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Coaching skills

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Coaching skills

  1. 1. Coaching Skills
  2. 2. Contents 2 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  3. 3. Background 3 Why we need coaching? Why is effective coaching the key to organizational success in the 21st century? The reason is simple – the role of managers have changed fundamentally over the last decade and a new approach to people management is essential for companies to succeed. Historically the evolution of coaching has been influenced by many other fields of study including those of personal development, adult education, psychology (sports, clinical, developmental, organizational, social and industrial) and other organizational or leadership theories and practices. Since the mid-1990s, coaching has developed into a more independent discipline and professional associations such as the International Coach Federation have helped develop a set of training standards Copyright © 2008 - 2012
  4. 4. What is not coaching? 4 Coaching is not just another form of management or supervision. As we will see, the key to successful coaching lies in the individual’s willingness and ability to identify their own abilities or shortcomings and to take action as needed. The coach can’t just tell the person what to do, nor can the individual become too reliant on the coach’s views and suggestions. The individual must be an active participant in the process at all times and accept ultimate responsibility Copyright © 2008 - 2012
  5. 5. Importance of coaching 5 Today the nature of business is completely different from a generation ago. Organizations are more decentralized There are fewer management levels in organization Employees are becoming more empowered Old career patterns doesn’t exist Competition and globalization have increased Innovation and rapid response to market place changes can be key to success Change is rapid and continuous Increasingly, new technologies and work processes are being adopted In general, work pressures are greater than ever Copyright © 2008 - 2012
  6. 6. What makes a good coach? 6 The key skills of being a good coach are: Building rapport Empathy Listening skills Communication skills and overcoming resistance Understanding human behavior Problem-solving and negotiating skills Forward thinking and proactive Flexible, yet consistent Enthusiasm and commit- ment to the individual Copyright © 2008 - 2012
  7. 7. Characteristics of good coach 7 Coaching Positive Supportive Goal Oriented Focused Observant Copyright © 2008 - 2012
  8. 8. Characteristics of good coach 8 Positive • Coach job is not correcting mistakes, finding fault and assessing blame • Instead, a coach function is achieving productivity goals, by coaching his/her staff to peak performance Supportive • Coach need to get workers what they need to do their job well, including tools, time, instruction, answers to questions, and protection from outside inference Goal oriented • Base your assignments on clear, definable goals • Tie specific tasks to these goals • Communicate those goals to the people who actually have to do the work Copyright © 2008 - 2012
  9. 9. Characteristics of good coach 9 Focused • Effective communication is specific and focused • Coaches are far more likely to get action of that employee leaves the office focused on resolving an issue at hand Observant • Being observant means more than just keeping your eyes and ears open • Coaches need to be aware of what is not said as well as what is. If coaches are paying attention, they no need to wait for somebody to tell about a problem Copyright © 2008 - 2012
  10. 10. Personal qualities of a coach 10 To become a good coach there are some personal qualities which he/she will require. Those are Analyze the change in mood and body language Should be good in observing Should maintain confidentiality wherever required Warm and confidence-inspiring personality Should not show bias while dealing with people Willing to spend time and energy to learn coaching skills Copyright © 2008 - 2012
  11. 11. Contents 11 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  12. 12. Principles of coaching 12 There are 5 key principles of coaching. They are: Build Self Esteem Validate Understanding Generate Options Inspire Action Recognize Results Copyright © 2008 - 2012
  13. 13. Characteristics of coaching 13 Coaching tries to maximize the staff in an organization. Good coaching and management have some features in common. They are: Challenging way of thinking Getting employees to get involved in new experiences Eager to learn Welcoming new ideas Making time available Enthusiasm Copyright © 2008 - 2012
  14. 14. What are coaching skills? (1/2) 14 • There are number of approaches to coaching. • At present, these include Transpersonal, Solution Focused Coaching, Cognitive-Behavioral and Co-Active. • Although many individuals train as professional coaches, with a number of courses, being university accredited starting from basic certificated training through to that of PhD, the basic skills of coaching are now often taught to managers in the form of two to four day training programmes. • Few decades back managers were allowed to undergo “counseling” session. However, the term ‘counseling’ was often felt to be an inappropriate one as it tended to suggest that those who would benefit from such interventions, were linked to the needs of a clinical population. • The term coaching has none of these negative connotations and is regarded as a way of helping individuals to maximize their performance. Copyright © 2008 - 2012
