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Mod 5 impact of coaching ny_lb_6_20_14

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Mod 5 impact of coaching ny_lb_6_20_14

  1. 1. The Impact of Coaching
  2. 2. The Value of Coaching Coaching provides for direct on-the-job learning employees who are coached to performance rather than managed to performance are more committed Coaching improves focus and motivation
  3. 3. A personal process that motivates a employee to accelerate their development and maximize their potential Coaching Is…
  4. 4. Coaching TELLING GUIDING
  5. 5. Solving for the root cause versus the presenting problem Coaching “Peeling the Onion”
  6. 6. Primary Goal of Coaching is to…. …help the person
  7. 7. Creating the Coaching Environment Intention Relationship Words TRUST
  8. 8. A Manager’s Options Managing Teaching Mentoring Coaching
  9. 9. Looking for Coachable Moments Coachable Moment “a moment in time when the individual is open to taking in new information that will effect a change in their knowledge and behavior”
  10. 10. Looking for Coachable Moments Is it the situation or the person?
  11. 11. Coaching Impact Job Skills Time/Work Management Knowledge Attitude Behavior Character Difficult Easy Creating Personal Change
  12. 12. Dimensions of Coaching
  13. 13. Dimensions of Coaching Directive Coaching • Giving Advice • Telling • Teaching Non-Directive Coaching • Asking Questions • Guiding • Development How to Coach 66% of the people surveyed prefer Non-Directive Coaching* *Survey completed by Workplace Publishing
  14. 14. Directive Coaching We are all most familiar with directive coaching in which the Manager as Coach directs the employee by giving advice, instruction, or feedback: by telling the employee what to do; or by teaching the employee how to do something.
  15. 15. Non-Directive Coaching You may have also used the non-directive method of coaching • Explore the employee’s perceptions of how the call went • How does she view her current situation? • What feedback has she gotten? • What does she view as her problems and opportunities? • Ask the employee how serious she thinks the problems are. • What will happen if she does nothing? • What issues will remain?
  16. 16. How to Coach Directive ̶ When you have little time. ̶ When there is one right way to do something. ̶ When you have a lot more knowledge and experience than the employee. ̶ When the outcomes are regulated by law. ̶ When the employee is unaware of the need. Non-Directive ̶ When the employee is already highly skilled ̶ When you are coaching peers or people who already have a moderate-to-high level of knowledge and skill. ̶ When the employee is (or wants to be) self-reliant. ̶ When you goal is to help employee learn to help themselves. ̶ When the employee’s commitment to the solution is critical.
  17. 17. Summary 1. Determine the appropriate form of coaching – Directive or Non-Directive 2. Create the coaching environment – build trust 3. Look for coachable moments – when the employee is open to learn

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