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Coaching Fundamentals
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Coaching Fundamentals

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Here\'s a sample Leadership Material.

Here\'s a sample Leadership Material.

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  • When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals. You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you build your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them.
  • A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love. Additional ways to know if your goal is realistic is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal.

Transcript

  • 1. Coaching Fundamentals
  • 2. Objectives
    • To be able to understand the process of change.
    • To be able to identify root cause/s using 5 Y's.
    • To be able to identify the appropriate coaching approach using the Skill vs. Will Matrix
    • To be able to observe the DGPC method in every coaching opportunity
    • To be able to formulate S.M.A.R.T. Goals.
  • 3. Change Process Active Acceptance Passive Acceptance Passive Resistance Active Resistance
  • 4. 5 Y’s
    • What happened with the call?
    • Why is XX not being done?
    • Have we tried doing XX instead?
    • Why haven’t we tried? Why not?
    • If it hasn’t been working for you, what do you believe will work?
  • 5. Skill VS Will Matrix
  • 6. Guide
    • Guide
    • Be clear regarding expected outcomes (goals) and limitations of time, budget, etc.
    • Discuss and set methods.
    • Check for understanding
    • Identify and provide required training.
    • Accept early mistakes as important "coaching" moments.
    • Give responsibility and authority for the pieces of tasks employee can do .
    • Structure tasks to minimize possible risks to employee and company
    • Provide frequent feedback.
    • Require frequent check-ins (verbal or written) early in the project, but relax control as progress is shown
    • Praise and reward for success
  • 7. Delegate
    • Be clear regarding expected outcomes (goals) and limitations of time, budget, etc.
    • Involve in decision-making
    • Frequently ask employee for opinions
    • Check for understanding
    • Give responsibility and authority because employee is competent and committed.
    • Provide feedback.
    • Ask for check-ins at key milestones or when employee has questions.
    • Praise and reward for success
  • 8. Direct
    • Discuss what would motivate employee.   Agree on what is possible.
    • Be clear regarding expected outcomes (goals) and limitations of time, budget, etc.
    • Set clear rules, methods, and deadlines
    • Check for understanding
    • Give responsibility and authority for the pieces of tasks employee can do .
    • Structure tasks for quick wins
    • Identify and provide required training.
    • Provide frequent feedback.
    • Require frequent check-ins (verbal or written) early in the project, but relax control as progress is shown.
    • Praise and reward for success
  • 9. Excite
    • Discuss why task is important and why employee is best choice.
    • Discuss what would motivate employee.   Agree on what is possible.
    • Be clear regarding expected outcomes (goals) and limitations of time, budget, etc.
    • Check for understanding
    • Give responsibility and authority because employee is competent
    • Provide frequent feedback.
    • Require frequent check-ins (verbal or written)
    • Praise and reward for success
  • 10. Coaching Fundamentals
    • D – Demonstrate
    • G – Guide
    • P – Practice
    • C – Coach
  • 11. S. M.A.R.T. Goals
    • SPECIFIC
    • Specific VS. General Goal
    • *Who: Who is involved?
    • *What: What do I want to accomplish?
    • *Where: Identify a location.
    • *When: Establish a time frame.
    • *Which: Identify requirements and constraints.
    • *Why: Specific reasons, purpose or benefits of accomplishing the goal.
    • EXAMPLE: A general goal would be, "Get 8 sales” But a specific goal would say, “Get at least 1 sale per hour."
  • 12. S. M. A.R.T. Goals
    • MEASURABLE
    • When you measure your progress:
    • You stay on track
    • Reach your target dates
    • Experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal.
    • To determine if your goal is measurable, ask questions such as
    • How much?
    • How many?
    • How will I know when it is accomplished?
  • 13. S.M. A. R.T. Goals
    • ATTAINABLE
    • When goals are attainable, you develop the:
    • Attitudes
    • Abilities
    • Skills
    • Financial capacity to reach them
    • Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them.
  • 14. S.M.A. R. T. Goals
    • REALISTIC
    • A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress.
    • Your goal is probably realistic if you truly believe that it can be accomplished.
  • 15. S.M.A.R. T. Goals
    • TIMELY
    • A goal should be grounded within a time frame. With no time frame tied to it there's no sense of urgency.
    • Example: If you want to get 4 sales, when do you want to get 4 sales? “Sometime today" won't work. But if you anchor it within a timeframe, “by lunch break", then you've set your unconscious mind into motion to begin working on the goal.
    • TANGIBLE
    • A goal is tangible when you can experience it with one of the senses, that is, taste, touch, smell, sight or hearing. When your goal is tangible you have a better chance of making it specific and measurable and thus attainable.
  • 16. Questions?