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  • Hi! Mahendra, I like the contents of your slides. Well written and appropriately relevant. Could you send me a copy of your slides? My e-mail : puncaktcs@gmail.com
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Performance Coaching 1 Performance Coaching 1 Presentation Transcript

  • P ERFORMANC E C OACHIN G Presenter Mahendra K. SHUKLA Manager : Development PT ISPAT INDO
  • PERFORMANCE COACHING…
    • “ Coaching is vital to unlocking each executive’s or worker’s natural strengths, creativity, and resourcefulness. The coach will provide unbiased and candid feedback to coachee and objective perspective that he / she can use to produce organizational results.”
    Natural Strengths Creativity Resourcefulness Coaching
  • PERFORMANCE COACHING…
    • NEED FOR COACHING?
    • Coaching is a systematic process designed to raise the level of performance in sports, games, workplace , education & training, social/political/military activity; etc. It has many important applications and functions
      • To improve performance
      • To maintain standard performance
      • To encourage employees to exceed performance standards
      • To assist employees in developing new skills
    “ When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates” : Thomas S. Monson
  • PERFORMANCE COACHING…
    • “ T he coaching process does not rely on prescribed solutions or directives, but rather on mutual understanding, fact finding, careful through reflection, creative action planning, and compassionate follow – up.” { Harvard Business Review}
    • Any successful professional sportsman or sportswoman has a coach, whose role is to encourage, challenge and motivate the athlete to achieve their true potential. In the working environment at Indo Group, the same principles apply.
    COACH COACHEE
  • PERFORMANCE COACHING…
    • Although the use of the term ‘ Performance Coaching ’ is a relatively new development over the last decade, there is nothing new about the skills themselves and they can be identified as far as in the writing of Great Socrates , who said : “ I cannot teach anybody anything; I can only make them think”.
    • In developing a coaching culture to improve the performance of its workforce, Indo Group adopted a standard coaching model based on 8 STEP COACHING MODEL which is successfully implemented by several global companies : ExxonMobil , Boeing , PepsiCo , etc. The model was formulated by Steven J Stowell and Matt M. Starcevich of USA.
    Socrates
  • PERFORMANCE COACHING…
    • Performance coaching at Indo Group is about communicating in a way that enhance understanding, clarity, awareness, responsibility, self belief and productive relationships.
    • Coaching Skills are an essential part of Good Leadership Skills. We strive to provide the essential tools for HODs/ Managers / Supervisors to use in Team Coaching. In a global economy, a company's people can be their greatest asset and taking the time to focus on employee mentoring and employee development will reap great benefits for its business units.
    • The departmental heads / managers / business unit heads build capability in the next line of executives or supervisors, so that they can be self – reliant, successful and motivated personal to effectively manage their responsibilities.
  • PERFORMANCE COACHING… 8 STEP COACHING MODEL
  • PERFORMANCE COACHING…
    • STEP 1: BE SUPPORTIVE
    • This is the centrepiece of the model at Indo Group’s performance coaching practice. Use of this step is ongoing throughout the coaching activities and ads to the trust in the relationship between coach and the coachee.
    • Coaches need to demonstrate that we are wanting the best for and from the coachee, and we achieve this by recognizing what we value about them, what we recognize they have done that is good, and the qualities they possess that we appreciate.
    • We achieve this in both verbal and non – verbal ways : verbal support can be demonstrated in the form of offering help, empathy, listening, recognizing value, giving positive feedback and encouragement; non verbal is shown through eye contact, smiling, open and inviting body language.
    • STEP 2: DEFINE THE NEEDS & TOPIC
    • Here the coach and the coachee agree the reason for the discussion, and an ideal outcome (goal). Identifying the topic can sometimes be challenging. The needs on the other hand, are the expectations the organization has of the individual.
    • To ensure involvement and buying in from the coachee, they should also be invited to contribute at this stage: “I’d like to understand your perspective. What’s your view on the situation?”
    • Once the dialogue starts, it can become apparent that the topic the coach has in mind might not be actual topic on which the coaching needs to focus. This step can also be referred to as ‘ WHAT ?’
  • PERFORMANCE COACHING…
    • STEP 3: ESTABLISH IMPACT
    • This step really gains results from this coaching process. Here the motivation towards a plan is achieved. In this step, we are discussing the consequences of the current course of action. The driver for the coach is to create constructive tension and an ‘ a – ha ’ moment.
    • When the realization is reached it is often accompanied by a physiological change, where the coachee might suddenly sit upright, their breathing pattern change, and their eyes widen, for example. On the occasion, when we are coaching to gain realization of good practice, to continue the pattern, this step is just vital.
    • When considering times when a coaching discussion has resulted in no change of behaviour, the failure to effectively establish the impact is likely to be one of the prime reasons. This step can also referred to as ‘ SO WHAT ?’
    • STEP 4: INITIATE A PLAN
    • Once the consequences of the current course of action have been fully appreciated by the coachee, and either a decision taken to continue that behaviour for further desired results, or else a realization made that some change of behaviour is required , then we can move on to the planning stage.
    • This is an opportunity to generate plenty of ideas that could lead to achieving the desired results. It is important on the coach to recognize the capabilities of the coachee here.. Ideally, the idea will be generated by the coachee and the coach needs to provide the correct amount and type of support. This step can also be referred to as ‘ NOW WHAT ?’
