The 8-step coaching model provides a framework for effective coaching discussions. The steps include: 1) being supportive to build trust and openness; 2) defining specific topics and needs by gathering both perspectives; 3) establishing the impact of current behaviors to create internal motivation for change; 4) initiating an action plan that is specific, measurable, achievable and time-bound by involving the coachee in developing it; and 5) getting a commitment to the plan from the coachee. Following these steps helps ensure coaching discussions are productive and result in real behavioral changes.

1. 8 Steps coaching

3. Purpose
1. To help managers understand what coaching is,
why it is important, and when coaching should
occur.
2. To enable you to gain a feedback on your own
coaching style.
3. To become familiar with a set of practical and
effective steps to use in coaching.

4. Process (Road Map)
One day workshop
30 minutes Introduction (ground rules/ppp)
30 minutes What is coaching?
1 hour Role plays (Base Line)
4 hours 8 steps (about 30 minutes each)
1 hour Role plays
15 minutes Sustainability/POA

5. Payoff
1. To build on your own experience and sharpen
your skills when influencing others.
2. To help your partners achieve their goals.
3. To create a coaching culture to impact business
results positively.

6. ““One seesOne sees
great thingsgreat things
from thefrom the
valleyvalley; only; only
small thingssmall things
from thefrom the
peakpeak””

7. Guess?Guess?

8. Who Needs Coaching?Who Needs Coaching?

9. Everyone Needs Coaching…Everyone Needs Coaching…

10. What is Coaching?What is Coaching?

11. Coaching is ….Coaching is ….
……………………………………………
……………………………………………
……………………………………………
……………………………………………
……………………………………………
……………………………………………
……………………………………………
……………………………………………

12. Coaching is ….Coaching is ….
• A discussion process between members of the
organization (managers to employees, peers to
peers, employees to managers) aimed at exerting
a positive influence in the motivation,
performance, awareness of areas for improvement
and development, or career of another person to
help them be as effective as possible.
• The regular process of building a partnership for
continuous improvement.

13. Coaching is ….Coaching is ….
List 5-6 key words which capture the essence
of the definition of coaching:
1. ………….
2. ………….
3. ………….
4. ………….
5. ………….

14. Coaching is ….Coaching is ….
• A discussion process between members of the
organization (managers to employees, peers to
peers, employees to managers) aimed at exerting
a positive influence in the motivation,
performance, awareness of areas for
improvement and development, or career of
another person to help them be as effective as
possible.
• The regular process of building a partnership for
continuous improvement.

15. Why Does Everyone Need aWhy Does Everyone Need a
Coach?Coach?

16. Everyone Needs a Coach…Everyone Needs a Coach…
There is alwaysThere is always
room for improvementroom for improvement,,
and in today’sand in today’s
competitive marketplace,competitive marketplace,
if you don’tif you don’t
continue to improvecontinue to improve,,
you will not survive.you will not survive.

17. When do you coach others?When do you coach others?
List 3 events, when you think it is appropriate
to coach others you work with:
1. …………
2. …………
3. …………

18. Situations that requireSituations that require
Coaching…Coaching…
Administrative Situations:
– Setting Objectives
– Salary Discussions
– Career Planning
Project or Task Situations:
– Coaching: a Low / High performer
– Training: New Skills
– Assignment problem: delays

19. ““Coaching Situations”Coaching Situations”
 A manager to employee situation
(downward coaching)
 A peer to peer situation
(2-party-coaching)
 An employee to manager
(upward coaching)

20. Poor
performers
< 5 %
Average
performers
Outstanding
performers
(Employees)
(Performance)
““Performance Curve”Performance Curve”
Sustain

21. Expand View of CoachingExpand View of Coaching
ApplicationApplication
Successful Performance:
Reinforce - Encourage - Empower
Coaching
Unsuccessful
Performance:
Problem Solving +
Motivation for Change
New Projects /
New Employees:
Guidance +
Goal Setting
Support Changes in Business Direction:
Adjust their skills to maintain alignment with
business trends and competitive pressures

22. Is Coaching Avoided?Is Coaching Avoided?
“Coaching and counseling is the most
uncomfortable, avoided and mishandled
of all managerial responsibilities”
Harry Levinson
(Harvard University)
• Do you agree or disagree?
• Why?

