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8 step-coaching (presentation)

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8 step-coaching (presentation)

  1. 1. 8 Steps coaching
  2. 2. Purpose1. To help managers understand what coaching is,why it is important, and when coaching shouldoccur.2. To enable you to gain a feedback on your owncoaching style.3. To become familiar with a set of practical andeffective steps to use in coaching.
  3. 3. Process (Road Map)One day workshop30 minutes Introduction (ground rules/ppp)30 minutes What is coaching?1 hour Role plays (Base Line)4 hours 8 steps (about 30 minutes each)1 hour Role plays15 minutes Sustainability/POA
  4. 4. Payoff1. To build on your own experience and sharpenyour skills when influencing others.2. To help your partners achieve their goals.3. To create a coaching culture to impact businessresults positively.
  5. 5. ““One seesOne seesgreat thingsgreat thingsfrom thefrom thevalleyvalley; only; onlysmall thingssmall thingsfrom thefrom thepeakpeak””
  6. 6. Guess?Guess?
  7. 7. Who Needs Coaching?Who Needs Coaching?
  8. 8. Everyone Needs Coaching…Everyone Needs Coaching…
  9. 9. What is Coaching?What is Coaching?
  10. 10. Coaching is ….Coaching is ….…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
  11. 11. Coaching is ….Coaching is ….• A discussion process between members of theorganization (managers to employees, peers topeers, employees to managers) aimed at exertinga positive influence in the motivation,performance, awareness of areas for improvementand development, or career of another person tohelp them be as effective as possible.• The regular process of building a partnership forcontinuous improvement.
  12. 12. Coaching is ….Coaching is ….List 5-6 key words which capture the essenceof the definition of coaching:1. ………….2. ………….3. ………….4. ………….5. ………….
  13. 13. Coaching is ….Coaching is ….• A discussion process between members of theorganization (managers to employees, peers topeers, employees to managers) aimed at exertinga positive influence in the motivation,performance, awareness of areas forimprovement and development, or career ofanother person to help them be as effective aspossible.• The regular process of building a partnership forcontinuous improvement.
  14. 14. Why Does Everyone Need aWhy Does Everyone Need aCoach?Coach?
  15. 15. Everyone Needs a Coach…Everyone Needs a Coach…There is alwaysThere is alwaysroom for improvementroom for improvement,,and in today’sand in today’scompetitive marketplace,competitive marketplace,if you don’tif you don’tcontinue to improvecontinue to improve,,you will not survive.you will not survive.
  16. 16. When do you coach others?When do you coach others?List 3 events, when you think it is appropriateto coach others you work with:1. …………2. …………3. …………
  17. 17. Situations that requireSituations that requireCoaching…Coaching…Administrative Situations:– Setting Objectives– Salary Discussions– Career PlanningProject or Task Situations:– Coaching: a Low / High performer– Training: New Skills– Assignment problem: delays
  18. 18. ““Coaching Situations”Coaching Situations” A manager to employee situation(downward coaching) A peer to peer situation(2-party-coaching) An employee to manager(upward coaching)
  19. 19. Poorperformers< 5 %AverageperformersOutstandingperformers(Employees)(Performance)““Performance Curve”Performance Curve”Sustain
  20. 20. Expand View of CoachingExpand View of CoachingApplicationApplicationSuccessful Performance:Reinforce - Encourage - EmpowerCoachingUnsuccessfulPerformance:Problem Solving +Motivation for ChangeNew Projects /New Employees:Guidance +Goal SettingSupport Changes in Business Direction:Adjust their skills to maintain alignment withbusiness trends and competitive pressures
  21. 21. Is Coaching Avoided?Is Coaching Avoided?“Coaching and counseling is the mostuncomfortable, avoided and mishandledof all managerial responsibilities”Harry Levinson(Harvard University)• Do you agree or disagree?• Why?
  22. 22. Why do we avoid Coaching?Why do we avoid Coaching?• It’s uncomfortable.• No one likes to criticize.• It takes a lot of time.• The session can get emotional.• We don’t know how to control the sessions.
  23. 23. Goals of a Coach…Goals of a Coach…• To help others see the need for change.• To facilitate the success of others.• To sustain improvement, performance &success.• To build on strengths and work on weaknesses.• To encourage others to stretch and takecalculated risks.• To facilitate growth and develop competency.
