experiences by describing a time when you experienced lowShare your own experiences by describing a time when you experienced low confidence.confidence.  EncourageEncourage  Challenge the person’s perception of themselves and the situationChallenge the person’s perception of themselves and the situation  The may perceive obstacles where there are noneThe may perceive obstacles where there are none  May feel overwhelmed by the size or unfamiliarity of the taskMay feel overwhelmed by the size or unfamiliarity of the task  Remind them of their accomplishments and strengths in similar or related situationsRemind them of their accomplishments and strengths in similar or related situations  Offer to help them make realistic assessments of the risksOffer to help them make realistic assessments of the risks  Help them by discussing the worse possible outcome and then related it to the moreHelp them by discussing the worse possible outcome and then related it to the more realistic outcomerealistic outcome  HelpHelp  Offer concrete helpOffer concrete help  Do not leave the personal aloneDo not leave the personal alone  Offer realistic and practical support (offer a private rehearsal of the program), or aOffer realistic and practical support (offer a private rehearsal of the program), or a review of the draft.review of the draft.
  5. 5. Encouraging FlexibilityEncouraging Flexibility  First in this process is to understand peoples’First in this process is to understand peoples’ psychological reactions to changepsychological reactions to change  Three Common factorsThree Common factors  FearFear  UncertaintyUncertainty  AngerAnger  Learning to recognize these will allow you to helpLearning to recognize these will allow you to help the person you are coachingthe person you are coaching
  6. 6. Encouraging FlexibilityEncouraging Flexibility  UncertaintyUncertainty  Most common reactionMost common reaction  Provide them with information about what is going to happen in the futureProvide them with information about what is going to happen in the future and how it will affect them.and how it will affect them.  AngerAnger  Often caused because the person has no control over what is happeningOften caused because the person has no control over what is happening to them.to them.  The most affective way to respond to anger is to directly involve theThe most affective way to respond to anger is to directly involve the individual in the change.individual in the change.  You allow them to have a say about how the change will affect them personallyYou allow them to have a say about how the change will affect them personally  FearFear  Common psychological responseCommon psychological response  Provide reassurance, support and encouragement – Directly or Indirectly.Provide reassurance, support and encouragement – Directly or Indirectly.
  7. 7. Encouraging FlexibilityEncouraging Flexibility  Strategies:Strategies:  Exploring others’ concerns using questionsExploring others’ concerns using questions  Focusing on the aspects of the situation that areFocusing on the aspects of the situation that are likely to change the mostlikely to change the most  Helping others to see the situation from a differentHelping others to see the situation from a different perspectiveperspective  Modeling flexibility to encourage the same behaviorModeling flexibility to encourage the same behavior from others.from others.
  8. 8. Encouraging FlexibilityEncouraging Flexibility  Resistance to change is usually caused by theResistance to change is usually caused by the individual focusing on the disadvantages ofindividual focusing on the disadvantages of changing and the advantages of not changingchanging and the advantages of not changing  ReframeReframe  Help the person see the change from a differentHelp the person see the change from a different perspective. Ask:perspective. Ask:  What are the advantages of changing?What are the advantages of changing?  What are the disadvantages of not changing?What are the disadvantages of not changing?
  9. 9. Encouraging FlexibilityEncouraging Flexibility  Modeling FlexibilityModeling Flexibility  Provide the individual(s) you are coaching with anProvide the individual(s) you are coaching with an example of how to be flexible with change.example of how to be flexible with change.  If you model inflexibility, this gives the person youIf you model inflexibility, this gives the person you are coaching the impression you are inflexible orare coaching the impression you are inflexible or rigid and likely will be met with the same attitude.rigid and likely will be met with the same attitude.