  15. 15. Coaching is a business. You need to sell yourself, schedule your time, invoice clients, pay taxes and so on. This need not be complex for a business of one person. Running your business Integrity It is the duty of the coach to keep the deep and dark secrets within them and they should not share this even with their life partner Resilience As a coach you have to control your emotions. There will be more negative aspects than positive things sometimes. Insight Whilst connecting with others, you also need to be able to stand back and look critically at them, seeing their inner issues and the way forward for them. What are coaching skills? (2/2) 15 Empathy To be a good coach, you should have a good rapport and connect to other people at a personal level. Coaching is not for introverts Copyright © 2008 - 2012
  16. 16. Myths and realities 16 Reality: Coaching is for winners who seek to go to the next level Myth : Coaching is for losers, a last-grasp effort before being shown the door Reality: Coaching is about an impossible future and changing your life Myth: Coaching is about filing leadership behaviour gaps Reality: Coaching integrates leadership development and results Myth: Coaching is a separate leadership development activity Copyright © 2008 - 2012
  17. 17. Myths and realities 17 Reality: The Coaching is like a sports coach on the playing field, doing whatever it takes to win Myth : The Coach is a Process Consultant who ask questions from a distance Reality: Coaching requires continuous, but not continual communication Myth: Coaching is an activity that happens in annual reviews Copyright © 2008 - 2012
  18. 18. Contents 18 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  19. 19. Catalytic coaching conversations 19 Creating an extraordinary coaching relationship Declare impossible future Declare possible outcomes Formulation Provide 360-degree leadership feedback Mount a successful change insurgency Monitor successful change on a regular basis and give feedback Concentration Copyright © 2008 - 2012
  20. 20. Catalytic coaching conversations 20 Create a source document and winning game plan Build a team of talented A players Instill winning game plan for each individual in a team Momentum ive Executive Time Management: You = Your calendar Executive catalytic breakthrough projects Be a coach and mentor: Leader as coach Breakthrough Copyright © 2008 - 2012
  21. 21. Catalytic coaching conversations 21 Make a great decisions and judgment calls Focus on the scoreboard Executive Life Coaching: non-financial wealth Sustainability Copyright © 2008 - 2012
  22. 22. The seven Masterful Coaching ‘Come Froms’ 22 1 A Masterful Coach stands totally committed to the person being coached 2 A Masterful Coach stands in people’s greatness even when they fall from it 3 A Masterful Coach comes from getting people to work backward from a vision versus foreard from the part 4 A Masterful Coach speak from his or her stand versus reactions, never belittle 5 A Masterful Coach focuses in what is missing (the solution), not what is wrong (the problem) 6 A Masterful Coach is committed to honest feedback needed for growth and learning 7 A Masterful Coach comes from the view that anything is possible, every situation is transformable, and the actions are up to you Copyright © 2008 - 2012
  23. 23. Opportunities for Coaching 23 1 2 Excessive errors 3 Missing deadlines 4 5 Copyright © 2008 - 2012
  24. 24. 5-phases of breakthrough 24 A Coach alters his or her approach in moving from one phase to the next Formulation Concen- tration Momentum Break- through Sustain- ability Engage and inquire into impossible goals, plans, leadership and business challenges Launch an initiative, a wow project, or rapid phototype, and keep going in the absence of results Create a widening circle of small successes Build on success by scaling up Set up business process; intituitionalize gains Copyright © 2008 - 2012
  25. 25. Social Grease versus Coaching Communication 25 Help and Support Give approval and praise to others. Tell others what you believe will make them feel good about themselves. Reduce their feelings of heart by telling them how much you care, and, if possible, agree with them that others acted improperly Increase other people capacity to confront their own ideas, create a window into their own ind, and face their unsurfaced assumptions, biases and tears by acting in these ways towards other people Respect for Others Defer to other people, and do not confront their reasoning or actions Attribute to other people a high capacity for self-reflection and self- examination without becoming so upset that they lose their effectiveness and sense of self- responsibility and choice. Test this attribution Copyright © 2008 - 2012
  26. 26. Social Grease versus Coaching Communication 26 Strength Advocate your position in order to win. Hold your own position in the face of advocacy. Feeling vulnerable is a sign of weakness Advocate your position, and combine it with inquiry and self-reflection. Feeling vulnerable while encouraging inquiry is a sign of strength Honesty • Tell other people no lies, or tell others all you think and feel • Stick to your principles, values and beliefs • Encourage yourself and others to say what they know yet fear to say Minimze what might be otherwise subject to distoration and covering up the distoration • Advocate your principles, values, and beliefs in a way that invites inquiry into them and encourage others to do the same Copyright © 2008 - 2012
