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Presentation  Coaching 2
 

Presentation Coaching 2

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    Presentation  Coaching 2 Presentation Coaching 2 Presentation Transcript

    • Coaching For Success Helen Dyrkacz November 6, 2008
    • 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
    • What is Coaching? Webster • A teacher who helps someone prepare for a special test • A person who teaches athletic teams • To teach or train
    • 1. What is a Working Definition of Coaching?
    • 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
    • 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
    • “You cannot teach a man anything. You can only help them discover it within himself.” Galieo Dallei
    • 2. To be effective, a coach must be able to…
    • 3. The consequences of not coaching for improved performance are…
    • 4. Some conditions that need to exist for a coaching session to be effective…
    • 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
    • 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
    • What are Some Benefits of Coaching? • Increased job satisfaction • Increased employee motivation • Increased productivity • Better use of organizational resources
    • When Should Coaching Take Place? • It depends…when the need or opportunity arises…
    • 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
    • • To coach, you need to: – Observe without judging – Listen actively – Ask questions
    • 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
    • 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
    • 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
    • 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
    • Identify the Opportunity • Is there an opportunity to improve performance?
    • 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?
    • 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
    • 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
    • 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
    • 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?
    • Coaching Styles 1. Direct – Developing skills • Need to instruct – Providing answers – Instructing
    • Coaching Styles 2. Supportive – Facilitating problem solving – Building self confidence – Encouraging others to learn on their own – Serving as a resource
    • 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
    • The Balancing Act Between Coach and Coachee Employees open up to Coaches and who they TRUST TRUST is the foundation of the relationship
    • Conducting a Coaching Session
    • When Things Go Wrong… 1. Build rapport 2. Relate to the situation 3. Restore performance 4. Reassure 5. Remove
    • 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
    • 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
    • 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
    • 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
    • 5. Remove • Not a good fit • Explore strengths, interests and goals