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Coachingforperformance
Coaching aims to empower individuals and maximize their performance by helping them learn and find their own answers, rather than being taught. The coaching process draws out hidden skills and talents that can solve previously insolvable problems. Coaches believe the coachee has the ability and knowledge within themselves to effect positive changes. Benefits of coaching include improved financial and organizational performance, executive development, and problem solving. Core coaching skills include active listening, effective questioning, insightful feedback, and focusing on processes and results.
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Coachingforperformance
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- 2. Definition of 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 Coaching
- 3. Definition of coaching “Coachinghelps individuals access 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 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. Benefits of coaching Withinorganisations benefits are 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
- 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 Non-directive Listening to understand Reflecting PUSH Paraphrasing Solving someone’s araphrasing Summarising problem for Asking questions them that raise awareness Making suggestions PULL Helping someone Giving feedback solve their own Offering guidance problem Giving advice Instructing Directive (Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)
- 16. GOAL situation vision objective What do youwant? WILL milestones actions commitment What WILL you do? GROW coaching framework What is happening now? What could you do? OPTIONS What’s possible? REALITY evidence awareness understanding
- 17. GOAL situation vision objective 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?
- 18. REALITY evidence awareness understanding 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
- 19. OPTIONS What’s possible? The coacheereflects on 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?’
- 20. WILL milestones actions commitment 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
- 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?
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Editor's Notes
- #11 Self aware of own learning and development needs