23. Why do we avoid Coaching?Why do we avoid Coaching?
• It’s uncomfortable.
• No one likes to criticize.
• It takes a lot of time.
• The session can get emotional.
• We don’t know how to control the sessions.

24. Goals of a Coach…Goals of a Coach…
• To help others see the need for change.
• To facilitate the success of others.
• To sustain improvement, performance &
success.
• To build on strengths and work on weaknesses.
• To encourage others to stretch and take
calculated risks.
• To facilitate growth and develop competency.

25. Elements of SuccessfulElements of Successful
Coaching Discussion…Coaching Discussion…
• List those things that, you feel are critical
during coaching discussions and are
necessary to improve your productivity:
1. ………
2. ………
3. ………
4. ………

26. Elements of SuccessfulElements of Successful
Coaching Discussion…Coaching Discussion…
• List those things that, you feel are critical
during coaching discussions and are
necessary to improve your productivity:
1. Well prepared
2. Supportive
3. Build on positives
4. Work on opportunities

27. ““Break Time”Break Time”

28. Role Play

29. ““The Situation”The Situation”
 Performance problem.
 Developmental opportunity.
 Career discussion

30. Current RealityCurrent Reality
Manager
• Do what you would do naturally if this were your
situation.
PSR
• Be a challenge for this manager during the
conversation.
• Be realistic.
Observer
• Watch the time for both the manager and the PSR.
• Record a few observations about the manager.

31. Feed BackFeed Back
• Coaching Time: (Coach vs. Coachee)
• What went well and what one thing
should the manager consider doing
differently the next time.

32. Coaching TimeCoaching Time
50% : 50%
Coach Coachee

33. Research on CoachingResearch on Coaching
• What do effective leaders do during
coaching discussions?
• The net result was a model of 8 major
skills, that were derived from 47
different leadership behaviors.

34. Coaching - ACoaching - A ProcessProcess SkillSkill
Process = The method or approach.
“How we are talking”
Content = The subject or topic.
“What we are talking about”

35. Coaching - ACoaching - A ProcessProcess SkillSkill
““If you have aIf you have a
communicationcommunication
troubletrouble, the, the
problem isproblem is
usually found inusually found in
thethe processprocess youyou
are using.”are using.”

36. Coaching - ACoaching - A ProcessProcess SkillSkill
““CoachingCoaching
is not somethingis not something
you do to anyou do to an
employee,employee,
it isit is aa
two-way processtwo-way process””

37. ““8-Step-Coaching”8-Step-Coaching”
ModelModel
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
5
GET A
COMMITMENT
6
CONFRONT
EXCUSES/
RESISTANCE
7
CLARIFY
CONSEQUENCES
DON’T PUNISH
8
DON’T
GIVE UP
1
BE
SUPPORTIVE

38. ““STEP 1 -STEP 1 - Be SupportiveBe Supportive””
(The foundation step)(The foundation step)
#1
BE
SUPPORTIVE

39. STEP 1 -STEP 1 - Be SupportiveBe Supportive
• Think about the best manager you ever
worked for. What words would you use to
describe him?
………………………………………………
………………………………………………
………………………………………………
………………………………………………

40. STEP 1 -STEP 1 - Be SupportiveBe Supportive
““Solid relationshipsSolid relationships
are built onare built on trusttrust,,
honestyhonesty,, supportsupport,,
andand concernconcern for thefor the
interests and needsinterests and needs
of the employees”of the employees”

