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Coaching for Performance
Ei4Change
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
“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
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
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.
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
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
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?
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)
Core coaching skills
Coaching is characterised by:
Creating rapport
Deep listening
Effective questioning
Insightful feedback and enabling learning
Intense focus on process and results
Levels of listening
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.
Questioning skills
Open ended probes
Neutral probes
Brief assertions
Pause
Reflective probes
Summary statements
Leading questions
Close ended probes
?
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?
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)
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
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
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
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?
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
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?
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
 Ei4Change Ltd.
www.twitter/@EI4Change
www.linkedin.com/company/ei4change
www.facebook.com/pages/EI4Change
www.ei4change.com

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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
  • 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

Editor's Notes

  1. Self aware of own learning and development needs