  24. 24. Elements of SuccessfulElements of SuccessfulCoaching Discussion…Coaching Discussion…• List those things that, you feel are criticalduring coaching discussions and arenecessary to improve your productivity:1. ………2. ………3. ………4. ………
  25. 25. Elements of SuccessfulElements of SuccessfulCoaching Discussion…Coaching Discussion…• List those things that, you feel are criticalduring coaching discussions and arenecessary to improve your productivity:1. Well prepared2. Supportive3. Build on positives4. Work on opportunities
  26. 26. ““Break Time”Break Time”
  27. 27. Role Play
  28. 28. ““The Situation”The Situation” Performance problem. Developmental opportunity. Career discussion
  29. 29. Current RealityCurrent RealityManager• Do what you would do naturally if this were yoursituation.PSR• Be a challenge for this manager during theconversation.• Be realistic.Observer• Watch the time for both the manager and the PSR.• Record a few observations about the manager.
  30. 30. Feed BackFeed Back• Coaching Time: (Coach vs. Coachee)• What went well and what one thingshould the manager consider doingdifferently the next time.
  31. 31. Coaching TimeCoaching Time50% : 50%Coach Coachee
  32. 32. Research on CoachingResearch on Coaching• What do effective leaders do duringcoaching discussions?• The net result was a model of 8 majorskills, that were derived from 47different leadership behaviors.
  33. 33. Coaching - ACoaching - A ProcessProcess SkillSkillProcess = The method or approach.“How we are talking”Content = The subject or topic.“What we are talking about”
  34. 34. Coaching - ACoaching - A ProcessProcess SkillSkill““If you have aIf you have acommunicationcommunicationtroubletrouble, the, theproblem isproblem isusually found inusually found inthethe processprocess youyouare using.”are using.”
  35. 35. Coaching - ACoaching - A ProcessProcess SkillSkill““CoachingCoachingis not somethingis not somethingyou do to anyou do to anemployee,employee,it isit is aatwo-way processtwo-way process””
  36. 36. ““8-Step-Coaching”8-Step-Coaching”ModelModel2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN5GET ACOMMITMENT6CONFRONTEXCUSES/RESISTANCE7CLARIFYCONSEQUENCESDON’T PUNISH8DON’TGIVE UP1BESUPPORTIVE
  37. 37. ““STEP 1 -STEP 1 - Be SupportiveBe Supportive””(The foundation step)(The foundation step)#1BESUPPORTIVE
  38. 38. STEP 1 -STEP 1 - Be SupportiveBe Supportive• Think about the best manager you everworked for. What words would you use todescribe him?………………………………………………………………………………………………………………………………………………………………………………………………
  39. 39. STEP 1 -STEP 1 - Be SupportiveBe Supportive““Solid relationshipsSolid relationshipsare built onare built on trusttrust,,honestyhonesty,, supportsupport,,andand concernconcern for thefor theinterests and needsinterests and needsof the employees”of the employees”
  40. 40. STEP 1 -STEP 1 - Be SupportiveBe Supportive““The effectiveThe effectivemangers spentmangers spent 50%50%of the timeof the time duringduringthe discussionthe discussionexpressingexpressing supportsupportor doingor doing supportivesupportivethings”things”
  41. 41. InternalInternalDecisionDecisionFeltTangible Expressed• Help• Time• Training• Resources• Appreciation• Recognition of strengths• Recognition of contributions• Acceptance• Eye contact• Non verbal• Positioning• LocationSUPPORT TRIANGLE
  42. 42. Supportive Leader BehaviorsFlexibilityEmpathy/Help/Understanding/Encouragement/Positive feedback/OpennessOwning some responsibility/Recognition of employee’s needs/
  43. 43.  Specific actions and statements fromleaders which demonstrate their desire tocreate a positive partnership and exchange. Example:“I want to give you every opportunity tosucceed.”
  44. 44.  Builds a foundation for open exchangeand problem solving discussion. Minimizes threatening. Sets the stage to develop partnershipcommunication.
  45. 45. 1. Create an interactive style of communicationwith PSRs and seek their input and comments.“ I want to discuss this and get your input…”2. Convey empathy and understanding regardingthe PSR’s feeling and problems.“ I can see that you’re upset that I pointed out thisproblem area…”3. Accept some responsibility for conditions.“ You’re right. I did drop the ball and didn’tmake my instructions clear.”
  46. 46.  A negative history or relationship. Use of non-supportive or aggressivestatements and tactics. Over-emphasis on negative consequences.
  47. 47. RememberRemember Support and trust is a long-term effort. Don’t overdo as it will appear artificial. Differentiate between being supportive and beingfriendly. Support is an internal decision we make abouthow we want to relate to others. After making this decision our words and actionsfollow, not vice a versa.