  27. 27. Creating a predictable future versus possible future 27 The context that shapes your perspectives, beliefs and assumptions your horizon of possibility, automatic self, winning strategy paradigms History Your unconscious success formula; how you compensate for what is not possible; how you maximize winning and avoid losing; the source of our success and limitations Winning strategy The future you inherited by staying in your historical horizon of possibilities, winning formula, unwritten rules of the game; what you do to improve on the possibly reacting to the part Predictable future The future you invent by unearthing what you passionately care about and declaring the impossible possible; the future that matters to you enough for you to invent your whole self and your organization Possible future Copyright © 2008 - 2012
  28. 28. A coach is a thinking partner 28 1. What unintented results are you getting? Good questions to ask are: 2. How are you contributing to the unintented results? 3. How are you looking at the things now? 4. How do you need to look at things differently? 5. How could you look at the problem or solution in a different way? 6. Where are you stuck in an old pattern? 7. How do you need to shift your way of being, thinking, or behaving? Copyright © 2008 - 2012
  29. 29. I selectData I addMeaning I makeAssumptions I drawConclusions I adoptBeliefs I take The ladder of inference 29 Actions Copyright © 2008 - 2012
  30. 30. Boss vs. Coach 30 Talks a lot Listens a lot Tells Asks Presume Explores Seeks control Seeks commitment Orders Challenges Works on and keeps distant Works with and makes contact Assign blame Takes responsibility Copyright © 2008 - 2012
  31. 31. Contents 31 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  32. 32. Generate Options Explore Reality Coaching models – GROW model 32 One of the models named ‘The GROW model’ was developed by Sir John Whitmore for developing coaching skills for Managers. The GROW (goals, reality, options, wrap up) model provides structure for coaching discussions with more experienced learners. For less experienced learners, the process can be time consuming and often too complex. The GROW model has 4 clear stages Establish Goals Agree action Wrap up Copyright © 2008 - 2012
  33. 33. Coaching models – The 7-step problem-solving model 33 The seven-step problem-solving sequence and accompanying questions that people can ask themselves at each step: Steps Actions Evaluation Which plans and strategies worked and amending our action plans7 Problem identification Analyze the problem and challenge1 Goal selection What do I want to achieve?2 Generation of alternatives What can I do to achieve my goal?3 Consideration of the consequences Discuss the pros and cons4 Decision making What am I going to do?5 Implementation Time to do it!6 Copyright © 2008 - 2012
  34. 34. Coaching models – Shorter models 34 For instance, there are 2 models namely – STIR and PIE models Select a problem Target a solution Implement a solution Review outcome Problem definition Implement a solution Evaluate outcome The shorter models of problem-solving helps the manager to solve problems quickly. These models are used for rapid processing of a problem. These models provide the structure for coaching to take place, and once the process is understood, the manager is then provided with the basic coaching skills that he or she will require in order to make the coaching effective. Copyright © 2008 - 2012
  35. 35. A Push versus Pull approach to Coaching/ leadership development 35 Push Programs Pull Programs Copyright © 2008 - 2012
  36. 36. Contents 36 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  37. 37. Formal and Informal coaching 37 Informal coachingFormal coaching Most of the conversation in 'coaching mode' Manager can switch from coaching mode to other management styles Used explicitly Used explicitly or implicitly Scheduled appointments Normal day-to-day conversations Programme with beginning and end Ongoing process, a style of management Copyright © 2008 - 2012
  38. 38. Traditional vs. Coaching-based organization 38 Traditional organization Coaching-based organization Loses best employee Attracts and keeps quality people Hierarchical Decentralized Top-down management Empowered staff Command and control Collaborative Rigid and inflexible Innovative Learning is stifled Learning is encouraged Risk-averse Entrepreneurial Annual performance appraisals Ongoing performance assessment Training via courses Training via coaching Resists change Responds quickly to change Copyright © 2008 - 2012
  39. 39. Coaching styles (1/3) 39 There is no one right way to coach. There are some skills required and some fundamentals to be followed. Different individuals in different situation need different approaches. The idea of switching styles may seem odd to some – but it is justified given the variety of experiences one is likely to encoutered during coaching session. There are 5 different scenarios The Supporter or Enabler The Teacher The Parent The Listener The Task master Copyright © 2008 - 2012
  40. 40. Coaching styles (2/3) 40 The Teacher: This is a traditional role. Here the coach is seen as someone with expertise and knowledge that they can impart to more junior or less experienced staff members. For e.g., a coach with experience in project management might be chosen to guide a new manager who has just been assigned a major project The Listener: This coaching style is quite different from previous one. As the name suggests, the focus in this style is primarily on listening and the coach would either act as a sounding board, an advisor or whatever the situation requires. There are many situations where the ‘Listener style’ of coaching would be appropriate. Often individuals with specific problems will need a safe place to vent their feelings or to seek help The Supporter: This is a combination of teacher and listener. In this style, the individual has a fairly clear idea of what they want to accomplish but need to do so. E.g. someone with a fear of public speaking. An individual looking for help in dealing with a boss who is a bully. A middle aged manager trying to plan the end of his career and ensuring retirement Copyright © 2008 - 2012
