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"Coaching in the Workplace: Serious Developmental Skill or ...

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"Coaching in the Workplace: Serious Developmental Skill or ...

  1. 1. “ Coaching in the Workplace: Serious Developmental Skill or Temporary Fad?”
  2. 3. WHAT EXACTLY IS COACHING FROM A MANAGEMENT PERSPECTIVE?
  3. 4. <ul><li>COACHING </li></ul><ul><li>A Skill which if used appropriately will get the best out of people and enable them to be successful </li></ul>
  4. 5. BUT SURELY – COACHING IS JUST BASICALLY TRAINING
  5. 6. COACHING DELIVERS WHAT TRAINING CAN ONLY PROMISE!
  6. 7. COACHING IS ALSO DIFFERENT FROM COUNSELLING & MENTORING
  7. 8. COACHING IS AN ESSENTIAL SKILL FOR MANAGERS
  8. 9. COACHING HAS MANY BENEFITS FOR THE EMPLOYEE, THE MANAGER & THE ORGANISATION
  9. 10. The Benefits of Coaching <ul><li>Improved performance and productivity </li></ul><ul><li>Decrease in sickness rates </li></ul><ul><li>Increase in Staff retention. </li></ul><ul><li>Increased Staff Development </li></ul><ul><li>Improved Self-motivation </li></ul><ul><li>Improved communication, assertiveness and initiative </li></ul><ul><li>Increased enthusiasm for life and work </li></ul><ul><li>Improved balance between life and work </li></ul><ul><li>Able to cope better with change </li></ul><ul><li>Improved relationships at work </li></ul><ul><li>Makes people feel valued </li></ul>
  10. 11. MANAGERS HAVE FEW OPPORTUNITIES TO COACH – THEY ARE FAR TOO BUSY!
  11. 12. Coaching Opportunities? <ul><li>Appraisals </li></ul><ul><li>Performance Review meetings </li></ul><ul><li>Regular 1:1s </li></ul><ul><li>Ad-hoc ‘open-door’ meets </li></ul><ul><li>Staff meetings </li></ul><ul><li>Training sessions </li></ul><ul><li>Managing Stakeholders </li></ul>
  12. 13. COACHING IN MANAGEMENT NEEDS A FRAMEWORK
  13. 14. COACHING NEEDS TWO FRAMEWORKS <ul><li>The Performance Management framework of objective setting, performance reviews and appraisals. </li></ul><ul><li>2. A framework to actually coach – e.g. G.R.O.W. </li></ul>
  14. 15. COACHING NEEDS TWO FRAMEWORKS <ul><li>The Performance Management framework of objective setting, performance reviews and appraisals. </li></ul><ul><li>A solid job/role description. </li></ul><ul><li>C-SMART objectives </li></ul><ul><li>A disciplined Review of Progress </li></ul><ul><li>Appraisals. </li></ul>
  15. 16. COACHING NEEDS TWO FRAMEWORKS 2. A framework to actually coach – e.g. G.R.O.W. G – The Goal or Objective you are aiming for. R – The reality of the present situation. O – The options available to you in order to proceed. W – The Will and Way-Forward.
  16. 17. COACHING INVOLVES ACTIVE LISTENING, APPROPRIATE QUESTIONING & CHALLENGE
  17. 18. COACHING CAN BE DEMOTIVATIONAL
  18. 19. The Skill / Will Matrix High Skill Low Skill High Will Low Will Aim of Coaching Excite (Coach / Direct) Direct Delegate Guide Coach / Train)
  19. 20. APPROPRIATE COACHING CAN BE VERY MOTIVATIONAL
  20. 21. DIAMOND MOTIVATION CLARITY & UNDERSTANDING EXPRESSING HOPES, FEARS, IDEAS, CONCERNS CREATING & HAVING CHOICES FEELING VALUED
  21. 22. EVERYBODY CAN COACH
  22. 24. If you have any queries arising from this presentation or would like to receive more information on coaching in management or about the Courses available then Allan Mackintosh can be contacted as follows: Tel: 01292 671220 Mobile: 0776 416 8989 E-mail: [email_address] Free information and articles can be found at Allan’s websites: www.pmcscotland.com www.teambuildersinternational.com

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