  48. 48. ““STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs””(The feedback)(The feedback)#2DEFINE THETOPIC ANDNEEDS#1BESUPPORTIVEWhat?
  49. 49. STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs““FeedbackFeedbackis theis theBreakfastBreakfastofofChampionsChampions””
  50. 50. STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs““When aWhen aproblem isproblem iswell-definedwell-definedit’s usuallyit’s usuallyhalf-solvedhalf-solved””
  51. 51. STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs“It’s a naturalhuman tendencyto attributesuccess toour own efforts andfailure to causesoutside ofourselves”
  52. 52.  A mutually developed, specific descriptionof present situation. A clarification for both the manager’s andPSR’s needs and expectations. Example:“We need to focus on Amlor competitor Kn.”
  53. 53.  Encourage the PSR to verbalize how hesees his own actions. Gives him a chance to vent thoughts andfeelings. Provides the opportunity to alignexpectations and needs.
  54. 54. 1. Take one concern at a time and stay focused.“I’m concerned about the way you arehandling the weekly report”2. Gather data from PSR. Discuss and exploreboth viewpoints, and summarize bothperceptions.“I’d like to hear some specifics about how youare currently filing out the reports”
  55. 55. 3. Clarify both the manager’s and PSR’s needsand expectations.“ What are your expectations in this area?”4. Be supportive: don’t be in a hurry“O.K., let me see if we’re together work on this.”
  56. 56.  A manager who is too general. A manager who places blame rather thansolves problems. A manager who argues about excuses. A PSR who blames others A PSR who resists feedback. A PSR who feels victimized.
  57. 57. Key PointsKey Points Focus: What Go slow to get fast later Don’t make assumptions
  58. 58. RememberRemember People often see things differently, and theobjective of this step is to achieve mutualunderstanding and to express viewpoints. Make sure that the coach and PSR have aclear understanding of the specificconcerns, problems or opportunities thatneed the attention.
  59. 59. STEP 3 –STEP 3 – Establish ImpactEstablish Impact(The most ignored)(The most ignored)2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT1BESUPPORTIVESo What?
  60. 60. STEP 3 –STEP 3 – Establish ImpactEstablish ImpactWWhat’shat’sIInnIIttFFororMeMe??
  61. 61.  An assessment of how PSR’s actions areaffecting or impacting his goals, interests, andobjectives. The creation of an internal motivation forchange. Example:“What are the costs and benefits of the…”
  62. 62.  Establishes the need and motivation in thePSR to change. Prepare the PSR to discuss the plan.
  63. 63. 1. Restate or summarize the problem or situation.“I really believe the reports have become acritical issue.”2. Ask for his opinion about the impact that thebehavior is having.“What are some of the effects you see of havingto wait so long to finalize the reports?”3. Let silence works for you.4. Be supportive.“You’re right. It does affect your image.”
  64. 64.  Justification about the present behavior. Ineffective actions that have actually beenrewarded or ignored in the past.
  65. 65. Key PointsKey Points Look at the situation from all perspectives. Create an internal motivation. Don’t assume the PSR knows, accepts, orhas considered all the impacts of the presentsituation.
  66. 66. RememberRemember It’s the most avoided and most neglected ofany of the 8 steps. It’s also the most important step in termsof getting people to truly make a change. The objective is to have the PSR make agood self-assessment or value judgmentabout the impact of his present actions toencourage him in “moving”.
  67. 67. STEP 4 –STEP 4 – Initiate A PlanInitiate A Plan(Action & Payoff)(Action & Payoff)2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN1BESUPPORTIVEThe Brain
  68. 68. STEP 4 –STEP 4 – Initiate A PlanInitiate A Plan““If theIf theemployee isemployee isinvolvedinvolved ininmaking themaking theplan, he isplan, he iscommittedcommitted totowork the plan”work the plan”
  69. 69. STEP 4 –STEP 4 – Initiate A PlanInitiate A PlanSSpecificpecificMMeasurableeasurableAAchievablechievableRRealisticealisticTTimetableimetable
  70. 70.  A specific and achievable course of actionthat is jointly developed. An outline of “do-able” activities whichlead to positive results. Example:“Let’s define a POA”
  71. 71.  Focuses the PSR’s thoughts on specificactions. Focuses on solutions rather than excuses. Builds ownership for the needed changes.
  72. 72. 1. Define and discuss the most effective approach:• Outline objectives• Explore alternatives• Gain agreement• Be creative
  73. 73. 2. Define who, what, where, and when.3. Go through and rehearse the implementationsteps as needed and make sure that there is aclear timetable for each step of the plan.4. Be supportive.
