Coaching

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Coaching

  1. 1. 1 FREDDIE V. PRIMICIAS III Training and Quality Systems training.cravings@gmail.com Adobe Acrobat Document
  2. 2. 2FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com ACTIVITY: 1. Think of an equipment that describes you 2. Draw and Discuss with a friend ACTIVITY: 1. When was the last time you’ve coached or played the role as a Coach? 2. Describe the situation that needed you to coach
  3. 3. 3FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com OBJECTIVESOBJECTIVES: After 4 hours, participants must have… 1. Learned the significance of the Johari Window 2. Defined the Coaching Model: Prepare- Explore Together- Resolve and Conclude 3. Defined the Coaching Model: TO GROW 4. Played roles in Simulation Adobe Acrobat Document
  4. 4. 4FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com People at TQS Freddie V. Primicias III •Director for Training and Quality Systems •10 years of HR + OD experience •1995, Training Manager at CCA, Manila •Worked in the US, Indonesia, Spain, Saudi Arabia, Sweden •Built from ground-up 2 call centers •Director for HR and Administration for a US Top 100 Corp. •Conference Speaker for 3 national conferences •Past President of the Association of Trainers in Tourism and Allied Industries •Faculty Member of DLSU- CSB (2002- 2007) •Faculty Member of CCA, Manila (1998, 2010- present) Gracia Maria G. Ocampo •Training Officer, Cravings Group •Training Officer, Mister Donut (2008-2010) •Recruitment Consultant, Temps & Staffers (2007) •Administrator, Funshine SPED Center (2003 – 2006) •BA Psychology, UP Diliman •MA Psychology, UP Diliman
  5. 5. 5FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com VISION STATEMENT To be the leading hospitality company that provides innovative concepts and quality products with exceptional service. MISSION STATEMENT We are committed to: •Create the most pleasurable dining experience through quality products and superior service at reasonable costs •Promote the use of local ingredients to create innovative, healthful and great tasting products •Provide opportunities that enhance quality of life of our employees •Achieve superior profits while acting in a socially and environmentally responsible manner •Provide professional culinary education and training as our contribution to the growth of the hospitality industry
  6. 6. 6FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com VALUES •Stewardship taking ownership and caring for God’s given resources •Prudence being morally responsible in doing service to the company’s guests and stakeholders •Innovation the desire to constantly improve and find new ways of doing things •Commitment giving 100% dedication in achieving the company’s goals •Excellence the best we can ever be in all that we do
  7. 7. 7FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com ACTIVITY Write me a Love Letter
  8. 8. 8FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com GROUP WORK 1. What caused the breakdown in communication? 2. Provide steps on how to solve the situation. 3. Why is listening important? Conversation between a manager (Peter) and a staff (Diana) Peter: Hi Diana, how are you doing? (approaching Diana) Diana: I’m fine. (reading a newspaper without looking up) Peter: I’d like to ask you something, will you be needing more time to complete the project I assigned you last week? Diana: No I’m fine. (still not looking up) Peter: Ok, so I will expect your report by tomorrow morning. Diana: Tomorrow morning, but I still have next week, right? (putting down the paper, chewing a gum) Peter: No! Diana, the assignment was made last week, and today is the agreed deadline! Diana: Well, Peter I can’t submit anything today. Peter: If you can’t submit that today, you might as well submit to me your resignation letter!