  • PERFORMANCE COACHING…
    • STEP 5: GET A COMMITMENT
    • Now decide, from all the options generated, which ones are likely to move the coachee towards the desired goal. As much as possible, allow the coachee to choose from all the options generated. This way, they will be more committed to the plan.
    • This is also the time for the coach to become highly specific : What will you do; When will you do? This is a time to get really excited, as the feature is likely to be bright, inviting place characterised by fulfilment and achievement.
    • STEP 6: CONFRONT EXECUSES
    • & RESISTANCE
    • There could be a tendency to call it a day after a commitment has been reached. The other main reason for a coaching interaction leading to nothing, aside from not establishing impact, is to ignore step six.
    • Often, the plan involves the coachee focussing their efforts on doing new things. In theory, new activities pose little problem to the coaches, but the reality is that new activities often lead to forging a new path, new habits and trying new approaches.
    • There are likely to be obstacles and challenges, and if these are not pre – empted, the coachee can fall at the first hurdle and revert to their tried and tested ways.
    I do COACH COACHEE
  • PERFORMANCE COACHING…
    • STEP 7: CLARIFY CONSEQUENCES
    • (DON’T PUNISH)
    • In step three, we explained about the consequences of the current course of action. In step seven, we are talking about the consequences of delivering ( or not delivering) the plan agreed among the coachee and the coach. Here, we are primarily concerned with the positive consequences.
    • ‘ When you have successfully delivered this plan, what does that mean for you?’ Positive consequences can include delivering performance management objectives, departmental objectives, etc.
    • STEP 8: DON’T GIVE UP
    • A chance to summarise the discussion, plan for the contact and offer continued support. Ensure the coachee is aware that you are investing in their future and how they should contact you as their coach if they need to.
    • One of the most effective ways to invest in employee’s development and to encourage them to achieve beyond their limitations is by using coaching through the relationship between the department head or manager and their reportee.
  • PERFORMANCE COACHING…
    • COACHING SKILLS (TECHNIQUES)
    • For coaching to be done well, unique skills are required. True coaches know that outstanding results can be achieved only by working with others effectively; which means that a person must learn to communicate in a way that enhance dignity, respect and trust.
    • Coaches try to maximize collaboration and participation to ensure personal communications. The coaching process is designed to promote goodwill, optimism, open communications and commitment to succeed-both on an individual and team level.
    • Coaching encompasses on ability to see new things in new ways and to accept change and shifts in paradigms.
    • Coaching partners (coach & coachee) are dedicated to understanding consideration, trust, discovery, personal reflection, change and action. As the coach deals with obstacles as learning opportunities, coaches are able to “positively” serve each other in their mutual effort or mission.
  • PERFORMANCE COACHING…
    • Performance Coaching (which includes expressions of life, career, fitness, business, executive, finance and any other category of coaching in the modern sense of the word) is about communicating in a way that enhances understanding, clarify issues, create awareness, responsibility, self belief and productive relationships. The essential coaching skills are:
      • Active listening
      • Questions which enhance self directed learning
      • Clarifying
      • Goal setting
      • Shifting perspective
      • Holding the coachee accountable
      • Effective feedback
      • Creating trust and empathy
    • Coaching build on and reinforces relationships with others. The coaching process attempts to balance individual needs with the needs of the task and the team. Coaches strive to build win-win relationships so that everyone has a change to gain and feel positive about their function within the group.
  • PERFORMANCE COACHING…
    • SOME SUCCESSFUL COACHES / GURUS
    Leadership Guru Ultimate Success Never Say Die Performance Guru
  • PERFORMANCE COACHING…
    • SOME SUCCESSFUL COACHEE
  • Coaching Planning Worksheet Format Name (Coach) :___________________________ Name ( Coachee):_______________ Date of Interaction: _______________________ Place : _____________________________ SMART Goals 30-Days Action Plan ( Can be extended as per the requirement ) PERFORMANCE COACHING…
    • Organizational
    • Financial
    • Marketing
    • Community
    • Human Resources
    • Leadership Team
    • Management
    • Other
    • Personal
    • Health
    • Time
    • Relationships
    • Professional
    • Other
    Description Desired Description Now Target/Focus Time Realistic (Resources) Aligned Measure (s) Specific Target Date Action/Steps Result/Accomplishment (s)
  • PERFORMANCE COACHING… Coachee:___________________ Coach:_________________ Date:_________ Indicators: F/U -> Follow – up; F/U Date / Time -> Follow – up Date & Time; √ - Check Mark COACHING FOLLOW-UP WORKSHEET F/U Date/Time √ Suggestion (s) / Solution (s)/Action Employee Comments F/U Topic/Issue
  • PERFORMANCE COACHING…
    • COACHING FEEDBACK FORMAT
    • Identify up to 5 people who can give you feedback on your coaching actions. Determine when you will follow – up with each person and record the date in the table. After receiving feedback, record the feedback from each person. Based on the feedback you received, think about the following:
    • What coaching actions do I need to do more of?
    • What actions do I need to do less of?
    • What additional actions should I integrate into my coaching improvement plan?
    What improvement ideas do you have for me? What impact have my actions created on individuals, the team, and / or the department? What coaching actions have you seen me perform? Feedback Received Follow – up date Name
  • PERFORMANCE COACHING… Keeping Skills Sharp Discuss Sensitive Issues Explore Other Options Practicing & Role - Playing Listening Carefully Asking Questions Following An Agenda Using IT Tools Performance Coaching Techniques
  • PERFORMANCE COACHING… THANK YOU Happy Coachee Eager Coach