  10. 10. Exploring FlexibilityExploring Flexibility  In the following three scenarios, identify whichIn the following three scenarios, identify which of the following best matches these skills:of the following best matches these skills:  Exploring ConcernsExploring Concerns  ReframingReframing  Modeling FlexibilityModeling Flexibility
  11. 11. Encouraging FlexibilityEncouraging Flexibility ScenariosScenarios
  12. 12. Encouraging FlexibilityEncouraging Flexibility  Scenario One: RichardScenario One: Richard  Mark, a member of my team is having difficulty withMark, a member of my team is having difficulty with the new invoicing system the organization hasthe new invoicing system the organization has recently introduced. During our discussion, I agreedrecently introduced. During our discussion, I agreed to let him continue using the old system until heto let him continue using the old system until he became more comfortable with the new system.became more comfortable with the new system. Modeling FlexibilityModeling Flexibility
  13. 13. Encouraging FlexibilityEncouraging Flexibility  Scenario Two: CarolineScenario Two: Caroline  When discussing the introduction of a new qualityWhen discussing the introduction of a new quality control procedure to the team, I discovered thatcontrol procedure to the team, I discovered that Thomas was uncomfortable with the changes. IThomas was uncomfortable with the changes. I asked him how he felt about his concerns andasked him how he felt about his concerns and discovered he was worried about how fast he coulddiscovered he was worried about how fast he could adapt to the changes.adapt to the changes. Exploring ConcernsExploring Concerns
  14. 14. Encouraging FlexibilityEncouraging Flexibility  Scenario Three: SeanScenario Three: Sean  Our department is being relocated to the corporateOur department is being relocated to the corporate office and several members of my team areoffice and several members of my team are complaining about the disruption to their work. Icomplaining about the disruption to their work. I told them the relocation will increase the efficiencytold them the relocation will increase the efficiency of communication with the other units and that theof communication with the other units and that the organization can only operate efficiently if it isorganization can only operate efficiently if it is centralized.centralized. ReframingReframing
  15. 15. Understanding FlexibilityUnderstanding Flexibility
  16. 16. U.S. Capital Washington, DC, May 2010
  17. 17. Understanding ConflictUnderstanding Conflict  Nature of ConflictNature of Conflict  Which of the following best describe the three thingsWhich of the following best describe the three things that happen during conflict?that happen during conflict?  People Don’t ListenPeople Don’t Listen  People tend to agree in the endPeople tend to agree in the end  People become rigid and blamingPeople become rigid and blaming  People don’t reach a solutionPeople don’t reach a solution  People reach a solutionPeople reach a solution  People form a relationshipPeople form a relationship
  18. 18. Understanding ConflictUnderstanding Conflict  Nature of ConflictNature of Conflict  Which of the follow best describe the three thingsWhich of the follow best describe the three things that happen during conflict?that happen during conflict?  People Don’t ListenPeople Don’t Listen  People agree in the endPeople agree in the end  People become rigid and blamingPeople become rigid and blaming  People don’t reach a solutionPeople don’t reach a solution  People reach a solutionPeople reach a solution  People form a relationshipPeople form a relationship
  19. 19. Understanding ConflictUnderstanding Conflict  The Conflict SpiralThe Conflict Spiral  Nobody listens to each otherNobody listens to each other  Anger and blaming beginAnger and blaming begin  Lack of solutions being reachedLack of solutions being reached  Often people in conflict are intent on havingOften people in conflict are intent on having their say, they do not acknowledge what otherstheir say, they do not acknowledge what others are saying.are saying.  As conflict progresses, the people involved oftenAs conflict progresses, the people involved often become rigid and begin blaming others.become rigid and begin blaming others.
  20. 20. Understanding ConflictUnderstanding Conflict  As conflict continues to spiral, people becomeAs conflict continues to spiral, people become progressively angryprogressively angry  In these situations, it is very unlikely a solution willIn these situations, it is very unlikely a solution will be reaching without coaching.be reaching without coaching.  When coaching to resolve conflict, you mayWhen coaching to resolve conflict, you may need to apply this three step processneed to apply this three step process  Break the conflict spiralBreak the conflict spiral  Gain CooperationGain Cooperation  Don’t compromiseDon’t compromise
  21. 21. Understanding ConflictUnderstanding Conflict  Break the conflict spiralBreak the conflict spiral  Prevent interruptions between each otherPrevent interruptions between each other  Control who is talking at any one timeControl who is talking at any one time  Control what they are talking aboutControl what they are talking about  You can break the conflict spiral by making a suggestion or simplyYou can break the conflict spiral by making a suggestion or simply stating what you want the other party to do.stating what you want the other party to do.  Gain cooperationGain cooperation  Most effective way is to explore a plan that is acceptable toMost effective way is to explore a plan that is acceptable to both parties.both parties.  This can lead to a solution, resulting in both parties focusing on theThis can lead to a solution, resulting in both parties focusing on the solution rather than the conflictsolution rather than the conflict
  22. 22. Understanding ConflictUnderstanding Conflict  Don’t CompromiseDon’t Compromise  Simply do not accept a compromise solution becauseSimply do not accept a compromise solution because this means that both parties have given upthis means that both parties have given up something that is important to them.something that is important to them.  Focus on the needs of all parties and stay inFocus on the needs of all parties and stay in discussion until you have found a lateral solutiondiscussion until you have found a lateral solution that meets everyone’s needs.that meets everyone’s needs.