41. STEP 1 -STEP 1 - Be SupportiveBe Supportive
““The effectiveThe effective
mangers spentmangers spent 50%50%
of the timeof the time duringduring
the discussionthe discussion
expressingexpressing supportsupport
or doingor doing supportivesupportive
things”things”

42. InternalInternal
DecisionDecision
Felt
Tangible Expressed
• Help
• Time
• Training
• Resources
• Appreciation
• Recognition of strengths
• Recognition of contributions
• Acceptance
• Eye contact
• Non verbal
• Positioning
• Location
SUPPORT TRIANGLE

43. Supportive Leader Behaviors
Flexibility
Empathy/Help/
Understanding/
Encouragement/
Positive feedback/Openness
Owning some responsibility/
Recognition of employee’s needs/

44.  Specific actions and statements from
leaders which demonstrate their desire to
create a positive partnership and exchange.
 Example:
“I want to give you every opportunity to
succeed.”

45.  Builds a foundation for open exchange
and problem solving discussion.
 Minimizes threatening.
 Sets the stage to develop partnership
communication.

46. 1. Create an interactive style of communication
with PSRs and seek their input and comments.
“ I want to discuss this and get your input…”
2. Convey empathy and understanding regarding
the PSR’s feeling and problems.
“ I can see that you’re upset that I pointed out this
problem area…”
3. Accept some responsibility for conditions.
“ You’re right. I did drop the ball and didn’t
make my instructions clear.”

47.  A negative history or relationship.
 Use of non-supportive or aggressive
statements and tactics.
 Over-emphasis on negative consequences.

48. RememberRemember
 Support and trust is a long-term effort.
 Don’t overdo as it will appear artificial.
 Differentiate between being supportive and being
friendly.
 Support is an internal decision we make about
how we want to relate to others.
 After making this decision our words and actions
follow, not vice a versa.

49. ““STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs””
(The feedback)(The feedback)
#2
DEFINE THE
TOPIC AND
NEEDS
#1
BE
SUPPORTIVE
What?

50. STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs
““FeedbackFeedback
is theis the
BreakfastBreakfast
ofof
ChampionsChampions””

51. STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs
““When aWhen a
problem isproblem is
well-definedwell-defined
it’s usuallyit’s usually
half-solvedhalf-solved””

52. STEP 2 –STEP 2 – Define The Topics & NeedsDefine The Topics & Needs
“It’s a natural
human tendency
to attribute
success to
our own efforts and
failure to causes
outside of
ourselves”

53.  A mutually developed, specific description
of present situation.
 A clarification for both the manager’s and
PSR’s needs and expectations.
 Example:
“We need to focus on Amlor competitor Kn.”

54.  Encourage the PSR to verbalize how he
sees his own actions.
 Gives him a chance to vent thoughts and
feelings.
 Provides the opportunity to align
expectations and needs.

55. 1. Take one concern at a time and stay focused.
“I’m concerned about the way you are
handling the weekly report”
2. Gather data from PSR. Discuss and explore
both viewpoints, and summarize both
perceptions.
“I’d like to hear some specifics about how you
are currently filing out the reports”

56. 3. Clarify both the manager’s and PSR’s needs
and expectations.
“ What are your expectations in this area?”
4. Be supportive: don’t be in a hurry
“O.K., let me see if we’re together work on this.”

57.  A manager who is too general.
 A manager who places blame rather than
solves problems.
 A manager who argues about excuses.
 A PSR who blames others
 A PSR who resists feedback.
 A PSR who feels victimized.

58. Key PointsKey Points
 Focus: What
 Go slow to get fast later
 Don’t make assumptions

59. RememberRemember
 People often see things differently, and the
objective of this step is to achieve mutual
understanding and to express viewpoints.
 Make sure that the coach and PSR have a
clear understanding of the specific
concerns, problems or opportunities that
need the attention.

60. STEP 3 –STEP 3 – Establish ImpactEstablish Impact
(The most ignored)(The most ignored)
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
1
BE
SUPPORTIVE
So What?

