Downloaded 51 times
Uploaded byTimothy Holden
Coaching and mentoring 2016
The document outlines coaching and mentoring strategies provided by London HR and Training, highlighting its services in HR consultancy and training design. It addresses definitions, motivations, goals, situations for coaching, and essential steps for selecting a coach, while also detailing the characteristics of effective coaching and mentoring practices. It stresses the importance of creating a coaching culture and offers guidelines for effective mentoring programs to drive performance and development within organizations.
More Related Content
Similar to Coaching and mentoring 2016
![Developing the Coaching Skills of Your Managers and Leaders [Webinar 04.13.16]](https://cdn.slidesharecdn.com/ss_thumbnails/coachingskills041316slides-160413135753-thumbnail.jpg?width=640&height=640&fit=bounds)
More from Timothy Holden
Coaching and mentoring 2016
- 1. Go from goodto great by…EMPLOYING COACHING OR MENTORING APPROACHES London HR and Training July 2016
- 2.
- 3. Intro - LondonHR and Training • London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden • 10 years in banking • 20 years in training and human resources • Business owner since 2007 • The core services provided by London HR and Training are: - Reducing costs and saving time through bespoke HR initiatives and projects - Training course design and delivery - Services for job seekers Page 3
- 4. Contents5-6 Definitions 7-8 Motivatorsfor obtaining coaching 9-10 Aims of coaching as stated by employers 11-12 Situations where coaching is a suitable development tool 13-14 Choosing a coach 15-16 Areas to include in a coaching agreement 17-19 Becoming a better coach 20-21 Coaching strategies for managers 22-23 Process for coaching through questions 24-25 Coaching techniques that inspire people to improve 26-27 Routes to building a coaching culture 28-29 Pitfalls to avoid with coaching 30-31 Apps for coaching and mentoring 32-33 Levels of dialogue for mentoring 34-35 Characteristics to look for when seeking a mentor 36-38 Guidelines for high impact mentoring 39-40 Benefits of ongoing groups for mentoring 41-42 Strategies for mentoring program managers 43-44 A broadening of the purpose of mentoring 45-46 Building blocks of mentoring in 2016 47-48 Exercise 49-50 To sum up…
- 5.
- 6.
- 7.
- 8. Motivators for obtaining coaching •Self-confidence • Work-life balance • Career opportunities Page 8
- 9. Aims of coachingas stated by employers
- 10. Aims of coachingas stated by employers • Assist performance management • Prepare and support people in leadership roles • Support learning and development Page 10
- 11. Situations where coachingis a suitable development tool
- 12. Situations where coachingis a suitable development tool • Helping competent technical experts develop better interpersonal or managerial skills • Developing an individual’s potential and providing career support • Developing a more strategic perspective after a promotion to a more senior role • Handling conflict situations so that they are resolved effectively Page 12
- 13.
- 14. Choosing a coach •Find a certified or accredited coach • Check references and experience • Test-drive the coach Page 14
- 15. Areas to includein a coaching agreement
- 16. Areas to includein a coaching agreement • Confidentiality • Duration • Cost • In person, online or by telephone • External or internal Page 16
- 17. Becoming a bettercoach
- 18. Becoming a bettercoach 1 of 2 • Listen • Silence • Unconditional positive regard Page 18
- 19. Becoming a bettercoach 2 of 2 What can organisations do? • Coaching managers to coach better • The thinking partner-investing in high and low performers • Quality coaching rather than ‘just’ coaching • Establish a coaching culture Page 19
- 20.
- 21. Coaching strategies for managers •Build a foundation of trust • Clear communication • Be a motivator and morale builder • Listen • Ask powerful questions Page 21
- 22. Process for coachingthrough questions
- 23. Process for coachingthrough questions • Issue (problem) • Impact (present status) • Ideal (future state) • Intention (plan) Page 23
- 24. Coaching techniques that inspirepeople to improve
- 25. Coaching techniques that inspirepeople to improve • Coach the positive rather than critique the negative • Use lead-in statements • Ask the other person what he or she needs to learn • Focus on the future Page 25
- 26. Routes to buildinga coaching culture
- 27. Routes to buildinga coaching culture • One-to-one coaching; discovery, development and deepening • Developing leaders as coaches • Team coaching Page 27
- 28. Pitfalls to avoidwith coaching
- 29. Pitfalls to avoidwith coaching • Failure to prioritize • Desire to overuse • Failure to position properly Page 29
- 30. Apps for coachingand mentoring
- 31. Apps for coachingand mentoring Points to bear in mind • Be patient • Be fun • Be accessible • Understand your audience Page 31
- 32. Levels of dialoguefor mentoring
- 33. Levels of dialoguefor mentoring • Idea/opinion level • Behavioural observation level • Feeling level • Judgment/assumption level Page 33
- 34. Characteristics to lookfor when seeking a mentor
- 35. Characteristics to lookfor when seeking a mentor • Experience of both success and failure • Experience in the sector or industry • Someone who is easy to get along with • Someone who it is possible to build a long-term relationship with • Someone who is honest and direct Page 35
- 36. Guidelines for highimpact mentoring
- 37. Guidelines for highimpact mentoring 1 of 2 • Don’t start a mentoring program unless you have got a strange hunger for failure • Separate life and death technical knowledge that must be taught from other life and death essentials that are the real focus of mentoring Page 37
- 38. Guidelines for highimpact mentoring 2 of 2 • Choose one or two people who bring a lot to the business performance table • Inspired mentoring begins with a different set of assumptions • The secret behind inspired mentoring is that mentors benefit as much as protégés Page 38
- 39. Benefits of ongoinggroups for mentoring
- 40. Benefits of ongoinggroups for mentoring • Supervision from an external mentoring expert • Opportunity to sharpen their mentoring skills • Peer mentoring • Reassurance in the role • Being part of a trusted group Page 40
- 41. Strategies for mentoring programmanagers
- 42. Strategies for mentoring programmanagers • Be prepared • Let your commitment show • Make your own growth and development a priority • Challenge yourself • Keep your antennae up • Think leadership succession • Don’t go it alonePage 42
- 43. A broadening ofthe purpose of mentoring
- 44. A broadening ofthe purpose of mentoring • Increasing an organisation’s intelligence • Enhancing an organisation’s ability to compete • Accelerating employee development Page 44
- 45. Building blocks ofmentoring in 2016
- 46. Building blocks ofmentoring in 2016 • Open and egalitarian • Diverse • Broad and flexible • Self-directed and personal • Virtual and asynchronous Page 46
- 47.
- 48.
- 49.
- 50. To sum up… •Conclusion • Summary • Videos • Useful links Page 50