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What is business coaching  april 2010[compatibility mode]
 

What is business coaching april 2010[compatibility mode]

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    What is business coaching  april 2010[compatibility mode] What is business coaching april 2010[compatibility mode] Presentation Transcript

    • ‘When you are part of an organisation, your primary objective and focus should be on helping all the people who work for you to get out of this business, or this game, or this life, what they desire. To me, that’s essential. You have to take the focus off yourself.’ Pat Riley – Basketball Coach ‘The person who figures out how to harness the collective creative genius of the people in his or her organisation is going to blow the competition away. And this takes entirely different skills from what it took to be a manager 15 years ago. You need an ego that permits you to believe that somebody else in your organisation knows something. That’s an acquired skill.’ Walter Wriston – Retired Chairman, Citicorp
    • The case for investing in a Business Coach’ “A Coach is someone who has an ongoing, committed partnership with a player or performer and does whatever it takes to inspire that person, or team, to empower themselves and shine! The result is a dramatic and sustainable improvement in levels of play or performance.”
    • Reasons why firms invest in coaching • Rapidly evolving business environment • Wanting people to take individual responsibility for their development • Financial cost of poor performance • A popular development mechanism • A popular feature of a modern organisation • Supports other learning and development activities • Employee demand for different delivery mechanisms • The need for lifelong development • Improve decision-making by senior executives • Targeted ‘just-in-time’ development • Short, timely and focused coaching discussions
    • Objectives to be met via coaching (Source CIPD survey 2005) 1. Improving individual performance (78%) 2. Dealing with under-performance (30%) 3. Improving productivity (28%) 4. Career planning/personal development (27%) 5. Growing senior future staff (26%) 6. Fostering a climate of continuous learning (<25%) 7. Motivating staff 8. Accelerating organisational change 9. Demonstrating the organisation’s commitment to staff 10. Improving staff retention 11. Reducing the cost of sending staff on external courses 12. Helping foster a better work-home balance 13. Satisfying a demand for coaching from employees
    • Urgency to deliver Build a A need for priority business goals support network technical skills/knowledge Lost it and need One or more Unfulfilled to find it again ‘Blind spots’ potential Having to ‘deliver the impossible’ Wanting ‘the edge’ Reasons why Work vs home vs A need for short, people invest in a health is out of balance sharp injections of Business Coach ‘good stuff’ Other approaches Moving from a Unacceptable have not worked victim mindset under-performance to taking 100% ‘Clarity from confusion’ responsibility Suffering from What they do conflicts success-sabotaging Moving to a new role with who they are habits and need a ‘lift off’
    • “Coaching is just “Coaching discussions another perk” are just pink and fluffy” Common Coaching “Coaching is just having Myths someone listen to you” “The best coaches are those who have been “Coaching is easy to the top” and a jolly”
    • The 3 fundamentals of coaching Discover Determine who you what you are want and why Create a journey to get what you want
    • Business Coaching principles • Coaching little and often • Focus on the objectives that will deliver the greatest outcome (20/80) • Maintain a business and commercial focus • Work with an individual’s behaviours and mindset (values and beliefs) • Quickly cut through personal interference to address any issues preventing action • Work at pace to create the motivation and momentum for sustained change • Being empathic and challenging • Using, whenever necessary, unorthodox techniques to achieve a desired outcome • Being flexible and doing whatever is necessary to achieve the result • Delivering sustainable solutions • Knowing that successful coaches themselves receive intense coaching • Having fun!
    • Johari’s Window things I know things I don't (and accept) know things they the the know ‘Open Area’ ‘Blind Spot’ things they the the don't know ‘Hidden Area’ ‘Unknown Area’
    • “I can’t afford the “I’m afraid my investment in weaknesses will time and/or money” be exposed” “I have to do this on my own” Common reasons why some people initially resist “I don’t know being coached if I will get on with the coach”
    • Counsellor Therapist Understanding your heritage Uncovering and addressing Sharing wisdom ‘wounds’ Helping you make decisions Referring you to experts Trainer Facilitator Skills acquisition Business ‘Oiling the wheels’ Coaching Roles Psychologist Consultant Helping you understand Problem solving why you do what you do Finding resources Partner “Doing whatever I can to help you win. I am in the game with you, if you win I win”
    • A coach….. Distinguishes: Confronts: • Possibility • Resignation • Being v doing • Confusion • Commitment • Not letting go • Breakthroughs • Fear of failure • Breakdowns • Resistance • Coaching relationships • Mistrust • Achievement • Blame • Acknowledgement & • Low self image appreciation • Cynicism • Coaching conversations • Resistance to new thinking • Being a ‘stand’ • Having to know • Coaching excellence • Feeling wrong • Personal habits • The past
    • Identification of candidate for executive coaching Executive Guerrilla Coaching Journey Candidate completes confidential pre-coaching questionnaire and personal profile Pre-programme telephone conversation between sponsor and coach (and candidate) First half-day (221 minute) coaching discussion (Discovery) First 24-minute telephone-based coaching discussion (IBT) Three further 221 minute coaching discussions alternating with additional IBT calls and e-mail correspondence Introduction to external Mentor (if appropriate) Review and closure meeting with executive and sponsor Candidate completes 6 to 12 month personal development plan
    • Guide Delegate High Will Direct Excite Low Low Skill High
    • The GROW Model - Stages •Invite self assessment •Agree topic for discussion •Offer examples of feedback •Agree specific objective of session •Avoid or check assumptions •Set long term aim if appropriate •Discard irrelevant history GOALS REALITY OPTIONS WILL •Cover the full range of options •Commit to action •Invite suggestions from the •Identify possible obstacles coachee •Make steps specific and define •Offer suggestions carefully timing •Ensure choices are made •Agree support
    • S.D.I. Values elicitation Mindset Tools W.A.C.D.A.N! (Goal Setting) •Know what you Want •Develop your Approach •Be Committed •Just Do it! Business Personal activity log •Keep the Antennae switched on •Navigate to reach your goals Coaching Tools N.L.P. Health & Energy Leisure Relationships Learning Styles Peace of Social Mind Personal Financial Sales & Development Career Leadership Library Wheel of life 360 Degree