61. STEP 3 –STEP 3 – Establish ImpactEstablish Impact
WWhat’shat’s
IInn
IItt
FForor
MeMe??

62.  An assessment of how PSR’s actions are
affecting or impacting his goals, interests, and
objectives.
 The creation of an internal motivation for
change.
 Example:
“What are the costs and benefits of the…”

63.  Establishes the need and motivation in the
PSR to change.
 Prepare the PSR to discuss the plan.

64. 1. Restate or summarize the problem or situation.
“I really believe the reports have become a
critical issue.”
2. Ask for his opinion about the impact that the
behavior is having.
“What are some of the effects you see of having
to wait so long to finalize the reports?”
3. Let silence works for you.
4. Be supportive.
“You’re right. It does affect your image.”

65.  Justification about the present behavior.
 Ineffective actions that have actually been
rewarded or ignored in the past.

66. Key PointsKey Points
 Look at the situation from all perspectives.
 Create an internal motivation.
 Don’t assume the PSR knows, accepts, or
has considered all the impacts of the present
situation.

67. RememberRemember
 It’s the most avoided and most neglected of
any of the 8 steps.
 It’s also the most important step in terms
of getting people to truly make a change.
 The objective is to have the PSR make a
good self-assessment or value judgment
about the impact of his present actions to
encourage him in “moving”.

68. STEP 4 –STEP 4 – Initiate A PlanInitiate A Plan
(Action & Payoff)(Action & Payoff)
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
1
BE
SUPPORTIVE
The Brain

69. STEP 4 –STEP 4 – Initiate A PlanInitiate A Plan
““If theIf the
employee isemployee is
involvedinvolved inin
making themaking the
plan, he isplan, he is
committedcommitted toto
work the plan”work the plan”

70. STEP 4 –STEP 4 – Initiate A PlanInitiate A Plan
SSpecificpecific
MMeasurableeasurable
AAchievablechievable
RRealisticealistic
TTimetableimetable

71.  A specific and achievable course of action
that is jointly developed.
 An outline of “do-able” activities which
lead to positive results.
 Example:
“Let’s define a POA”

72.  Focuses the PSR’s thoughts on specific
actions.
 Focuses on solutions rather than excuses.
 Builds ownership for the needed changes.

73. 1. Define and discuss the most effective approach:
• Outline objectives
• Explore alternatives
• Gain agreement
• Be creative

74. 2. Define who, what, where, and when.
3. Go through and rehearse the implementation
steps as needed and make sure that there is a
clear timetable for each step of the plan.
4. Be supportive.

75.  Plans that are too general or too complex.
 POA developed only by the manager.
 Excuses and resistance.

76. Key PointsKey Points
 Be realistic.
 Make it clear.
 Build ownership through involvement.

77. RememberRemember
 The more input from the PSR on the plan, the
more likely it is that plan will be accomplished.
 He will feel part of the plan and will have
ownership for results.
 As a result of working together, his credibility
and judgment is on the line as well as the
manager.

78. STEP 5 –STEP 5 – Get A CommitmentGet A Commitment
(Don’t assume anything)(Don’t assume anything)
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
5
GET A
COMMITMENT
1
BE
SUPPORTIVE
The Heart

79. STEP 5 –STEP 5 – Get A CommitmentGet A Commitment
““Failure to gain aFailure to gain a
commitmentcommitment
often makesoften makes
thethe differencedifference inin
SuccessSuccess oror Failure”Failure”

80.  A verbal statement from the PSR that he will
implement the plan.
 The creation of a sense of personal responsibility
and obligation to achieve the plan.
Example:
“Will you be able to do it?”

81.  Tests the PSR’s willingness to try a
different approach.
 Gives the manager advance warning of
PSR’s resistance.

82. 1. Ask for a commitment.
2. Listen to how the response is stated.
3. If necessary, go back to a simplified plan.
“You seem a little reluctant. What do you think is
workable?”
4. Get the PSR started on the first element of the
plan.
5. Be supportive.

