1.
Coaching for Performance
Ei4Change

2.
Definition of coaching
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

3.
“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
Definition of coaching
Coaching

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.
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.
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
Benefits of coaching

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.
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.
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.
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.
Levels of listening

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.
Questioning skills
Open ended probes
Neutral probes
Brief assertions
Pause
Reflective probes
Summary statements
Leading questions
Close ended probes
?

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.
Push and Pull Model
Listening to
understand
Reflecting
Paraphrasing
araphrasing Summarising
Asking questions
that raise awareness
Making suggestions
Giving feedback
Offering guidance
Giving advice
Instructing
PULL
Helping someone
solve their own
problem
PUSH
Solving someone’s
problem for
them
Non-directive
Directive
(Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)

16.
WILL
milestones
actions
commitment
REALITY
evidence
awareness
understanding
OPTIONS
What’s possible?
GROW
coaching
framework
What do you want?
What is
happening
now?
What could you do?
What WILL
you do?
GOAL
situation
vision
objective

17.
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?
GOAL
situation
vision
objective

18.
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
REALITY
evidence
awareness
understanding

19.
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?’
OPTIONS
What’s possible?

20.
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
WILL
milestones
actions
commitment

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.
Emotional Intelligence eLearning
Programmes
Develop your Emotional Intelligence by enrolling on an
Ei4Change online elearning course
For more details visit courses.ei4change.info
Use license code SLIDESHARE to get a 25% discount

23.
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