  9. 9. 9FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com http://www.youtube.com/watch?v=tO68uTk-T_E Tips to Active Listening (Linda Diamond) 1. Pay attention- Focus 2. Be open- Show interest 3. Relate or Empathize 4. Seek 1st to understand then to be understood 5. Avoid getting distracted 6. Ensure understanding by rephrasing, repeating, clarifying, asking questions 7. Synthesize and Reflect 8. Act according to agreement
  10. 10. 10FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com GROUP WORK Using our SPICE, discuss at what point did both characters fail to use our Values. What if SPICE was used to start with, will this situation go bad? Conversation between a manager (Peter) and a staff (Diana) Peter: Hi Diana, how are you doing? (approaching Diana) Diana: I’m fine. (reading a newspaper without looking up) Peter: I’d like to ask you something, will you be needing more time to complete the project I assigned you last week? Diana: No I’m fine. (still not looking up) Peter: Ok, so I will expect your report by tomorrow morning. Diana: Tomorrow morning, but I still have next week, right? (putting down the paper, chewing a gum) Peter: No! Diana, the assignment was made last week, and today is the agreed deadline! Diana: Well, Peter I can’t submit anything today. Peter: If you can’t submit that today, you might as well submit to me your resignation letter!
  11. 11. 11FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com GROUP WORK You are the Sr. Manager, discuss your plan on COACHING Conversation between a manager (Peter) and a staff (Diana) Peter: Hi Diana, how are you doing? (approaching Diana) Diana: I’m fine. (reading a newspaper without looking up) Peter: I’d like to ask you something, will you be needing more time to complete the project I assigned you last week? Diana: No I’m fine. (still not looking up) Peter: Ok, so I will expect your report by tomorrow morning. Diana: Tomorrow morning, but I still have next week, right? (putting down the paper, chewing a gum) Peter: No! Diana, the assignment was made last week, and today is the agreed deadline! Diana: Well, Peter I can’t submit anything today. Peter: If you can’t submit that today, you might as well submit to me your resignation letter!
  12. 12. 12FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com ACTIVITY: 1. When do we COACH? 2. What are the required COACHING skills? When do we COACH? • To Praise • To Encourage/ Motivate • To Train • To Correct Wrong Behavior What skills are required to COACH? • Effective Communication skills • Effective Listening skills • Effective Training skills • Effective Leadership skills
  13. 13. 13FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com COACHING MODEL PREPARE 1. Organize flow of discussion 2. Check proper timing 3. Check proper setting 4. Use effective Communication Style EXPLORE TOGETHER 1. Manage the situation 2. State purpose clearly 3. Focus on behavior 4. Check for understanding RESOLVE and CONCLUDE 1. Allow time to consider solutions 2. Check for Understanding 3. State action steps 4. Thank the participant
  14. 14. 14FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com COACHING MODEL PREPARE 1. Organize flow of discussion 2. Check proper timing 3. Check proper setting 4. Use effective Communication Style STEPS 1. Know exactly the real purpose of your message 2. Set business/ personal objectives 3. Select the right time/ place 4. Practice TIPS 1. Anticipate questions or negative feedback 2. Prepare introduction of goodwill
  15. 15. 15FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com COACHING MODEL EXPLORE TOGETHER 1. Manage the situation 2. State purpose clearly 3. Focus on behavior 4. Check for understanding STEPS 1. Start with friendly conversation 2. State real purpose of the meeting 3. Allow questions – clarify if necessary 4. Allow open communication TIPS 1. Don’t be defensive (take control) 2. Don’t shout nor say extreme words 3. Don’t point fingers 4. Try to have another meeting if necessary
  16. 16. 16FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com COACHING MODEL RESOLVE and CONCLUDE 1. Allow time to consider solutions 2. Check for Understanding 3. State action steps 4. Thank the participant STEPS 1. Collaborate on how to improve the situation 2. Ask questions 3. Use rephrasing techniques 4. End on a positive note TIPS 1. Work on the solutions 2. Write and commit on the action steps 3. Shake hands
  17. 17. 17FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com GROUP WORK You are the Sr. Manager, discuss your plan on COACHING Conversation between a manager (Peter) and a staff (Diana) Peter: Hi Diana, how are you doing? (approaching Diana) Diana: I’m fine. (reading a newspaper without looking up) Peter: I’d like to ask you something, will you be needing more time to complete the project I assigned you last week? Diana: No I’m fine. (still not looking up) Peter: Ok, so I will expect your report by tomorrow morning. Diana: Tomorrow morning, but I still have next week, right? (putting down the paper, chewing a gum) Peter: No! Diana, the assignment was made last week, and today is the agreed deadline! Diana: Well, Peter I can’t submit anything today. Peter: If you can’t submit that today, you might as well submit to me your resignation letter!