83.  Weak commitment.
 Excuses and resistance.
 Assumption that a commitment has been
made.

84. Key PointsKey Points
 A verbal signature.
 Ask, listen and watch.

85. RememberRemember
 It’s important to be persistent, to get a clear
answer, and to hear the PSR actually
verbalize commitment.
 The manager cannot assume or hope that
things will change and plans will be
implemented.
 It’s a way to close the deal.

86. STEP 6 –STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance
(With change these are normal)(With change these are normal)
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
5
GET A
COMMITMENT
6
CONFRONT
EXCUSES/
RESISTANCE
1
BE
SUPPORTIVE

87. ““NotNot
everything thateverything that
is faced can beis faced can be
changed, butchanged, but
nothing can benothing can be
changed untilchanged until
it is faced”it is faced”
STEP 6 –STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance

88. ““ExcusesExcuses can becan be helpful.helpful.
They can provide anThey can provide an
opportunityopportunity
for the manager and thefor the manager and the
employee to do betteremployee to do better
contingency planning”contingency planning”
STEP 6 –STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance

89.  A way of keeping focused on actions
rather than obstacles.
 A way of managing the PSR’s avoidance
and withdrawal.
 Example:
“I know, we are all pressed for time, let’s
try to start on the first element of our POA”

90.  Provides an opportunity for the manager to
be pro-active and anticipate excuses.
 Identifies and deals with obstacles.
 Keeps the discussion focused and solution
oriented.

91.  Help PSRs deal with withdrawal:
a) Recognize PSR behavior “clues” (being quite,
passive, anger, changing the subject)
b) Describe the specific behavior that is an obstacle.
Stop and listen for a response.
c) Focus on the intentions to eliminate the obstacle.
d) Be supportive.

92.  Help PSRs deal with avoidance:
a) Recognize the source of excuses (e.g. time)
b) Redirect attention to areas the PSR can
control
c) Be supportive: Show empathy.

93.  A manager who accept excuses, gets
involved in debates and fail to move to the
next step.
 A manager who avoids interpersonal clues.
 A PSR who is unwilling to assume
responsibilities for future plans.

94. Key PointsKey Points
 Excuses and resistance can occur at any time in
the discussion
 Real reasons, excuses and resistance
are different
 Excuses: re-focus on what can be controlled

95. RememberRemember
 Excuses can develop at any point in the
interaction process.
 The first occurs as a result of discussion on
step #2, “Define The Topic and Need”
 The other kind of excuses are those which
surface when future plans and actions are
being discussed.

96. RememberRemember
 The job of the manager is not to focus on the
excuse; but rather to get the PSR to focus on
positive actions.
 The plan can be modified, as a result of
excuses, as long as there is still some
constructive action to be taken.

97. STEP 7 – Clarify Consequences,STEP 7 – Clarify Consequences,
Don’t PunishDon’t Punish
(Driven by the commitment)(Driven by the commitment)
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
5
GET A
COMMITMENT
6
CONFRONT
EXCUSES/
RESISTANCE
7
CLARIFY
CONSEQUENCES
DON’T PUNISH
1
BE
SUPPORTIVE

98. STEP 7 – Clarify Consequences,STEP 7 – Clarify Consequences,
Don’t PunishDon’t Punish
““It is important toIt is important to
discussdiscuss
positivepositive && negativenegative
consequencesconsequences
with employees”with employees”

99.  A clear discussion of the outcomes which can be
expected if the agreed-upon plan is or is not
completed.
 A link between actions and future consequences.
 Example:
“You will have a great opportunity to achieve
your target”
“What if scenario…

100.  Clearly communicates the importance of
implementing the plan and changing present
behavior.
 Helps ensure that actions will occur.
 Protects the manager if consequences are
eventually administered.

