Coaching

1
FREDDIE V. PRIMICIAS III
Training and Quality Systems
training.cravings@gmail.com
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2FREDDIE V. PRIMICIAS III/ Training and Quality Systems/ training.cravings@gmail.com
ACTIVITY:
1. Think of an equipment that describes you
2. Draw and Discuss with a friend
ACTIVITY:
1. When was the last time you’ve coached
or played the role as a Coach?
2. Describe the situation that needed you
to coach

OBJECTIVESOBJECTIVES: After 4 hours, participants must
have…
1. Learned the significance of the Johari
Window
2. Defined the Coaching Model: Prepare-
Explore Together- Resolve and Conclude
3. Defined the Coaching Model: TO GROW
4. Played roles in Simulation
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People at TQS
Freddie V. Primicias III
•Director for Training and Quality Systems
•10 years of HR + OD experience
•1995, Training Manager at CCA, Manila
•Worked in the US, Indonesia, Spain, Saudi Arabia, Sweden
•Built from ground-up 2 call centers
•Director for HR and Administration for a US Top 100 Corp.
•Conference Speaker for 3 national conferences
•Past President of the Association of Trainers in Tourism and Allied
Industries
•Faculty Member of DLSU- CSB (2002- 2007)
•Faculty Member of CCA, Manila (1998, 2010- present)
Gracia Maria G. Ocampo
•Training Officer, Cravings Group
•Training Officer, Mister Donut (2008-2010)
•Recruitment Consultant, Temps & Staffers (2007)
•Administrator, Funshine SPED Center (2003 – 2006)
•BA Psychology, UP Diliman
•MA Psychology, UP Diliman

VISION STATEMENT
To be the leading hospitality company that provides
innovative concepts and quality products with exceptional
service.
MISSION STATEMENT
We are committed to:
•Create the most pleasurable dining experience through
quality products and superior service at reasonable costs
•Promote the use of local ingredients to create innovative,
healthful and great tasting products
•Provide opportunities that enhance quality of life of our
employees
•Achieve superior profits while acting in a socially and
environmentally responsible manner
•Provide professional culinary education and training as
our contribution to the growth of the hospitality industry

VALUES
•Stewardship taking ownership and caring for
God’s given resources
•Prudence being morally responsible in doing
service to the company’s guests and
stakeholders
•Innovation the desire to constantly improve and
find new ways of doing things
•Commitment giving 100% dedication in achieving
the company’s goals
•Excellence the best we can ever be in all that we
do

ACTIVITY
Write me a Love Letter

GROUP WORK
1. What caused the
breakdown in
communication?
2. Provide steps on
how to solve the
situation.
3. Why is listening
important?
Conversation between a manager (Peter) and a staff (Diana)
Peter: Hi Diana, how are you doing? (approaching Diana)
Diana: I’m fine. (reading a newspaper without looking up)
Peter: I’d like to ask you something, will you be needing more time to
complete the project I assigned you last week?
Diana: No I’m fine. (still not looking up)
Peter: Ok, so I will expect your report by
tomorrow morning.
Diana: Tomorrow morning, but I still have next
week, right? (putting down the paper, chewing a
gum)
Peter: No! Diana, the assignment was made last
week, and today is the agreed deadline!
Diana: Well, Peter I can’t submit anything today.
Peter: If you can’t submit that today, you might
as well submit to me your resignation letter!

http://www.youtube.com/watch?v=tO68uTk-T_E
Tips to Active Listening (Linda Diamond)
1. Pay attention- Focus
2. Be open- Show interest
3. Relate or Empathize
4. Seek 1st
to understand then to be understood
5. Avoid getting distracted
6. Ensure understanding by rephrasing, repeating,
clarifying, asking questions
7. Synthesize and Reflect
8. Act according to agreement

GROUP WORK
Using our SPICE,
discuss at what
point did both
characters fail to
use our Values.
What if SPICE was
used to start with,
will this situation
go bad?
tomorrow morning.
gum)

GROUP WORK
You are the Sr.
Manager, discuss
your plan on
COACHING
tomorrow morning.
gum)

ACTIVITY:
1. When do we COACH?
2. What are the required COACHING skills?
When do we COACH?
• To Praise
• To Encourage/ Motivate
• To Train
• To Correct Wrong Behavior
What skills are required to COACH?
• Effective Communication skills
• Effective Listening skills
• Effective Training skills
• Effective Leadership skills

COACHING MODEL
PREPARE 1. Organize flow of discussion
2. Check proper timing
3. Check proper setting
4. Use effective Communication Style
EXPLORE
TOGETHER
1. Manage the situation
2. State purpose clearly
3. Focus on behavior
4. Check for understanding
RESOLVE
and
CONCLUDE
1. Allow time to consider solutions
2. Check for Understanding
3. State action steps
4. Thank the participant

COACHING MODEL
PREPARE 1. Organize flow of discussion
2. Check proper timing
3. Check proper setting
4. Use effective Communication Style
STEPS 1. Know exactly the real purpose of your
message
2. Set business/ personal objectives
3. Select the right time/ place
4. Practice
TIPS 1. Anticipate questions or negative
feedback
2. Prepare introduction of goodwill

