Our slide deck from a recent workshop to be shared within the DPG Community

1. Coaching
for
Performance
Facilitator: Kevin Faulkner

2. • By the end of the workshop you will be able to:-
– State what coaching means in a “WANO” context
– Explain why this is important
– Identify Knowledge, skills and attitudes appropriate
for success
– Describe the O.R.E.O. model.
– State potential barriers to success considering the
results of self-analysis
– Explain when to provide feedback and an effective
process in giving it
– Demonstrate your coaching skills by participating in a
practice coaching session with colleagues.
Workshop Objectives
© DPG plc

3. “We are what we
repeatedly do. Excellence
then, is not an act, but a
habit”.
Aristotle

4. Knowledge
DesireSkills
H
“HABITS”

5. Why the Focus?
• Promotes both independence and
interdependence
• Enhanced self esteem and self responsibility –
the bedrock of creating empowerment
• Substantially increases motivation and
engagement
• Facilitates “Discretionary effort”
• Enables continuous improvement
• Aligns with WANO’s principles & Values
© DPG plc

6. “Unlocking a person’s
potential to get the most
out of their performance.”
John Whitmore
© DPG plc

7. “The test of an effective
coach, is that when they
leave, others will carry on
successfully”
Anon

8. “You get the best efforts,
not by lighting a fire
beneath them but
building a fire within
them”
Bob Nelson

9. Group Activity
What do excellent
coaches do/don’t
do?

10. “Coaching is a conversation, a
dialogue whereby the coach &
individual interact in a dynamic
exchange to achieve goals
enhance performance and
move the individual to greater
success”.
Zeus & Skiffington

11. Skill Set includes:-
• Using Powerful Questions
• Active Listening & Observation
• Giving quality feedback
• Maintaining Objectivity
• Recognising difference
• Understanding “Self”

12. Positive
Exchange
Receptive
Recognition
Empathic
Listening Encouragement
Respect
Collaboration
Showing
Interest

13. Observe
Record
Enquire
Outline

14. PULL
PUSH
LISTENING TO
UNDERSTAND
ASKING QUESTIONS THAT
RAISE AWARENESS
MAKING SUGGESTIONS
GIVING FEEDBACK
OFFERING GUIDANCE
GIVING ADVICE
INSTRUCTING
TELLING
REFLECTING
PARAPHRASING
SUMMARISING
The Coaching Spectrum
Driving Change/Improvement
Enabling Change/Improvement

15. Where Possible:
“Ask, Don’t Just
Tell”

16. “Give the man a fish, he’ll
feed for a day.
Teach him how to fish, he’ll
feed for life”
Anon

17. •Who
•What
•Where
•1-10
Rating
•When
•How
•Tell Me
•“Why”

18. Active Listening
• What is it?
• How does this differ from hearing?
• How can we demonstrate it?
• What interferes with it?
• What is its importance in the
coaching process?

19. Feedback
Colleague Centric
• Self Assessment
• Personal Rating
• Identification of
areas of strength,
change/continuous
improvement
Observer Centric
• Specific
• Objective
• Timely
• Effect/impact
• Reaction
• Future

21. What do
you see?

22. Emotional Intelligence
Self
Awareness
Social
Awareness
Relationship
Management
Self
Management
Personal
Competence
Social
Competence
What I See What I Do

23. Personal Styles Preferences
Intuition
Sensing
Feeling
Thinking
How we
gather
Information
How we make
Decisions

24. Personal Styles Preferences (Carl Jung - Psychological Types)
SENSOR: Prefer facts, and data. Practical, systematic. Lives
in “Here and now”, action-orientated. Rely on
direct experience and realism. Can act first and
think later
INTUITOR: Forming concepts and relationships from
experience .Searching for “why”. Ideological,
visionary. Can avoid detail , easily bored.
THINKER: Structured, rational, objective, logical, and
analytical . Attention to detail. Can be seen as
impersonal
FEELER: In-tune with feelings. Empathic,
sentimental, more concerned with reactions.
Can find dealing with hard issues challenging

25. “Skills Practice”

26. Think about today . . .
26© DPG plc

27. • By the end of the workshop you will be able to:-
– State what coaching means in a “WANO” context
– Explain why this is important
– Identify Knowledge, skills and attitudes appropriate
for success
– Describe the O.R.E.O. model.
– State potential barriers to success considering the
results of self-analysis
– Explain when to provide feedback and an effective
process in giving it
– Demonstrate your coaching skills by participating in a
practice coaching session with colleagues.
Workshop Objectives
© DPG plc

28. Thank you