101. 1. Ask PSR, if he understands the importance
of making a change.
2. Focus the discussion on the plan you have
negotiated with him.
3. Discuss the results that will occur as a
consequence of the agreed-upon actions
4. Be supportive. (Stress positive consequences).

102.  A manager who feels no control over
consequences.
 A tendency to focus only on negative
consequences.

103. Key PointsKey Points
 They can be positive or negative.
 Clarify consequences.
 Describe the future.

104. RememberRemember
 The objective of this step; is to discuss outcomes,
preferably positive ones.
 PSRs need to know where they stand in
relationship to the boundaries and expectations of
the manger and of the organization.
 Our hope is that step #7 will add clarity and will be
an incentive for change.

105. STEP 8 –STEP 8 – Don’t Give UpDon’t Give Up
(This is just the start)(This is just the start)
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
5
GET A
COMMITMENT
6
CONFRONT
EXCUSES/
RESISTANCE
7
CLARIFY
CONSEQUENCES
DON’T PUNISH
8
DON’T
GIVE UP
1
BE
SUPPORTIVE

106. STEP 8 –STEP 8 – Don’t Give UpDon’t Give Up
““EveryoneEveryone
on the teamon the team
can becan be
coached &coached &
developeddeveloped ””

107.  The manager’s commitment to work with the PSR
to create a change in his behavior.
 A follow-up on plans and discussions.
 A follow-through on coaching process from start
to finish.
Example:
“I want you to know that I am willing to work with
you as far as you would like to make this plan
succeed.”

108.  Builds a positive, problem solving
relationship with the PSR.
 Provides an opportunity for follow-up or
for changes in the course of action.

109. 1. Tell the PSR that you intend to see the
plan/problem/opportunity through to
completion/resolution.
2. Verify the plan by highlighting key
actions and timetables.
3. Set specific times to review progress.
4. Be supportive

110.  Manager frustration.
 PSR frustration.

111. Key PointsKey Points
 During and after the conversations.
 Your commitment is helping.
 Follow up and follow through.

112. RememberRemember
 Behavioral change is evolutionary, not
revolutionary.
 The important changes and action plans don’t
happen overnight.
 Change requires a lot of follow up.
 The coach must be prepared to keep the coaching
effort longer than he ever anticipated.

113. Let’s
summarize

114. ““8-Step-Coaching”8-Step-Coaching”
2
DEFINE THE
TOPIC AND
NEEDS
3
ESTABLISH
IMPACT
4
INITIATE
A PLAN
5
GET A
COMMITMENT
6
CONFRONT
EXCUSES/
RESISTANCE
7
CLARIFY
CONSEQUENCES
DON’T PUNISH
8
DON’T
GIVE UP
1
BE
SUPPORTIVE

115. “To be a
good Coach
you should be
Coachable”

116. Real-Life
Situations

117. ““The Situation”The Situation”
 Performance problem.
 Developmental opportunity.
 Career discussion

118. ““15-Minute-Role Play”15-Minute-Role Play”
 COACH: Try all “8-Step-Caching Skills”
 PSR: Be “Realistic”
 OBSERVER: Use the “Case Observation Sheet”

119. …………………………………
…………………………………
…………………………………
…………………………………
…………………………………

120. Now What?

121. ““SustainabilitySustainability
is a key tois a key to
””

122. ““Personal Action Plan”Personal Action Plan”
1. List two behaviors you want to keep on:
a) …………………………………………………………………
b) …………………………………………………………………
2. List two behaviors you want to start to implement:
a) …………………………………………………………………
b) …………………………………………………………………
3. List one situation you will start to apply the coaching skills.
What’s your POA?
Situation Action Steps Dates Success Indicators
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………
…………………

123. ““CoachingCoaching
isn’t just anisn’t just an
eventevent,,
it’s an ongoingit’s an ongoing
processprocess ofof
continuouscontinuous
improvementimprovement””

124. Let’s build a
“Coaching Culture”
to impact
business results

125. Thank you