Unlock Employee Potential With Coaching


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Presented at the Atlanta SHRM conference on Oct 7, 2008 by Kim Freedman

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Unlock Employee Potential With Coaching

  1. 1. Unlock Employee Potential with Coaching Kim Freedman, SPHR Copywrite ©2008 Kim Freedman
  2. 2. Revenue doubled in 3 years Employee retention up 11% Customer satisfaction up 10% Commission sales up 400% Imagine this is your organization…
  3. 3. Structure Industry People Systems Market Leadership The Common Denominator Coaching Program
  4. 4. 411% ROI
  5. 5. What is coaching? How is coaching different from traditional management, counseling and mentoring? Is there a difference between performance coaching and development coaching? What skills are needed to be an effective coach? Why coaching and why now? What’s next?
  7. 7. Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Professional coaches provide an ongoing partnership designed to help clients produce fulfilling results in their personal and professional lives. Coaches help people improve their performance and enhance the quality of their lives. Coaches are trained to listen, to observe, and to customize their approach to individual client needs. They seek to elicit solutions and strategies from the client; they believe that the client is naturally creative and resourceful. The coach’s job is to provide support to enhance the skills, resources, and creativity the client already has. Source: International Coach Federation website, www.coachfederation.org
  8. 8. A coach is a person who supports people (clients) to achieve their goals with goal setting, encouragement and questions. Unlike a counselor or mentor, a coach rarely offers advice. Instead, a coach helps clients to find their own solutions by asking questions that give them insight into their situations. A coach holds a client accountable; so if a client agrees to a plan to achieve a goal, a coach will help motivate them to complete their plan. Source: Wikipedia, the free encyclopedia
  9. 9. A coach helps people see their blind spots and unlock their potential.
  11. 11. Consulting Mentoring Performance Counseling Traditional Management
  12. 12. Consultant: an expert who tells you how
  13. 13. Mentor Coach • Sage advisor • Rarely gives advice • Same organization or • May be an insider or same industry outsider • Has ‘been there, done • May or may not have that’ same or more • Role model experience
  14. 14. Performance Counseling/Coaching Your agenda Gap between Their agenda current reality & Your plan & timeline Their plan & timeline desired Unequal relationship Equal partnership Observation and Past, present and feedback Present and future future oriented oriented Listening & Problem-solution questioning Opportunity-action focused focused They are accountable for results Development Coaching
  15. 15. Manager as Coach • Listens more than talks • Talks more than listens • Asks open-ended questions to • Gives people the answers to their discover answers questions • Communicates vision, goal & • Defines the WWWH of job or task strategy – less about tactics • Uses carrots and sticks to motivate • Creates environment for self motivation • Uses positional power to influence • Uses relationship to influence • Treats people like interchangeable parts • Treats people as individuals
  17. 17. Listening
  18. 18. Asking Questions
  19. 19. • Find a partner • Roles: coach and client • Two minutes, then switch roles • Rules: – Coach may ask only open-ended questions; no statements allowed – All questions must begin with the word “what”
  20. 20. WHY COACHING and WHY NOW?
  21. 21. Talent Management Strategy #1: Coaching – formal or well established coaching programs for employees “…organizations with strong coaching cultures, programs, and support structures develop much higher levels of engagement, leadership, flexibility, and performance.” Source: Bersin & Associates, Talent Management Strategy: Top 22 Programs that Drive High Impact, July 2007, n=750
  22. 22. • Used by half of today’s companies • Continues to gain popularity • Associated with higher Revenue organizational performance growth Increased • Primarily aimed at boosting market share individual performance and Profitability for developing leaders Customer satisfaction Source: Coaching: A Global Study of Successful Practices, AMA/i4cp Coaching Survey 2008
  23. 23. Source: Coaching: A Global Study of Successful Practices, AMA/i4cp Coaching Survey 2008
  24. 24. Top Talent Challenges for 2008 60% 51% 46% 50% 38% 40% 30% 20% 10% 0% Gaps in Creating a Difficulty filling leadership performance key positions pipeline driven culture Source: Bersin & Associates, High Impact Learning Organization research conducted 1/2008, n=786, HR & L&D leaders
  25. 25. Putting it Together 1. Gaps in leadership pipeline 2. Creating a performance driven culture
  26. 26. Global business environment Speed of change Virtual teams Collaboration Gen Y Web 2.0+ Knowledge economy
  27. 27. WHAT IS NEXT?
  28. 28. Trends in Corporate Coaching • Moving away from fixing specific performance problems with ‘career save’ attempts • Accelerating learning and boosting performance of successful leaders and high potentials • Formalizing coaching programs that can be measured and sustained • Developing coaching competencies among managers and encouraging the practice of coaching
  29. 29. Coaching Works
  30. 30. Kim Freedman MBA, SPHR, PMP 2663 Foster Ridge Rd, NE Atlanta, GA 30345 678-984-4024 kim@CatalystLeadershipCoaching.com ©2008 Kim Freedman