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Coaching for Performance - @Ei4Change
The document defines coaching as empowering others by unlocking their potential and helping them learn rather than teaching. Coaching draws out skills and talents within individuals to solve previously unsolvable problems. The underlying belief in coaching is that the coachee has the ability to effect positive changes when their knowledge and competence are drawn out through questioning and commitment to action. Coaching benefits organizations through improved financial and operational performance as well as developing executives and talent. Core coaching skills include rapport building, deep listening, effective questioning, insightful feedback, and focus on processes and results. The GROW model provides a framework for coaching conversations focused on goals, current reality, options, and commitment.
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Coaching for Performance - @Ei4Change
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- 2. Definition of coaching Coaching “Theprocess of empowering others.” Whitmore, 1997 “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” Whitmore, 2002
- 3. “Coaching helps individualsaccess what they already know. They may never have asked themselves the questions but they have the answers. A coach assists, supports and encourages individuals to find these answers.” Zeus and Skiffington, 2002 “I give you focus and somehow my mere presence moves you to action.” Lowe (undated) a coaching Haiku Definition of coaching Coaching
- 4. The Power ofthe Coaching Process “I never cease to be amazed at the power of the coaching process to draw out the skills or talents that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought insolvable.” John Russell, MD Harley-Davidson
- 5. Underlying belief withincoaching Intent to help The underlying belief in coaching is that the coachee has within them the ability, competence and knowledge that will enable them to effect changes that will result in improvement. The role of the coach is to draw these out and gain commitment to action.
- 6. Within organisations benefitsare seen in financial performance retention development of executives in communications - 99% of executives who have been coached believe that coaching delivers tangible benefits - 92% saw an increase in the bottom line Benefits of coaching
- 7. Impact of coaching Developmanagers and leaders Support change Develop talent Improve performance Improve skills Problem solving Motivate and inspire Manage conflict Manage time and stress Improve communication
- 8. When to usecoaching What are the sorts of situations in which you might use a coaching approach? Who should generate the coaching discussion? Think back over the last month - were there any situations you could have turned into a coaching opportunity?
- 9. When to coach? Managementdevelopment Improving performance Problem solving Realising potential Managing conflict Team development Could be formal (planned) or informal (at the vending machine)
- 10. Core coaching skills Coachingis characterised by: Creating rapport Deep listening Effective questioning Insightful feedback and enabling learning Intense focus on process and results
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- 12. Questioning skills ? Questions andthe coaching process must not get in the way of building rapport and empathising with the individual. It is better to retain a curious concern than find the killer question.
- 13. Questioning skills Open endedprobes Neutral probes Brief assertions Pause Reflective probes Summary statements Leading questions Close ended probes ?
- 14. Questioning skills ? Are yourquestions relatively simple (but detailed enough to avoid ambiguity)? Do they build sequentially from the previous question to keep the whole sequence connected and follow the coaching framework? Do they have clarity of purpose and intention?
- 15. Push and PullModel Listening to understand Reflecting Paraphrasing araphrasing Summarising Asking questions that raise awareness Making suggestions Giving feedback Offering guidance Giving advice Instructing PULL Helping someone solve their own problem PUSH Solving someone’s problem for them Non-directive Directive (Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)
- 16. WILL milestones actions commitment REALITY evidence awareness understanding OPTIONS What’s possible? GROW coaching framework What doyou want? What is happening now? What could you do? What WILL you do? GOAL situation vision objective
- 17. The coachee explainswhat they would like to achieve or change What is wanted as an outcome from this conversation? Is this realistic - or does the goal need to be separated into bite-size chunks? What are the time frames for the short and long term goals? GOAL situation vision objective
- 18. The coachee describesand explores the issue / situation from all angles Ask questions to open up different aspects of the issue Identify what’s working well in respect of the issue as well as the barriers and the challenges Expand the conversation, BEFORE focusing on the detail REALITY evidence awareness understanding
- 19. The coachee reflectson the options and generates ideas for potential solutions Resist solving the problem by providing solutions Encourage the coachee to be creative in considering alternatives and options Review advantages and disadvantages of each Keep the questions short and open Include feeling questions such as: ‘What solution appeals the most?’ OPTIONS What’s possible?
- 20. The coachee commitsto specific actions in a time frame by being asked “What will you do?” Encourage the coachee to take actions to which they are drawn, feel positive about and motivated to do Ask questions that will facilitate the coachee to be explicit about the benefits of the action Ask them to rate their intention, enthusiasm and commitment on a 10-point scale WILL milestones actions commitment
- 21. Key questions fora coachee in a coaching session What issues would I most value the coach’s support with? What outcomes do I want, or do I want to avoid? What can I do to make the most of the time together?
- 22. Emotional Intelligence eLearning Programmes Developyour Emotional Intelligence by enrolling on an Ei4Change online elearning course For more details visit courses.ei4change.info Use license code SLIDESHARE to get a 25% discount
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Editor's Notes
- #11 Self aware of own learning and development needs