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Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15

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What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: why coaching skills are important, traditional coaching models and how we can improve them, emerging principles and competencies for managers and leaders, the difference between coaching and mentoring.

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Published in: Business
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Developing the Coaching Skills of Your Managers and Leaders | Webinar 06.23.15

  1. 1. ? How would you describe your manager training and development?
  2. 2. ? What is your managers’ biggest challenge when coaching employees?
  3. 3. WHAT YOU SHOULD BE ABLE TO TAKE-AWAY: A How coaching can improve the performance of your employees and organization. How to develop your managers coaching skills based on leadership styles. How to develop a coaching method/model that will work for your managers and organization.
  4. 4. GREAT SPORTS COACHES
  5. 5. WHY COACHING SKILLS ARE IMPORTANT FOR YOUR MANAGERS? Top Missing Skills In Mid-Level Leaders 1. Coaching 2. Performance Appraisal 3. Developing Others 4. Managing Change 5. Communications 6. Business Acumen SOURCE: Bersin by Deloitte 21% Organizations with senior leaders who coach effectively and frequently IMPROVE BUSINESS RESULTS BY 21% SOURCE: Bersin by Deloitte
  6. 6. Coaching is a process that enables learning and development to occur and thus performance to improve. To be successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place. Eric Parsloe, The Manager as Coach and Mentor
  7. 7. BUSINESS COACHING EXECUTIVE COACHING CAREER COACHING LIFE COACHING What is Coaching?
  8. 8. ENCOURAGEMENT EMPOWERMENT DIRECTION AND ORDERS FEEDBACK AND PRAISE ROOKIE: HiTell, LoPraise CONTRIBUTOR: HiTell, HiPraise KEY PLAYER: LoTell, HiPraise CAPTAIN: LoTell, LoPraise SOURCE: Coaching Skills: Leadership Styles (Part 2 of 5), ej4 COACHING AND LEADERSHIP
  9. 9. COACHING AND LEADERSHIP ENCOURAGEMENT EMPOWERMENT ROOKIE: HiTell, LoPraise CONTRIBUTOR: HiTell, HiPraise KEY PLAYER: LoTell, HiPraise CAPTAIN: LoTell, LoPraise SOURCE: Coaching Skills: Leadership Styles (Part 2 of 5), ej4
  10. 10. PERSONALITIES LEARNING PREFERENCES DISTANCE AND TECHNOLOGY COMFORT RELATIONSHIP OBJECTIVES RELATIVE EXPERIENCE Key Factors for Coach and Coachee
  11. 11. Goals Reality Options Will Current Reality Ideal Gaps Action Review Contracting Listening Exploring Action Review Outcome Situation Choices/Consequences Actions Review Spot The Opportunity Tailor The Intervention Explain The Task Encourage Review Clarify The Issue Open Up Resources Agree The Preferred Future Create The Journey Head For Success Coaching Models
  12. 12. Coaching Models Help the coach assess current performance Identify gaps or areas for performance improvement Help develop a plan to close gaps or improve performance How to deliver and act on the plan
  13. 13. Coaching is building one-on-one relationships and managing a process that result in specific improved performance in targeted areas.
  14. 14. SUCCESSFUL COACH RELATIONSHIPS PROCESS IMPROVED PERFORMANCE
  15. 15. Today’s coaches must be multi-functional, and be equally competent as a manager, tactician, trainer, psychologist, physiologist, and sometimes even a counselor. You simply cannot coach the same way as you did ten, fifteen, or twenty years ago for a number of reasons. Gary Curnee, Professional Coach and Blogger
  16. 16. MANAGER OBLIGATIONS At any given time, a manager will function someplace on this continuum . . . . Supervision and Compliance Achievement of Goals
  17. 17. A Coaching Process Checklist Positive approach Future orientation Two-way communication Coach listens more than talks, employee must be committed to frank discussion about needs Coach heavily invested in success of employee Commitment to continuous learning by BOTH parties Desire for improvement
  18. 18. Essential Traits, Behaviors and Skills TRAITS SKILLS BEHAVIORS For Coaches • Positive • Future-oriented • Curious • Collaboration • Learning facilitator • Educator/teacher • Continuous learner • Outward focus • Active, engaged listener
  19. 19. Coaches Toolkit Communication Performance Management Emotional Intelligence Business Acumen
  20. 20. Communication Key Skills Active listening Learning to frame and ask effective questions Courageous conversations
  21. 21. Communication Purpose 1. Identify obstacles to employee success 2. Find solutions or ways to overcome obstacles 3. Establish agreed upon definitions of success and plan of action 4. Gain commitment and engagement
  22. 22. 3 Questions a Manager Should Ask Does the employee have the capacity to perform? Does the employee have a positive attitude? Is the employee curious?
  23. 23. Performance Management Key Skills Understand employee engagement and motivation Goal setting Delegation
  24. 24. Performance Management Purpose 1. Identify strengths and weaknesses 2. Outline goals and objectives 3. Understand how to prioritize and capitalize on strengths 4. Improve performance in targeted areas
  25. 25. Business Acumen Key Skills Business operations and functions Making decisions Industry knowledge
  26. 26. Business Acumen Purpose 1. Professional level understanding 2. Influencers and key stakeholders 3. The decision-making process
  27. 27. Emotional Intelligence Key Skills Self awareness, motivation and regulation Build effective relationships
  28. 28. Emotional Intelligence Purpose 1. Guide employees through workplace conflicts and difficult situations 2. Adaptability in a fast-changing work world 3. Positive response to diversity in thought and culture
  29. 29. Coaching Mentoring • Part of a manager/supervisor job • Job and performance focused • Interest is functional • Driven by manager • Relationship is based on specific job role Coaching vs. Mentoring • Outside the manager / employee relationship • Focused on professional development • Focus on mentee, personally and professionally • Across job boundaries
  30. 30. Asking rather than telling. How to think, not what to think.
  31. 31. KEY TAKE-AWAYS A How to communicate the importance of developing the coaching skills of your managers and leaders. Coaching models and how you can adopt and adapt them for your organization. Four key competencies to develop with your managers and leaders.
  32. 32. Developing Coaching Skills Short Video Series to get started Coaching Skills Introduction Leadership Styles Adapting Your Style The Coaching Process Giving Feedback
  33. 33. Developing Emotional Intelligence Short Video Series • What is Emotional Intelligence? • Developing Self-Awareness • Developing Self-Regulation • Developing Self-Motivation • Developing Empathy • Developing Effective Relationships • Emotional IQ and DISC
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  36. 36. Visit align.bizlibrary.com to learn more. • 24 Breakout Session from Practitioners and Industry Leaders • 2 Inspiring Keynote Speakers • Client Awards and Recognition • Networking and Fun Events!
  37. 37. Jessica Petry Sr. Marketing Specialist jpetry@bizlibrary.com @JessLPetry @BizLibrary Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl #BIZWEBINAR

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