  41. 41. Coaching styles (3/3) 41 The Parent: In the Parent style, the coach becomes something of an authority figure and needs to direct the coaching process with a firm hand. In these cases, the individual may be reluctant to accept coaching or somewhat immature in general and strict guidelines need to be set. In this situation the individual often resists coaching while simultaneously looking for praise and validation from the coach The Taskmaster: The Taskmaster, taken the ‘Teacher’ several steps further. In this style the coach needs to be very firm in order to deal with fairly serious problem. The typical case where this style comes into play is with the chronic underachiever who is performing far below their potential Copyright © 2008 - 2012
  42. 42. Coaching downwards 42 Coaching downwards means coaching individual who report directly to coach. There are several benefits for the individuals because of this coaching culture. They are: • Learn to solve own problems • Improve managerial and interpersonal skills • Have better relationships with colleagues • Learn how to identify and act on development needs • Have greater confidence • Become more effective, assertive in dealing with people • Have a positive impact on performance • Have greater self-awareness and gain of new perspectives • Acquire new skills and abilities • Develop greater adaptability to change • Improve work-life balance • Reduce stress levels Copyright © 2008 - 2012
  43. 43. Coaching upwards 43 Coaching upwards, means the relatively unusual situation of coaching one’s superior. The Idea In Brief By coaching your boss you're helping him or her understand how to be a better leader. The underlying principle: We all have blind spots. The end result: A deeper awareness of the intricate workplace relationships that govern successful companies. The benefit to you: Since you're being the change there's a strong chance that you will achieve the growth you desire. Copyright © 2008 - 2012
  44. 44. Coaching sideways 44 Coaching sideways, means coaching one’s colleagues or equals in the organization In this type of coaching, each participant acts as both the coach and coachee (or client). The result is a more collaborative leadership base committed to continuously becoming more successful. Benefits are Enable leaders to give and receive ideas Share successful practices Personal developmental plan Transfer training to workplace Reduce isolation among leaders Encourage reflective practices Establish collaborative norms More cohesive organizational culture Build a shared knowledge base Accelerate leadership development Copyright © 2008 - 2012
  45. 45. Contents 45 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  46. 46. Elements of good coaching session 46 Establish a purpose Establish ground rules Keep focused Develop a dialogue Speak clearly Discuss one specific issue Copyright © 2008 - 2012
  47. 47. Elements of good coaching session 47 Establish a purpose • Have a clear purpose at the beginning of coaching session will enable you to conduct focused and productive discussion Establish ground rules • As with any meeting, you and your employee need to have a common understanding of certain factors like time and roles Keep focused • Avoid making ‘noise’ – anything that distracts from the atmosphere • Do not look at your desktop or PDA • Do not touch your papers • Do not answer telephone/mobile Copyright © 2008 - 2012
  48. 48. Elements of good coaching session 48 Develop dialogue • Do not launch into a monolog • If you are coaching effectively, your employee should probably do most of the talking Speak clearly • Use the simplest, most common terms • Avoid the jargon • Ensure to pass specific, short and clear message • Use the known to explain the unknown • Define the issue and limit the discussion to something manageable • You need to resolve specific concern right away, though you get other chances to discuss other concerns Discuss one specific issue Copyright © 2008 - 2012
  49. 49. Typical issues addressed in coaching session 49 Business goals BECOMING A NEW MANAGER TIME MANAGEMENT PERSONAL GROWTH DEALING WITH CHANGE IN THE ORGANIZATION Copyright © 2008 - 2012
  50. 50. The coaching session – 7 step approach 50 Set the ground rules – time, place, duration, frequency, process etc. Create a supportive and safe environment – establish rapport Agree on the goals and objectives Analyze the current situation and come to an agreement on key issues or any problems at hand Devise an action plan Gain a commitment from the individual to the action plan Monitor the situation and provide feedback Copyright © 2008 - 2012
  51. 51. A new paradigm for Coaching 51 A leader is a coach and teacher versus commander and controller The new paradigm of coaching is based on these guiding principles Coaching is about standing in people’s greatness, not leadership lobotomies Coaching is about creating impossible futures versus filling leadership competency gaps Coaching is about creating a winning game plan versus fluffy mission statements A Coach is a transformational agent, not a purveyor of transactional tips and techniques Coaches focus on the scoreboard and relationship needs to be robust - more like an NFC football Coach with the quarterback versus a typical consulting engagement Copyright © 2008 - 2012
