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Coaching Challenges: Scenarios and Solutions
El documento aborda los desafíos logísticos y de relaciones en el coaching, proponiendo soluciones como establecer expectativas claras y crear acuerdos de coaching. También destaca la necesidad de competencias de coaching, como la escucha activa y la comunicación directa, para facilitar el aprendizaje y los resultados. Además, se enumeran recursos útiles como la Federación Internacional de Coaching y el Centro de Certificación de Coaching.
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Coaching Challenges: Scenarios and Solutions
- 1. Center for CoachingCertification© Center for Coaching Solutions
- 2. Agenda Scenarios and Solutions: •Logistical Challenges • Relationship Challenges • Challenging Coachees • Coaching Competency • Resources ©
- 3. Definition of Coaching Executive,Career, Business or Life Coaching is: “a strategic partnership in which the coach empowers the client to clarify goals, create action plans, move past obstacles, and achieve what the client chooses.” -ICF ©
- 4.
- 5. Logistical Challenges: Solutions Coachingas a Tool Model and Process Parameters and Ethics Coaching Agreement and Code of Ethics Sponsor versus Client ©
- 6. Logistical Challenges: Solutions Engageand Match Checking with Client Inviting Interest Coach Self-checking Introductory Session Co-creating the Relationship ©
- 7. Logistical Challenges: Solutions DedicatedTime Scheduled Sessions Dedicated Meeting Space Virtual Conference Room ©
- 8. Logistical Challenges: Solutions Administration Forms Notesfor the Client Reports Length of Engagement ©
- 9.
- 10. Relationship Challenges: Solutions SupervisorWants Details Setting Expectations in Advance Using the Report with Client Coaching Conversation with Supervisor ©
- 11. Relationship Challenges: Solutions Coacheein Conflict CCC STOP Conflict Model tories opics ptions lan ©
- 12. Relationship Challenges: Solutions Conflictsof Interest Avoid Known Conflicts Transparency CCC Decision Tree ©
- 13. Relationship Challenges: Solutions DamagingInformation Threat of Harm Unreported Crime ©
- 14.
- 15. Challenging Coachees: Solutions Clarify: BeDirect Listen Powerful Questions ©
- 16. Challenging Coachees: Solutions Confront: Language Challengeand Expand Thinking Explore Different Possibilities ©
- 17. Challenging Coachees: Solutions Change: –Whatdo you want to be different? –What resources do you have? –How will you create the change? ©
- 18. Challenging Coachees: Solutions Coach: CreateAwareness Clear and Direct with Questions and Rephrasing Engage Them in Discovering Solutions Open to Not Knowing ©
- 19. Coaching Competency Scenarios: Internal employeewants to coach and has no training. External coach is being considered and they have no training. ©
- 20. Coaching Competency: Solutions Settingthe Foundation • Meeting Ethical Guidelines and Professional Standards • Establishing the Coaching Agreement ©
- 21. Co-Creating the Relationship •Establishing Trust and Intimacy with the Client • Coaching Presence Coaching Competency: Solutions ©
- 22. Communicating Effectively •Active Listening •PowerfulQuestioning •Direct Communication Coaching Competency: Solutions ©
- 23. Facilitating Learning and Results CoachingCompetency: Solutions •Creating Awareness •Designing Actions •Planning and Goal Setting •Managing Progress and Accountability ©
- 24. Application of theInformation Coaching Challenges: Solutions ©
- 25. Resources • International CoachFederation • Center for Coaching Certification • Center for Coaching Solutions ©
- 26. Resource – InternationalCoach Federation www.CoachFederation.org ©
- 27. Resource – Centerfor Coaching Certification www.CenterforCoachingCertification.com ©
- 28. Resource – Centerfor Coaching Solutions www.CenterforCoachingSolutions.com ©
- 29. CCS Resources • Blogs •Books • Free Webinars • Quick Check • Outsourcing • Consulting • Training • Coaching ©
- 30. Blog, Books, Webinars •http://CoachingBlog.CenterforCoachingCertification.com • Books: Coaching Perspectives series • Webinars: Free 30-minute monthly, free 60-minute every other month – sign up for the newsletter! ©
- 31. Quick Check • Call •Email ©
- 32. Outsourcing • Consulting • Training •Coaching ©
- 33. Now What? • FreeConsultation • Choose the Resources • Plan Your Process • Implement Your Strategy • Achieve the Results ©
- 34. Please tell ushow we can be helpful! The resource for coaching results. Cathy Liska Cathy@CenterforCoachingSolutions.com 800-624-2559 www.CenterforCoachingSolutions.com ©
Editor's Notes
- #2 Hello and welcome! Cathy does the welcome Turns it over to me
- #6 Disengaged employees are in active job search – even while at work!
- #7 What would leadership decide to do if only 20% of staff computers worked properly? And if 60% were unreliable? And 20% did not work at all or were spreading viruses throughout the network? This problem would become priority #1, right? The companies w/the best employee engagement understand that EE is priority #1 and take action immediately
- #8 1 in 5 employees (21%) are engaged on the job 8% are fully engaged 71% are Partially engaged or Partially disengaged Global Workforce Study Partially engaged = phoning it in, doing just enough to get by Partially disengaged = toxic employee, taking others with them down the unmotivated path
- #11 Vital to gather info from as many diverse perspectives as possible – FG also provide structure for targeted convo & outcome all about ‘what do we want’ and ‘how do we get there’ Allows for Consensus building Realistic planning Because everyone is involved and all issues taken into account
- #12 coaching ensures that these 2 pieces happen – vital to success of this undertaking
- #13 Both teams and individuals show improvement Process is goal-oriented
- #14 Here are the reasons why focus groups are so important to creating employee engagement EVERY dept is involved EVERYONE’s input is valued and taken into consideration *important part of the uncovery process – learn the real issues, so that the best and most effective solutions can be developed Otherwise, treating the symptom and not the problem When each person is heard, understood and part of the solution, then each person is engaged HT create attitude of they ‘get to work’ here instead of ‘have to work here’
- #16 Crucial to comm big picture So that everyone is heading in the same direction Include major points – may have to do this in stages ‘first 2 months work on clarifying corp values; next 2 months work on HT convey corp values to all stakeholders’ Communicate the big picture throughout org 43% v 18% engagement rate w/ or w/o manager feedback weekly
- #17 These stats – scary, yes? And it’s because the disengaged employees feel no ownership any of these three areas – they don’t understand how their role/activity connects to these areas = 70-80% of disengaged employees don’t believe what they do has any connection to these 3 areas Re CS Metric: Every unhappy customer takes 8-10 other folks down with them
- #18 Coaching is all about alignment of vision, direction, plan and outcome Results that lead back to org’s mission and values; goals set by each team & individual
- #21 Society for Industrial and Organizational Psychology
- #22 GOT TO DO WHAT YOU SAY YOU WILL If a company does not take action on an issue included in the original plan, engagement goes down on an average of 10% in that area – ees lose trust again
- #23 Society for Industrial and Organizational Psychology
- #24 GOT TO DO WHAT YOU SAY YOU WILL If a company does not take action on an issue included in the original plan, engagement goes down on an average of 10% in that area – ees lose trust again
- #25 Coaching is all about defining success, developing goals and establishing a timeline to reach those goals This approach applies to both leaders and employees