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Day 3   unit 4 - workbook - eng
 

Day 3 unit 4 - workbook - eng

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    Day 3   unit 4 - workbook - eng Day 3 unit 4 - workbook - eng Document Transcript

    • LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012 Leadership Development Program/ LDP 2012 Day 3 - Unit 4 - WorkbookCopyrighted by LIW 1/11 OLA Assessment sheet
    • Day 3 - Unit 4Copyrighted by LIW 2/11 Day 3 - Unit 4 - Workbook
    • Building competence for results © LIW 2011Copyrighted by LIW 3/11 Day 3 - Unit 4 - Workbook
    • Coaching and Feedback“People don’t care how much you know until they know how much you care”.The Coaching ContextMichael Phelps (the multiple Olympic and WorldCup gold medal swimming champion) was onceasked ‘what did you do to be so successful?’ Hisresponse? ‘I listened to my coach’.Roger Federer (at the time of writing) theworld’s best tennis player has a coach? Whydoes he need a coach if he’s the best in theworld?Elite sporting success is almost alwaysaccredited, at least in part, to the coach. Yet frequently the coach was not the world number oneat whatever sport is being coached. They may not even have competed at the same level.To innovate and grow in today’s competitive business environment, leaders must do more thanmanage others well. They must also excel at managing and developing themselves, teams andthe organisation in order to driveperformance and productivity. Anorganisation’s key competitiveadvantage is to develop individualswho can transform themselves andothers, and create balanced workingenvironments in which people,productivity and profits thrive.Increasingly, organisational leadersand executives have turned to one-to-one executive coaching to helpthem increase their effectiveness asleaders, enhance and practice critical skills, and manage challenges or direct majororganisational changes.Copyrighted by LIW 4/11 Day 3 - Unit 4 - Workbook
    • Team Exercise The Value Of Coaching - Exercise The value of Compare Best vs What stops us from coaching: Coaching to the: Coaching to: Worst Coach: • person being •personally coached • what •organisationally •mentoring • coach behaviours do •training you see • organisation •performance • how do they management make you feel •counselling • public or personal examplesAnswers:Team 1:------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Team 2:------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Copyrighted by LIW 5/11 Day 3 - Unit 4 - Workbook
    • Team 3:------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Team 4:------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ Coaching, in comparison to… Section One Usually used as corrective action Mentor is an expert in field Senior advisor Questioning Trainer sets the agenda Short term transfer of skill Reactive Individual does not have the resources within them to improve Ideally psychologist or accredited counsellorCopyrighted by LIW 6/11 Day 3 - Unit 4 - Workbook
    • What is coaching? Section One Coaching is: • Unlocking someone’s potential to maximise their performance Performance = Potential - Interference • A collaborative solution-focused, results-orientated, systematic process in which the coach facilitates the enhancement of performance, self directed learning and personal growth of the individualsFeedbackCopyrighted by LIW 7/11 Day 3 - Unit 4 - Workbook
    • Giving Feedback • Example – What was said or done/not done • Impact – What was the result or impact • Continue/change – What needs to change or continueFeedback is often difficult to give but is imperative in creating successful outcomes.EIC is a simple framework which helps you to be able to give specific facts, get the otherpersons buy-in and try and take emotion from the conversation.Feedback Exercise in 3s: The GiftCoaching StructureCoaching StructureIn any situation it is important to structure the coaching conversation or have an agenda -otherwise it is just a conversation or ‘chat’. As defined earlier, coaching is a goal-orientatedconversation aimed at bringing about a positive change.3WsThe 3Ws is a simple, probing model that gives managers a powerful coaching tool and providesa sustaining process which individuals at all levels can use to manage themselves in day to day tasks.These questions can be asked by a coach or by the individual themselves. It is a highly versatiletool that can be used in an informal or formal coaching session.Copyrighted by LIW 8/11 Day 3 - Unit 4 - Workbook
    • Three Fundamental Questions 3W W1 Where are we going and why? Where are we now? W2 W3 What next?Exercise in 3sUsing the 3Ws - Coach each other on a challenge that you are facing in delivering your project.One will be the coach, one the coachee and the third the observer who gives feedback using EICYou have 15 mins each:Copyrighted by LIW 9/11 Day 3 - Unit 4 - Workbook
    • Final SessionOutcomes session - what are you committed to developing and what have you alreadyachieved?---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Copyrighted by LIW 10/11 Day 3 - Unit 4 - Workbook
    • Copyrighted by LIW 11/11 Day 3 - Unit 4 - Workbook