  74. 74.  Plans that are too general or too complex. POA developed only by the manager. Excuses and resistance.
  75. 75. Key PointsKey Points Be realistic. Make it clear. Build ownership through involvement.
  76. 76. RememberRemember The more input from the PSR on the plan, themore likely it is that plan will be accomplished. He will feel part of the plan and will haveownership for results. As a result of working together, his credibilityand judgment is on the line as well as themanager.
  77. 77. STEP 5 –STEP 5 – Get A CommitmentGet A Commitment(Don’t assume anything)(Don’t assume anything)2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN5GET ACOMMITMENT1BESUPPORTIVEThe Heart
  78. 78. STEP 5 –STEP 5 – Get A CommitmentGet A Commitment““Failure to gain aFailure to gain acommitmentcommitmentoften makesoften makesthethe differencedifference ininSuccessSuccess oror Failure”Failure”
  79. 79.  A verbal statement from the PSR that he willimplement the plan. The creation of a sense of personal responsibilityand obligation to achieve the plan.Example:“Will you be able to do it?”
  80. 80.  Tests the PSR’s willingness to try adifferent approach. Gives the manager advance warning ofPSR’s resistance.
  81. 81. 1. Ask for a commitment.2. Listen to how the response is stated.3. If necessary, go back to a simplified plan.“You seem a little reluctant. What do you think isworkable?”4. Get the PSR started on the first element of theplan.5. Be supportive.
  82. 82.  Weak commitment. Excuses and resistance. Assumption that a commitment has beenmade.
  83. 83. Key PointsKey Points A verbal signature. Ask, listen and watch.
  84. 84. RememberRemember It’s important to be persistent, to get a clearanswer, and to hear the PSR actuallyverbalize commitment. The manager cannot assume or hope thatthings will change and plans will beimplemented. It’s a way to close the deal.
  85. 85. STEP 6 –STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance(With change these are normal)(With change these are normal)2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN5GET ACOMMITMENT6CONFRONTEXCUSES/RESISTANCE1BESUPPORTIVE
  86. 86. ““NotNoteverything thateverything thatis faced can beis faced can bechanged, butchanged, butnothing can benothing can bechanged untilchanged untilit is faced”it is faced”STEP 6 –STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance
  87. 87. ““ExcusesExcuses can becan be helpful.helpful.They can provide anThey can provide anopportunityopportunityfor the manager and thefor the manager and theemployee to do betteremployee to do bettercontingency planning”contingency planning”STEP 6 –STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance
  88. 88.  A way of keeping focused on actionsrather than obstacles. A way of managing the PSR’s avoidanceand withdrawal. Example:“I know, we are all pressed for time, let’stry to start on the first element of our POA”
  89. 89.  Provides an opportunity for the manager tobe pro-active and anticipate excuses. Identifies and deals with obstacles. Keeps the discussion focused and solutionoriented.
  90. 90.  Help PSRs deal with withdrawal:a) Recognize PSR behavior “clues” (being quite,passive, anger, changing the subject)b) Describe the specific behavior that is an obstacle.Stop and listen for a response.c) Focus on the intentions to eliminate the obstacle.d) Be supportive.
  91. 91.  Help PSRs deal with avoidance:a) Recognize the source of excuses (e.g. time)b) Redirect attention to areas the PSR cancontrolc) Be supportive: Show empathy.
  92. 92.  A manager who accept excuses, getsinvolved in debates and fail to move to thenext step. A manager who avoids interpersonal clues. A PSR who is unwilling to assumeresponsibilities for future plans.
  93. 93. Key PointsKey Points Excuses and resistance can occur at any time inthe discussion Real reasons, excuses and resistanceare different Excuses: re-focus on what can be controlled
  94. 94. RememberRemember Excuses can develop at any point in theinteraction process. The first occurs as a result of discussion onstep #2, “Define The Topic and Need” The other kind of excuses are those whichsurface when future plans and actions arebeing discussed.
  95. 95. RememberRemember The job of the manager is not to focus on theexcuse; but rather to get the PSR to focus onpositive actions. The plan can be modified, as a result ofexcuses, as long as there is still someconstructive action to be taken.
