PMIPCC network meet_manager as a coach

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wManager as a Coach session in PMIPCC netork meeting

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PMIPCC network meet_manager as a coach

  1. 1. MANAGER AS A COACH
  2. 2. FROM OLD MANAGERIALEXPECTATIONS… Planning Organizing Staffing Directing Controlling
  3. 3. … TO NEW MANAGERIALEXPECTATIONS Planning Aiding performance Organizing Staffing Directing Enhancing skills and competencies Controlling
  4. 4. MANAGER OR COACH? Column 1 Column 2Do you direct? Or do you guide?Do you control? Or do you empower?Do you randomly select Or do you have a peoplesubordinates for training? development strategy?Do you penalize poor Or do you rewardperformers? achievement?If your responses to most of the answers in column2 are “Yes”, then you are on the path of becoming an effective coach
  5. 5. NEED FOR COACHING Expectations from the job role Need for coaching The job rolePeople challenges Lack of accountability Increased need for change in business Dearth of skills and competencies An underperforming team
  6. 6. COACHING V/S OTHERDEVELOPMENT METHODS Coaching Training Mentoring Counselling Facilitating Training is a Mentoring is an Counselling is all protégée’s learning process ongoing learning about analyzing thinking, that involves process where the reason for the helping them the acquisition reciprocal problem arising or learn by of knowledge relationships are built underperformanceworking on live and skills between the mentor work issues and the menteeThe next step: The next step: The next step: It is a one time Follow up Checking Handholding session effectiveness
  7. 7. WHAT IS COACHING? Technical assistance Emotional bond Individual challenge Personal support
  8. 8. TOWARDS UNDERSTANDING THE COACH - PROTÉGÉE RELATIONSHIP
  9. 9. UNDERSTANDING COACHINGFUNDAMENTALS Sense of purpose Competency Skill Behaviour Attitude Value Belief Environment
  10. 10. SITUATIONAL LEADERSHIPFollower/Team/Protégée profile High S3 S2 Moderate Low willingness willingness and and low abilityPeople focus moderate ability S4 S1 High willingness and Low willingness and high ability low ability Low Low Task focus High
  11. 11. SITUATIONAL LEADERSHIPLeader/Coach behaviours High S3 – Facilitate S2 - Sell (Participate, (Sell, explain, encourage,People focus clarify, persuade) collaborate, commit) S4 - Delegate S1 - Tell (Delegate, observe, (Tell, guide, direct) monitor) Low Low Task focus High
  12. 12. SITUATIONAL LEADERSHIPIdentify your protégée based on thequestions he asks, before you start withthe developmental plan S1 “What to do?” S2 “Shall I do this?” S3 “I have done this” S4 “Don’t bother! I will handle”
  13. 13. STRATEGIC HUMAN RESOURCEDEVELOPMENT MATRIX High 7 8 9 Black holes Stunted stars StarsCompetency 4 5 6 Medium Lazy bones Utility players Budding stars 1 2 3 Losers Explorers Hungry samurais Low Low Medium High Willingness
  14. 14. COACHING DIFFERENT PROTÉGÉES High Review 7 Review 8 Low focus 9People capability/Coach focus S1 coach S2 coach S4 coach Instructing Directive coaching Shadow coaching High focus 4 Moderate focus 5 Moderate focus 6 Medium S2 coach S3 coach S3 coach Directive coaching Non directive coaching Non directive coaching High focus 1 High focus 2 Low focus 3 S1 coach S2 coach S3 coach Low Teaching Directive coaching Non directive coaching Low Medium High Probability of task accomplishment
  15. 15. NUANCES OF A COACH At this level the protégée is most empowered. The coach here functions as a business coach. The protégée is empowered enough to make decisions.Period of time The coach functions as a performance coach. The coach empowers the protégée to a certain extent and focuses on competency coaching. The protégée is not empowered. The coach focuses on skill coaching. Empowerment
  16. 16. DIRECTIVE VS NON DIRECTIVECOACHING Coaching Directive coaching Non directive coaching Directive coaching is where Non directive coaching is the coach offers you solutions, where the coach simply asks Meaning tools and techniques for you questions to allow you to moving forward. find your own solutions. Style Directing/Telling/Instructing Advising/Reflecting Coach is presumed to be more Coach facilitates theThe coach experienced discovery process Directive coaches give the fish Non directive coaches teachAn analogy to the protégée the protégée how to fish
  17. 17. FEEDBACK PROCESS Critical feedback Negate Who, source, where, when Again put data Complete negotiationReviews Anger Decision to change
  18. 18. WHERE THE BEST COACHESFALTER…Talking too muchFailing to listenNot being able to contain emotionsDirecting protégées towards goals without emotionalpreparation
  19. 19. A COACH MUST INSTEAD…Probe and allow the protégée to talkListen with an intent and assume you have a personalgain in what the protégée is sayingCheck your emotions and be in control of themPrepare the protégée and then put them to thechallenge
  20. 20. PYGMALION EFFECT Manager’s expectations Reinforce Influence from subordinates Subordinate’s Pygmalion Manager’s behaviour performance results effect towards subordinates Subordinate’s self- Effect Impact esteem and self-concept
  21. 21. THANK YOU

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