  52. 52. Masterful coaching wheel 52 Masterful Coaches inspire people to go to for extraordinary resuts and then call forth for actions that are needed. This creates a pull for new leadership competencies It allows you to get a handle on coaching people of years time It tells you what is involved in producing break-through results It tells you how to adjust your coaching style, teachable points of view and game plan according to which phase you are in Copyright © 2008 - 2012
  53. 53. Contents 53 Coaching – Introduction and Background Coaching principles and characteristics Important concepts of coaching Coaching models Types of coaching and coaching styles Coaching sessions and approaches Key Learning's Copyright © 2008 - 2012
  54. 54. Key learning's from Coaching 54 Coaching is the most effective way to develop your staff/employees Coaching is the key to managing multiple priorities Coaching leads to improved employee performance, which leads to increased productivity and bottom-line results Coaching increases employees’ self- esteem and job satisfaction Copyright © 2008 - 2012
  55. 55. Benefits of coaching 55 • Receive personalized, one-to-one support focusing on individual strengths and weaknesses • Be able to ask questions, express a views and voice concerns in a safe environment • Have a sounding board for new ideas and suggestions • Deal with specific problems or a general lack of confidence • Identify personal and organizational goals and the steps needed to realises them • Manage their career and personal development • Work on shortcomings or problems in a non-judgmental settings • Feel valued and trusted in the organization, also get more involved Copyright © 2008 - 2012
  56. 56. Responsibilities of the coach 56 The first rule of coaching is that it is a collaborative process and the coach’s job is to act as a facilitator. The coach cannot end up solving the individual’s problems at all time. But in general a coach should do the following Be adept to problem-solving Be able to build rapport with others Be honestly interested in the individual Listen and be seen to listen very well Be patient, supportive and enthusiastic Have sound communication and negotiating skills Copyright © 2008 - 2012
  57. 57. Coaching mistakes to be avoided 57 Taking on other people’s responsibilities Coaching for the wrong reasons Too much talking; too little listening Unrealistic expectations Empathising to a fault Underestimating people’s ability to change Failing to coach the whole person Copyright © 2008 - 2012
  58. 58. Measuring success 58 What is the client doing well? How could they improve? What suggestions do you have for their future? The executive coach is vested with the duty of the whole coaching project. It is his/her responsibility to take surveys, interviews to gather initial and continuous feedback. The following questions are considered important for measuring success The coach has to probe for specific comments or answers if the reply given by the client is general. The person conducting the interview will take careful, verbatim notes of all comments and suggestions. Copyright © 2008 - 2012
  59. 59. Barriers to effective coaching 59 Setting a benchmark which is unrealistic to achieve Mismatch between the coaches and the audiences The unclear role boundaries between the role of manager and coach No proper support from the management Bitterness from those people who are not selected in the program due to bias shown by the management Copyright © 2008 - 2012
  60. 60. Training the coach 60 To take up to the role of a coach, not everyone will be suitable. The candidates selected should be able to coach and train others and they should be released from their own job function To be a good trainer one should demonstrate the following skills: Good verbal skills: The trainer should have the ability to listen, good presentation skills, ability to summarize information, experience of giving feedback. Good writing skills: ability to write business documents and summarize briefs Knowledge in coaching and mentoring topics: These topics/skills include assertiveness, conflict resolution, leadership, managing difficult people, negotiation and presentation skills Prior experience: Previous experience will help in presenting new ideas, encouraging colleagues to speak, managing disagreements Copyright © 2008 - 2012
  61. 61. Coaching quality – Coaching feedback session 61 There are certain key points which has to be considered to analyze the quality of coaching Define what a good job looks like Provide Training Measuring Success Feedback loop Copyright © 2008 - 2012
  62. 62. Things to do 62 • Stand totally committed to the person you are coaching • Invite people to discover their own greatness and play a bigger game • Reset people’s mind-set. Make sure they understand the Masterful Coaching paradigm • Make sure people have something personally at stake in the goal • Imagine an extraordinary relationship; define your 100 percent and your coachee’s 100 percent • Get coaching on the calendar with a monthly meeting and a regular coaching call • If the chemistry is not good, suggest another coach • If the person does not have big goals and enough at stake, backoff • Do not let coaching be adhoc, schedule it • Do not pretend things are better from they really are; discuss the undiscussable Copyright © 2008 - 2012

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