Module 1 introduction to coaching


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Module 1 introduction to coaching

  1. 1. Introduction to Coaching Module 1 Previous/Ne xt Slide
  2. 2. Module Overview and Objectives This module will introduce the topic of coaching for performance. We will define :  What is and is not coaching  The benefits of coaching  Your role as a coach  When to coach  Who to coach You may go through this module at your own pace using the previous/next slide buttons on the bottom right of each slide. Previous/Ne xt Slide
  3. 3. The History of Coaching Coaching can be traced back to the time of Socrates, over 2,400 years ago! Socrates used dialogue and questioning to elicit greater insight and understanding through questioning and reflective reasoning. Previous/Ne xt Slide
  4. 4. History of Coaching  Coaching entered the workplace in the 1950s  It was recommended as an effective management tool for guiding and developing subordinates (Mace, 1950)  Coaching grew slowly throughout the next few decades, and then worked its way into common management practices in the 1990s(Carey, et al., 2011) Previous/Ne xt Slide
  5. 5. Coaching Definitions Coach – person who provides one-on-one teaching, training or development in which an individual gets support while learning to achieve a specific personal or professional result or goal. Coachee - individual receiving coaching service Internal Coaches – employees of the organization who are coaches.  You will be internal coaches, and will receive the necessary training to use coaching effectively to develop your subordinates throughout this course.(Carey, et al., 2011) Previous/Ne xt Slide
  6. 6. What is Coaching? Coaching has numerous definitions, but for our purposes we will define employee coaching as:  A developmental activity in which an employee works with his/her direct supervisor,  to improve current job performance and enhance his/her capabilities for future roles and/or challenges,  the success of which is based on an effective relationship between the employee and supervisor  The use of objective information, such as feedback, performance date, or assessments(Gregory & Levy, 2010) Previous/Ne xt Slide
  7. 7. Coaching Affects individual performance by encouraging (or discouraging) specific behaviors Provides a context to guide future performance Gives employees an opportunity to express their needs, concerns, and expectations Can enhance employees’ motivation and commitment when delivered constructively Offers the opportunity to make modifications to job requirements/goals Previous/Ne xt Slide
  8. 8. Coaching IS:  IS NOT:  An ongoing collaborative  A one time interaction process  A one way method for  A partnership between everyone employee and direct  Telling people what to do supervisor  Counseling  Focuses on immediate performance problems and learning opportunities  Unique to each person Previous/Ne xt Slide
  9. 9. Benefits of CoachingYou may be asking yourself, “Why am I doing this training?”. Coaching can provide a variety of benefits including:  Growth & development of associates  Improved associate performance, which can lead to increased productivity  Fostering a positive work culture in the form of greater job satisfaction and higher motivation  Generates new ideas to solve problems  A way to manage change, conflict, and improve communication & relationships  Improved retention- associatess are more committed and motivated when their supervisor takes time to help them improve their skills Previous/Ne xt Slide
  10. 10. What is your role as a coach? Broadly, your role as a coach is to help your associates grow and develop Previous/Ne xt Slide
  11. 11. Coaching includes a variety of activities… Observing performance Correcting poor performance Providing instruction Recognizing excellent performance Directing associate efforts Listening to associate concerns and ideas Providing support and encouragement Removing barriers to performance Previous/Ne xt Slide
  12. 12. Important ElementsSo, how will you help your employees grow and develop?  By building a strong relationship  Communicating clear expectations  Helping to define problems and set goals  Addressing skill and performance problems  Providing feedback  Following up to check progress and understanding We will discuss each one of these elements in detail in other modules Previous/Ne xt Slide
  13. 13. When should I coach? Don’t expect to solve problems in one session - Coaching is an ongoing process, taking place as the need or opportunity arises. Often, coaching occurs informally as you discuss goals, challenges, and on-the-job performance with employees and provide helpful feedback during day-to-day encounters. The coaching process can be more focused and formal, setting up structured meetings with a coachee to establish goals and review progress. Previous/Ne xt Slide
  14. 14. When to coach Offer coaching if you see a need, but first explain what you’ve observed and why you think coaching would be valuable. Avoid coaching if unproductive behavior is deeply rooted and occurs across a broad range of situations. Such problems usually don’t clear up with coaching. Find opportunities to strengthen your coaching skills. Regular practice improves a coach’s effectiveness. Previous/Ne xt Slide
  15. 15. Who do I coach? Associates who either have a performance problem or skills gap - both are ideal targets for coaching. As an experienced supervisor, you have plenty of knowledge to share with each of these associates. Since you have limited time, it’s best to invest it in coaching opportunities that will deliver the highest return. For example:  A new associate that needs direction  A direct report that is almost ready for new responsibilities and needs just a bit more help  A problem performer that can be brought up to an acceptable level of work if he/she receives some guidance Previous/Ne xt Slide
  16. 16. Who to coach Coach associates who are aware of a performance problem or skill gap and who are motivated to address the situation. Don’t try to force coaching on someone who doesn’t want to improve, or who isn’t aware that he or she has a performance problem. Previous/Ne xt Slide
  17. 17.  But remember, because coaching is based on mutual agreement, it’s not always the best way to handle certain performance problems. You need to intervene more directly when an associate has clearly violated Shaw policy or organizational values, or performance remains the same despite multiple coaching sessions Previous/Ne xt Slide
  18. 18. This completes Module 1 We have finished our introduction to coaching. The next module will go into detail about coaching skills you will need to conduct coaching effectively. You must complete the short quiz about Module 1, Introduction to Coaching, before moving on to Module 2. Previous/Ne xt Slide