  18. 18. 18FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com COACHING MODEL TO TOPIC What do you want to talk about? G GOAL Define objectives R REALITY Collect relevant and important data O OPTIONS Identify solutions W WILL Secure commitment
  19. 19. 19FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com Stages Description DESCRIBE •Describe what you have observed about the person's behavior or performance. •Avoid using "you" statements--these can sound as though they blame the recipient of the feedback. •Try to describe what you have observed. Say: "I noticed..." or "I saw..." ACKNOWLEDGE •Acknowledge the impact of the behavior or performance. Say: "I felt angry when you..." •Do not use sweeping statements such as "You always..." or "You never..." as this encourages conflict and disagreement. •Be specific about what you say, and do not let sarcasm into your feedback.
  20. 20. 20FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com Stages Description SPECIFY •Be direct. •Encourage the recipient to make suggestions. REAFFIRM •Confirm that you have faith in the person to make the changes in behavior or performance. •End your feedback by confirming what you have both agreed to. Say: "Thanks for agreeing to get your work in on time. I'm sure that this will help you to get on top of your work more easily."
  21. 21. 21FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com CHALLENGING SITUATIONS REASONS STRATEGIES People who disagree with your feedback Disagreements often occur when there is a mismatch in perception between the giver and receiver of the feedback. This is often about the agreed standards of behavior. •Ask them why they disagree. •Do they disagree with the facts, or whether their behavior is a problem? •Explain the consequences of their behavior. •Prepare, do more research. •Take your time--the disagreement needs to be resolved before you can go on to the next stage of your feedback.
  22. 22. 22FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com CHALLENGING SITUATIONS REASONS STRATEGIES People who become emotional or upset People can become emotional on hearing negative feedback, especially if it is a surprise. •Acknowledge their right to be emotional. •Ask them why they are upset. •Try to continue at a slower pace.
  23. 23. 23FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com CHALLENGING SITUATIONS REASONS STRATEGIES People who become angry In this situation, anger is usually used as a form of protection. People react to the pressure that they are suffering as a result of hearing negative feedback. •Acknowledge the reaction. •Don't let anger intimidate you. •Try to get recipients to agree that there is mutual benefit for both of you. •Acknowledge what they are trying to achieve, and your own goals.
  24. 24. 24FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com CHALLENGING SITUATIONS REASONS STRATEGIES People who are disinterested Recipients who are disinterested in what you have to say may not be motivated, or simply do not care about their performances. This can be the most difficult type to deal with, since the hurt or angry person at least cares about what you have said. •Make sure that feedback is linked to standards, show clear gap between performances and standards •Reinforce feedback by explaining consequences and impact of not meeting the standards •Follow up progress frequently.
  25. 25. 25FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com CHALLENGING SITUATIONS REASONS STRATEGIES People who deny your right to give them feedback This reaction is most common when upward feedback is being given. Denial often occurs when people feel threatened, undermined, or that their status is being threatened or challenged. •Remind recipients why you are in a good position to give them feedback. •Show them what the mutual benefits would be. •Explain that you appreciate what they are trying to achieve, but that you also have your own objectives.
  26. 26. 26FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com SIMULATION You are the ARM of Ronnie. For the past 3 months, he has been completing his job efficiently. Then for the past 3 weeks, his performance has been fluctuating. He is not exactly poor on doing his job, but he has not been maximizing his time either. You have heard that he is facing a personal crisis but you can’t be definite. You see him to be unfocused. Being the ARM, you must: • Identify what is the situation and cause of fluctuating performance • Identify what is the consequence if performance continues to fluctuate • Plan a coaching session and topics to be discussed during this coaching session • Play the role of the ARM and conduct an actual coaching session

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