  23. 23. Coaching to DevelopCoaching to Develop MotivationMotivation
  24. 24. Developing MotivationDeveloping Motivation Which of the these statements about motivation do youWhich of the these statements about motivation do you thing are true and which are false?thing are true and which are false? The best way to motivate someone is to lecture them on howThe best way to motivate someone is to lecture them on how important it is that they make the effortimportant it is that they make the effort TRUETRUE FALSEFALSE Money is the best motivatorMoney is the best motivator TRUETRUE FALSEFALSE Unmotivated people can safely be left to handle customersUnmotivated people can safely be left to handle customers TRUETRUE FALSEFALSE A team’s effectiveness depends on its ability to motivate itselfA team’s effectiveness depends on its ability to motivate itself TRUETRUE FALSEFALSE People who are motivated are prepared to help othersPeople who are motivated are prepared to help others TRUETRUE FALSEFALSE You should always attempt to coach someone to motivateYou should always attempt to coach someone to motivate themselvesthemselves TRUETRUE FALSEFALSE Unmotivated people will always listen to good adviseUnmotivated people will always listen to good advise TRUETRUE FALSEFALSE
  25. 25. Developing MotivationDeveloping Motivation Which of the these statements about motivation do youWhich of the these statements about motivation do you thing are true and which are false?thing are true and which are false? The best way to motivate someone is to lecture them on howThe best way to motivate someone is to lecture them on how important it is that they make the effortimportant it is that they make the effort TRUETRUE FALSEFALSE Money is the best motivatorMoney is the best motivator TRUETRUE FALSEFALSE Unmotivated people can safely be left to handle customersUnmotivated people can safely be left to handle customers TRUETRUE FALSEFALSE A team’s effectiveness depends on its ability to motivate itselfA team’s effectiveness depends on its ability to motivate itself TRUETRUE FALSEFALSE People who are motivated are prepared to help othersPeople who are motivated are prepared to help others TRUETRUE FALSEFALSE You should always attempt to coach someone to motivateYou should always attempt to coach someone to motivate themselvesthemselves TRUETRUE FALSEFALSE Unmotivated people will always listen to good adviseUnmotivated people will always listen to good advise TRUETRUE FALSEFALSE
  26. 26. Developing MotivationDeveloping Motivation What do you think are the four signs which indicate aWhat do you think are the four signs which indicate a motivated person?motivated person? They care about theirThey care about their performanceperformance They collaborate withThey collaborate with othersothers They initiate actionThey initiate action They always agree withThey always agree with othersothers They initiate conflictThey initiate conflict They provide supportThey provide support
  27. 27. Developing MotivationDeveloping Motivation What do you think are the four signs which indicate aWhat do you think are the four signs which indicate a motivated person?motivated person? They care about theirThey care about their performanceperformance They collaborate withThey collaborate with othersothers They initiate actionThey initiate action They always agree withThey always agree with othersothers They initiate conflictThey initiate conflict They provide supportThey provide support
  28. 28. Developing MotivationDeveloping Motivation  When coaching to develop motivation, you the leaderWhen coaching to develop motivation, you the leader need to determine who is and who is not motivated.need to determine who is and who is not motivated.  Four characteristics for identifying a Motivated person:Four characteristics for identifying a Motivated person:  They care about their performanceThey care about their performance  Individually and on a teamIndividually and on a team  Take initiative to problem solveTake initiative to problem solve  Gauge how well do they collaborate to find ways to improveGauge how well do they collaborate to find ways to improve performanceperformance  Gauge how prepared are they to help others and provideGauge how prepared are they to help others and provide mutual supportmutual support
  29. 29. Developing MotivationDeveloping Motivation  Characteristics of Unmotivated people:Characteristics of Unmotivated people:  Appear uninterested in their own performanceAppear uninterested in their own performance  Do Not initiate actionDo Not initiate action  Do Not collaborateDo Not collaborate  Do Not seek to find solutions to problemsDo Not seek to find solutions to problems  Poor Attitude and lack of accountabilityPoor Attitude and lack of accountability  Provide little or no support to othersProvide little or no support to others
  30. 30. Developing MotivationDeveloping Motivation  Common approaches to motivatingCommon approaches to motivating  Offer incentivesOffer incentives  Provides praise and recognitionProvides praise and recognition  May be in the manner of a raise, opportunity to do more challengingMay be in the manner of a raise, opportunity to do more challenging tasks, or some other type of incentivetasks, or some other type of incentive  Give adviceGive advice  Provide feedback on what they CAN DO to motivate themselvesProvide feedback on what they CAN DO to motivate themselves  Ask questionsAsk questions  Help the person identify their reason(s) for the lack of motivation.Help the person identify their reason(s) for the lack of motivation.  This approach allows them to develop their own solutionsThis approach allows them to develop their own solutions
  31. 31. Developing MotivationDeveloping Motivation  Asking questions:Asking questions:  Ask the What and how questionsAsk the What and how questions  What can you do to change?What can you do to change?  What do you need to make this happen?What do you need to make this happen?  How can you make it less boring?How can you make it less boring?  How can you challenge yourself?How can you challenge yourself?  Stay silentStay silent  Using silence places a subtle pressure on the person to respondUsing silence places a subtle pressure on the person to respond  Push for more detailPush for more detail  Utilize when the person begins to answer your questionsUtilize when the person begins to answer your questions  Helps them explore a solutionHelps them explore a solution
  32. 32. Developing MotivationDeveloping Motivation  The key to coaching motivation is to let theThe key to coaching motivation is to let the person work it out for themselves.person work it out for themselves.  By using questions and avoiding giving advice,By using questions and avoiding giving advice, you help others take responsibility solving theiryou help others take responsibility solving their own motivational problems.own motivational problems.
  33. 33. QUESTIONS?

×