Constructive coaching & feedback 1.1

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Constructive Coaching & Feedback Training

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Constructive coaching & feedback 1.1

  1. 1. CONSTRUCTIVE COACHING & FEEDBACK
  2. 2. OBJECTIVES • DIFFERENTIATE BETWEEN FEEDBACK & COACHING • RECOGNIZE WHEN TO PROVIDE EFFECTIVE COACHING • IMPORTANCE OF COACHING • PREPARE TO COACH • FIVE STEP MODEL OF COACHING • IMPLEMENT A FIVE STEP MODEL FOR HANDLING RESISTANCE AND MANAGING THROUGH CHALLENGING REACTIONS TO COACHING AND FEEDBACK • APPLY A COACHING MODEL THAT HELPS PLAN, ENGAGE AND FOLLOW UP ON COACHING CONVERSATIONS
  3. 3. FEEDBACK VS. COACHING FEEDBACK COACHING Focused on past behavior Focused on future behavior Evaluative Developmental “Telling” or “Advice” oriented Inquiry oriented Corrective Constructive Often used to help poor performers change behavior in a prescribed direction in a way that works best for the organization Used to help the better performers move ahead by releasing potential in a way that works best for the individual AND the organization
  4. 4. GIVING FEEDBACK : IF I HAD A DIFFERENT JOB…
  5. 5. WHAT IS COACHING? Coaching, is a teaching, training or development process via which an individual is supported while achieving a specific personal or professional result or goal.
  6. 6. DIFFERENCE BETWEEN FEEDBACK & COACHING : TO TELL OR NOT TO TELL
  7. 7. WHEN TO COACH??? RECOGNIZE THE THREE TYPES OF COACHING OPPORTUNITIES • Coaching for Success • Coaching for Improvement • Coaching for Managing Performance Problems
  8. 8. ANALYZING COACHING OPPORTUNITIES Willing and Able What characteristics demonstrate this condition? Unwilling, but Able What characteristics demonstrate this condition? Willing, but Unable What characteristics demonstrate this condition? Unwilling and Unable What characteristics demonstrate this condition? Your performance evaluation process may benefit from figuring out whether your problem performer has a “willingness” or “ability” problem. Look at the grid below:
  9. 9. WHY DO PEOPLE NEED COACHING? Most often, people need coaching for the following broad reasons: • Seeking help to get "un-stuck" • Clarifying needs and goals; then getting into action to accomplish big personal, team, and/or organizational goals • Resolving all kinds of complex problems related to people, relationships, trust, and working together • Increasing their personal and collective capacity to become better leaders, managers, and professionals
  10. 10. PREPARE TO COACH • Demonstrate effective communication and interpersonal skills to develop supportive coaching relationships • Don’t personalize the situation or behavior, concentrate on the facts • Be considerate and respectful of the other person • Develop productive alliances with others in the work place • Be an example • Get necessary performance data • Avoid negative words • Rehearse, if reqd.
  11. 11. POSITIVE COMMUNICATION : ELIMINATE NEGATIVE TALK
  12. 12. FIVE STEP COACHING MODEL 5-Step Coaching Model Establish Goals & Purpose Discuss & Clarify Details Gain Agreement Discuss Performance Solutions Summarize the Action Plan PROVIDE MEANINGFUL POSITIVE AND CONSTRUCTIVE COACHING USING A FIVE STEP MODEL THAT FOCUSES ON OBSERVABLE BEHAVIORS, THOUGHTS, FE ELINGS AND DESIRED RESULTS.
  13. 13. ESTABLISH GOALS & PURPOSE Establish purpose and importance of the discussion: • Be specific & concise • Refer to data/information that indicates a problem/ opportunity exists • Be positive and in a non-threatening tone, be prepared to handle emotions • Maintain/enhance self esteem
  14. 14. GOAL SETTING – STANDING OVATION
  15. 15. DISCUSS & CLARIFY DETAILS • Seek input by using open-ended questions • Clarify information by provide details that staff did not know • Avoid judgment • Listen & respond with empathy
  16. 16. GAIN AGREEMENT Agree on desired outcome • Decide what is to be accomplished • Ask instead of tell
  17. 17. DISCUSS PERFORMANCE SOLUTIONS Discuss most effective ways to handle situation • Develop a strategy to achieve the outcome • Plan for potential roadblocks • Use individual’s ideas wherever possible
  18. 18. SUMMARIZE THE ACTION PLAN Summarize actions to be taken • Specify who, what and by when • Check for understanding • Acknowledge staff participation • Set a follow-up date
  19. 19. BRIDGING Connect performance from past to future: • PAST positive behavior/performance • PRESENT observed behavior/performance • FUTURE behavior/performance expected
  20. 20. COACHING MISCUES
  21. 21. HANDLING RESISTANCE Handling resistance requires the ability to: • Recognize the signs of resistance • View resistance as a natural part of the change process • Listen and react non-defensively
  22. 22. 5-STEP MODEL OF HANDLING RESISTANCE 1. Acknowledge to yourself that you are encountering resistance 2. Describe what you see, hear and feel 3. Stay silent and let the other person or people respond 4. Listen attentively 5. Work together to develop plans to deal with concerns, fears and losses
  23. 23. MANAGING REACTIONS Unmotivated to ListenAngry Not committed to Action Shock Disagree Crying
  24. 24. GUIDELINES OF A GOOD COACH • Know Your Own Role Act as an objective facilitator, helping the team member select the best options and not offering advice or direction • Practice by Coaching Yourself A great way to practice using the model is to address your own challenges and issues • Ask Great Questions… and Listen Well The two most important skills for a coach are the ability to ask good questions, and effective listening
  25. 25. CHARACTERISTICS OF A GOOD COACH – QUICK RECKONING
  26. 26. LET’S PRACTICE! – STEPS TO EFFECTIVE COACHING

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