Coaching for Performance

EI4Change
Definition of coaching

“The process of empowering others.”
Whitmore, 1997
“Coaching is unlocking a person’s potential to
...
Definition of coaching
“Coaching helps individuals access what they already
know.
They may never have asked themselves the...
The Power of the Coaching Process
“I never cease to be amazed at the power of
the coaching process to draw out the skills ...
Underlying belief within coaching
Intent to help
The underlying belief in coaching is that
the coachee has within them the...
Benefits of coaching
Within organisations benefits are seen in
financial performance
retention
development of executives
i...
Impact of coaching
Develop managers
and leaders
Support change
Develop talent
Improve
performance
Improve skills

Problem ...
When to use coaching
What are the sorts of situations in which you
might use a coaching approach?

Who should generate the...
When to coach?
Management development

Improving performance
Problem solving
Realising potential
Managing conflict
Team de...
Core coaching skills
Coaching is characterised by:
Creating rapport

Deep listening
Effective questioning

Insightful feed...
Levels of listening
Questioning skills
Questions and the coaching process
must not get in the way of building
rapport and empathising with the...
Questioning skills
Open ended probes
Neutral probes
Brief assertions
Pause
Reflective probes
Summary statements
Leading qu...
Questioning skills
Are your questions relatively simple
(but detailed enough to avoid
ambiguity)?
Do they build sequential...
Push and Pull Model
Non-directive
Listening to
understand
Reflecting
PUSH
Paraphrasing
Solving someone’s
araphrasing
Summa...
GOAL
situation
vision
objective

What do you want?

WILL

milestones
actions
commitment

What WILL
you do?

GROW
coaching
...
GOAL
situation
vision
objective

The coachee explains what they would like to
achieve or change
What is wanted as an outco...
REALITY

evidence
awareness
understanding

The coachee describes and explores the issue /
situation from all angles
Ask qu...
OPTIONS

What’s possible?

The coachee reflects on the options and generates
ideas for potential solutions
Resist solving ...
WILL

milestones
actions
commitment

The coachee commits to specific actions in a
time frame by being asked “What will you...
Key questions for a coachee in a
coaching session
What issues would I most value the
coach’s support with?
What outcomes d...
www.EI4Change.org.uk
EI4Change Ltd.
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  • Self aware of own learning and development needs
  • Coachingforperformance

    1. 1. Coaching for Performance EI4Change
    2. 2. Definition of coaching “The process of empowering others.” Whitmore, 1997 “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” Whitmore, 2002 Coaching
    3. 3. Definition of coaching “Coaching helps individuals access what they already know. They may never have asked themselves the questions but they have the answers. A coach assists, supports and encourages individuals to find these answers.” Zeus and Skiffington, 2002 “I give you focus and somehow my mere presence moves you to action.” Lowe (undated) a coaching Haiku Coaching
    4. 4. The Power of the Coaching Process “I never cease to be amazed at the power of the coaching process to draw out the skills or talents that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought insolvable.” John Russell, MD Harley-Davidson
    5. 5. Underlying belief within coaching Intent to help The underlying belief in coaching is that the coachee has within them the ability, competence and knowledge that will enable them to effect changes that will result in improvement. The role of the coach is to draw these out and gain commitment to action.
    6. 6. Benefits of coaching Within organisations benefits are seen in financial performance retention development of executives in communications 99% of executives who have been coached believe that coaching delivers tangible benefits 92% saw an increase in the bottom line
    7. 7. Impact of coaching Develop managers and leaders Support change Develop talent Improve performance Improve skills Problem solving Motivate and inspire Manage conflict Manage time and stress Improve communication
    8. 8. When to use coaching What are the sorts of situations in which you might use a coaching approach? Who should generate the coaching discussion? Think back over the last month - were there any situations you could have turned into a coaching opportunity?
    9. 9. When to coach? Management development Improving performance Problem solving Realising potential Managing conflict Team development Could be formal (planned) or informal (at the vending machine)
    10. 10. Core coaching skills Coaching is characterised by: Creating rapport Deep listening Effective questioning Insightful feedback and enabling learning Intense focus on process and results
    11. 11. Levels of listening
    12. 12. Questioning skills Questions and the coaching process must not get in the way of building rapport and empathising with the individual. It is better to retain a curious concern than find the killer question. ?
    13. 13. Questioning skills Open ended probes Neutral probes Brief assertions Pause Reflective probes Summary statements Leading questions Close ended probes ?
    14. 14. Questioning skills Are your questions relatively simple (but detailed enough to avoid ambiguity)? Do they build sequentially from the previous question to keep the whole sequence connected and follow the coaching framework? ? Do they have clarity of purpose and intention?
    15. 15. Push and Pull Model Non-directive Listening to understand Reflecting PUSH Paraphrasing Solving someone’s araphrasing Summarising problem for Asking questions them that raise awareness Making suggestions PULL Helping someone Giving feedback solve their own Offering guidance problem Giving advice Instructing Directive (Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)
    16. 16. GOAL situation vision objective What do you want? WILL milestones actions commitment What WILL you do? GROW coaching framework What is happening now? What could you do? OPTIONS What’s possible? REALITY evidence awareness understanding
    17. 17. GOAL situation vision objective The coachee explains what they would like to achieve or change What is wanted as an outcome from this conversation? Is this realistic - or does the goal need to be separated into bite-size chunks? What are the time frames for the short and long term goals?
    18. 18. REALITY evidence awareness understanding The coachee describes and explores the issue / situation from all angles Ask questions to open up different aspects of the issue Identify what’s working well in respect of the issue as well as the barriers and the challenges Expand the conversation, BEFORE focusing on the detail
    19. 19. OPTIONS What’s possible? The coachee reflects on the options and generates ideas for potential solutions Resist solving the problem by providing solutions Encourage the coachee to be creative in considering alternatives and options Review advantages and disadvantages of each Keep the questions short and open Include feeling questions such as: ‘What solution appeals the most?’
    20. 20. WILL milestones actions commitment The coachee commits to specific actions in a time frame by being asked “What will you do?” Encourage the coachee to take actions to which they are drawn, feel positive about and motivated to do Ask questions that will facilitate the coachee to be explicit about the benefits of the action Ask them to rate their intention, enthusiasm and commitment on a 10-point scale
    21. 21. Key questions for a coachee in a coaching session What issues would I most value the coach’s support with? What outcomes do I want, or do I want to avoid? What can I do to make the most of the time together?
    22. 22. www.EI4Change.org.uk EI4Change Ltd.

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