  96. 96. STEP 7 – Clarify Consequences,STEP 7 – Clarify Consequences,Don’t PunishDon’t Punish(Driven by the commitment)(Driven by the commitment)2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN5GET ACOMMITMENT6CONFRONTEXCUSES/RESISTANCE7CLARIFYCONSEQUENCESDON’T PUNISH1BESUPPORTIVE
  97. 97. STEP 7 – Clarify Consequences,STEP 7 – Clarify Consequences,Don’t PunishDon’t Punish““It is important toIt is important todiscussdiscusspositivepositive && negativenegativeconsequencesconsequenceswith employees”with employees”
  98. 98.  A clear discussion of the outcomes which can beexpected if the agreed-upon plan is or is notcompleted. A link between actions and future consequences. Example:“You will have a great opportunity to achieveyour target”“What if scenario…
  99. 99.  Clearly communicates the importance ofimplementing the plan and changing presentbehavior. Helps ensure that actions will occur. Protects the manager if consequences areeventually administered.
  100. 100. 1. Ask PSR, if he understands the importanceof making a change.2. Focus the discussion on the plan you havenegotiated with him.3. Discuss the results that will occur as aconsequence of the agreed-upon actions4. Be supportive. (Stress positive consequences).
  101. 101.  A manager who feels no control overconsequences. A tendency to focus only on negativeconsequences.
  102. 102. Key PointsKey Points They can be positive or negative. Clarify consequences. Describe the future.
  103. 103. RememberRemember The objective of this step; is to discuss outcomes,preferably positive ones. PSRs need to know where they stand inrelationship to the boundaries and expectations ofthe manger and of the organization. Our hope is that step #7 will add clarity and will bean incentive for change.
  104. 104. STEP 8 –STEP 8 – Don’t Give UpDon’t Give Up(This is just the start)(This is just the start)2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN5GET ACOMMITMENT6CONFRONTEXCUSES/RESISTANCE7CLARIFYCONSEQUENCESDON’T PUNISH8DON’TGIVE UP1BESUPPORTIVE
  105. 105. STEP 8 –STEP 8 – Don’t Give UpDon’t Give Up““EveryoneEveryoneon the teamon the teamcan becan becoached &coached &developeddeveloped ””
  106. 106.  The manager’s commitment to work with the PSRto create a change in his behavior. A follow-up on plans and discussions. A follow-through on coaching process from startto finish.Example:“I want you to know that I am willing to work withyou as far as you would like to make this plansucceed.”
  107. 107.  Builds a positive, problem solvingrelationship with the PSR. Provides an opportunity for follow-up orfor changes in the course of action.
  108. 108. 1. Tell the PSR that you intend to see theplan/problem/opportunity through tocompletion/resolution.2. Verify the plan by highlighting keyactions and timetables.3. Set specific times to review progress.4. Be supportive
  109. 109.  Manager frustration. PSR frustration.
  110. 110. Key PointsKey Points During and after the conversations. Your commitment is helping. Follow up and follow through.
  111. 111. RememberRemember Behavioral change is evolutionary, notrevolutionary. The important changes and action plans don’thappen overnight. Change requires a lot of follow up. The coach must be prepared to keep the coachingeffort longer than he ever anticipated.
  112. 112. Let’ssummarize
  113. 113. ““8-Step-Coaching”8-Step-Coaching”2DEFINE THETOPIC ANDNEEDS3ESTABLISHIMPACT4INITIATEA PLAN5GET ACOMMITMENT6CONFRONTEXCUSES/RESISTANCE7CLARIFYCONSEQUENCESDON’T PUNISH8DON’TGIVE UP1BESUPPORTIVE
  114. 114. “To be agood Coachyou should beCoachable”
  115. 115. Real-LifeSituations
  116. 116. ““The Situation”The Situation” Performance problem. Developmental opportunity. Career discussion
  117. 117. ““15-Minute-Role Play”15-Minute-Role Play” COACH: Try all “8-Step-Caching Skills” PSR: Be “Realistic” OBSERVER: Use the “Case Observation Sheet”
  118. 118. ……………………………………………………………………………………………………………………………………………………………………………
  119. 119. Now What?
  120. 120. ““SustainabilitySustainabilityis a key tois a key to””
  121. 121. ““Personal Action Plan”Personal Action Plan”1. List two behaviors you want to keep on:a) …………………………………………………………………b) …………………………………………………………………2. List two behaviors you want to start to implement:a) …………………………………………………………………b) …………………………………………………………………3. List one situation you will start to apply the coaching skills.What’s your POA?Situation Action Steps Dates Success Indicators……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
  122. 122. ““CoachingCoachingisn’t just anisn’t just aneventevent,,it’s an ongoingit’s an ongoingprocessprocess ofofcontinuouscontinuousimprovementimprovement””
  123. 123. Let’s build a“Coaching Culture”to impactbusiness results
  124. 124. Thank you

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