Presentation Coaching 2

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Presentation Coaching 2

  1. 1. Coaching For Success Helen Dyrkacz November 6, 2008
  2. 2. Objectives • To understand the principles of coaching • To learn the coaching process • To conduct a coaching session • To use various tools to enhance coaching • To learn how to provide support and ongoing coaching assistance
  3. 3. What is Coaching? Webster • A teacher who helps someone prepare for a special test • A person who teaches athletic teams • To teach or train
  4. 4. 1. What is a Working Definition of Coaching?
  5. 5. Coaching is… • A means for learning and development • Guiding someone toward their goals • Sharing of experience and opinions to create agreed-upon outcomes • About inspiring and supporting another person
  6. 6. Coaching is Not… • An opportunity to correct someone’s behaviors or actions • Directing someone to do something to meet goals • Being the expert or supervisor with all the answers • About trying to address personal issues
  7. 7. “You cannot teach a man anything. You can only help them discover it within himself.” Galieo Dallei
  8. 8. 2. To be effective, a coach must be able to…
  9. 9. 3. The consequences of not coaching for improved performance are…
  10. 10. 4. Some conditions that need to exist for a coaching session to be effective…
  11. 11. When Do We Coach? • A staff member needs direction • New direct report is ready for new responsibilities • Problem performer needs guidance • Worker needs positive feedback and recognition
  12. 12. What is the Purpose of Coaching? • Maximize individual strengths • Overcome obstacles • Reach potential by continuous learning • Achieve new skills and competencies • Prepare themselves for new responsibilities • Better manage themselves • Clarify and work towards performance goals
  13. 13. What are Some Benefits of Coaching? • Increased job satisfaction • Increased employee motivation • Increased productivity • Better use of organizational resources
  14. 14. When Should Coaching Take Place? • It depends…when the need or opportunity arises…
  15. 15. How Should You Coach? • Focus on cooperation and facilitation of employee’s development • Steps – Know their skill level and behavior patterns – Create a comfortable environment where action plans can be developed together
  16. 16. • To coach, you need to: – Observe without judging – Listen actively – Ask questions
  17. 17. Giving Feedback as a Coach • Focus on behavior – not character, attitude or personality • Describe their behavior and impact on project or coworker • Be specific – avoid generalizations • Be sincere • Be realistic • Provide feedback frequently
  18. 18. Receiving Feedback as a Coach • Ask for specific information • Ask them for clarification • Be willing to receive positive and negative comments • Avoid emotion-laden terms • Avoid being defensive • Thank them
  19. 19. Agreement Building Process 1. Looking into different perspectives 2. Presenting options 3. Checking for understanding 4. Checking for agreement 5. When agreement is in question, go back to step 1 and begin the process again
  20. 20. Steps to Successful Coaching 1. Identify the opportunity 2. Prepare for the session 3. Conduct the session 4. Develop an action plan 5. Always follow up
  21. 21. Identify the Opportunity • Is there an opportunity to improve performance?
  22. 22. Preparing for a Coaching Session • What needs to be accomplished? • What is at stake? • What is the purpose of the session? • What are some potential issues and how I handle these issues?
  23. 23. How to Conduct a Coaching Session • Keep it positive • Determine the desired results • Sincerity • Share perspectives on the situation • Share advice and suggestions • Listen to their ideas and response to yours • Discus pro’s and con’s on outcomes • Commitment to action plan and date
  24. 24. Developing an Action Plan – What is the Coach’s Role? • Set SMART goals • Priortize the tasks • Review potential obstacles and brainstorm possible solutions • What additional coaching is needed • Include resources
  25. 25. Follow Up • Ask what is working well? What is not working? • Share your observations and reinforce positive progress • Look for opportunities for development and feedback • Suggest possible changes to action plan • Ask what worked well in the coaching session and what could be done differently
  26. 26. Follow Up • Take the time to celebrate their accomplishment • Reward them for their courage to try something new • If they did not achieve goal: – Discuss the results – Decide together what change is needed – What will the individual need to do differently, better or more of in order to reached the goal?
  27. 27. Coaching Styles 1. Direct – Developing skills • Need to instruct – Providing answers – Instructing
  28. 28. Coaching Styles 2. Supportive – Facilitating problem solving – Building self confidence – Encouraging others to learn on their own – Serving as a resource
  29. 29. Supportive Coaching and “High Flyers” • Acknowledge their good work • Ask them to coach others • Talk to them about career goals • Identify knowledge, skills and commitment they need for other opportunities • Ask them to identify their gaps and areas of interest • Develop mutually acceptable plan • Follow up on the plan
  30. 30. The Balancing Act Between Coach and Coachee Employees open up to Coaches and who they TRUST TRUST is the foundation of the relationship
  31. 31. Conducting a Coaching Session
  32. 32. When Things Go Wrong… 1. Build rapport 2. Relate to the situation 3. Restore performance 4. Reassure 5. Remove
  33. 33. When Things Go Wrong…OOOPS! 1. Build Rapport • Put them at ease – even if they have made a mistake • Provide them with honest appreciation – supported by evidence • Choose a behavior you have observed and comment specifically about it
  34. 34. 2. Relate to the Situation • Focus on the problem or behavior – NOT the person • Ask them to explain what happened • Gather facts and information • Get to the root cause
  35. 35. 3. Restore Performance • Remedy the problem • Reduce the chance of the mistake happening again • If accept responsibility – Use questioning, listening and coaching • If does not accept responsibility – Reaffirm performance expectations
  36. 36. 4. Reassure • Reassure employee of their value and importance to the organization • Provide them with support and encouragement • The “blamer” will leave with sense of accountability and understanding of what the expectations are. • Employee should understand that manager is interested in their success and growth
  37. 37. 5. Remove • Not a good fit • Explore strengths, interests and goals

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