COACHING MODEL
EXPLORE
TOGETHER
1. Manage the situation
2. State purpose clearly
3. Focus on behavior
4. Check for understanding
STEPS 1. Start with friendly conversation
2. State real purpose of the meeting
3. Allow questions – clarify if necessary
4. Allow open communication
TIPS 1. Don’t be defensive (take control)
2. Don’t shout nor say extreme words
3. Don’t point fingers
4. Try to have another meeting if
necessary

COACHING MODEL
RESOLVE
and
CONCLUDE
1. Allow time to consider solutions
2. Check for Understanding
3. State action steps
4. Thank the participant
STEPS 1. Collaborate on how to improve the
situation
2. Ask questions
3. Use rephrasing techniques
4. End on a positive note
TIPS 1. Work on the solutions
2. Write and commit on the action steps
3. Shake hands

GROUP WORK
You are the Sr.
Manager, discuss
your plan on
COACHING
tomorrow morning.
gum)

COACHING MODEL
TO TOPIC
What do you want to talk about?
G GOAL
Define objectives
R REALITY
Collect relevant and important data
O OPTIONS
Identify solutions
W WILL
Secure commitment

Stages Description
DESCRIBE •Describe what you have observed about
the person's behavior or performance.
•Avoid using "you" statements--these can
sound as though they blame the recipient
of the feedback.
•Try to describe what you have observed.
Say: "I noticed..." or "I saw..."
ACKNOWLEDGE •Acknowledge the impact of the behavior
or performance. Say: "I felt angry when
you..."
•Do not use sweeping statements such as
"You always..." or "You never..." as this
encourages conflict and disagreement.
•Be specific about what you say, and do
not let sarcasm into your feedback.

Stages Description
SPECIFY •Be direct.
•Encourage the recipient to make suggestions.
REAFFIRM •Confirm that you have faith in the person to
make the changes in behavior or performance.
•End your feedback by confirming what you
have both agreed to. Say: "Thanks for agreeing
to get your work in on time. I'm sure that this
will help you to get on top of your work more
easily."

CHALLENGING
SITUATIONS
REASONS STRATEGIES
People who disagree
with your feedback
Disagreements often
occur when there is a
mismatch in perception
between the giver and
receiver of the
feedback. This is often
about the agreed
standards of behavior.
•Ask them why they
disagree.
•Do they disagree with
the facts, or whether
their behavior is a
problem?
•Explain the
consequences of their
behavior.
•Prepare, do more
research.
•Take your time--the
disagreement needs to
be resolved before you
can go on to the next
stage of your feedback.

CHALLENGING
SITUATIONS
REASONS STRATEGIES
People who become
emotional or upset
People can become
emotional on hearing
negative feedback,
especially if it is a
surprise.
•Acknowledge their
right to be emotional.
•Ask them why they are
upset.
•Try to continue at a
slower pace.

CHALLENGING
SITUATIONS
REASONS STRATEGIES
People who become
angry
In this situation, anger
is usually used as a
form of protection.
People react to the
pressure that they are
suffering as a result of
hearing negative
feedback.
•Acknowledge the
reaction.
•Don't let anger
intimidate you.
•Try to get recipients to
agree that there is
mutual benefit for both
of you.
•Acknowledge what
they are trying to
achieve, and your own
goals.

CHALLENGING
SITUATIONS
REASONS STRATEGIES
People who are
disinterested
Recipients who are
disinterested in what
you have to say may
not be motivated, or
simply do not care
about their
performances. This can
be the most difficult
type to deal with, since
the hurt or angry
person at least cares
about what you have
said.
•Make sure that
feedback is linked to
standards, show clear
gap between
performances and
standards
•Reinforce feedback by
explaining
consequences and
impact of not meeting
the standards
•Follow up progress
frequently.

CHALLENGING
SITUATIONS
REASONS STRATEGIES
People who deny your
right to give them
feedback
This reaction is most
common when upward
feedback is being
given.
Denial often occurs
when people feel
threatened,
undermined, or that
their status is being
threatened or
challenged.
•Remind recipients why
you are in a good
position to give them
feedback.
•Show them what the
mutual benefits would
be.
•Explain that you
appreciate what they
are trying to achieve,
but that you also have
your own objectives.

SIMULATION
You are the ARM of Ronnie. For the past 3 months, he has
been completing his job efficiently. Then for the past 3
weeks, his performance has been fluctuating. He is not
exactly poor on doing his job, but he has not been
maximizing his time either. You have heard that he is
facing a personal crisis but you can’t be definite. You see
him to be unfocused.
Being the ARM, you must:
• Identify what is the situation and cause of fluctuating
performance
• Identify what is the consequence if performance
continues to fluctuate
• Plan a coaching session and topics to be discussed
during this coaching session
• Play the role of the ARM and conduct an actual coaching
session

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