This document is from a leadership development program workbook on coaching and feedback. It includes:
1) An introduction on the importance of coaching, even for elite athletes, and how coaching can help organizations and individuals innovated and drive performance.
2) An exercise for participants to discuss the value of coaching, compare it to mentoring and training, and identify what stops people from coaching.
3) A section defining coaching as an process to maximize potential and performance by facilitating self-directed learning.
4) Guidance on giving effective feedback using the EIC framework of describing an Example, the Impact, and recommending a Change.
Team- Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses.
Group does not necessarily constitute a team. A team comprises a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. Groups develop into teams in four stages. The four stages are: dependency and inclusion, counter dependency and fighting, trust and structure, and work.
Tuckman’s Model
1st Stage- In the first stage, group development is characterized by members' dependency on the designated leader (Identical to 'Forming' in Tuckman's model).
2nd Stage- In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (Identical to 'Storming' in Tuckman's model).
3rd Stage- In the third stage, the group manages to work through the conflicts (Identical to 'Norming' in Tuckman's model).
4th Stage- In the last stage, groups focus on team productivity (Identical to 'Performing' in Tuckman's model).
“Bridge between organization-level strategy and staffing decisions". Team structure is an essential element in establishing guidance for team composition. It is helpful to consider the desired composition of the team when deciding which type of structure will be used to unite team members.
Functional structure
Functional structure is present when members within a team are organized around performing similar tasks.
Divisional structure
Divisional structure is present when members within a team are organized based on the similar organizational area (i.e. working on the same, specific product) in which they have responsibility.
Leadership structure
Teams generally have a leader. Leadership within a team has been shown to impact the outcome of team processes such as team member selection. A standard leadership structure for teams involves a hierarchical leadership structure where there are leaders and subordinates.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Group Leadership".
Team- Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize their strengths and minimize their weaknesses.
Group does not necessarily constitute a team. A team comprises a group of people linked in a common purpose. Human teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. Groups develop into teams in four stages. The four stages are: dependency and inclusion, counter dependency and fighting, trust and structure, and work.
Tuckman’s Model
1st Stage- In the first stage, group development is characterized by members' dependency on the designated leader (Identical to 'Forming' in Tuckman's model).
2nd Stage- In the second stage, the group seeks to free itself from its dependence on the leader and groups have conflicts about goals and procedures (Identical to 'Storming' in Tuckman's model).
3rd Stage- In the third stage, the group manages to work through the conflicts (Identical to 'Norming' in Tuckman's model).
4th Stage- In the last stage, groups focus on team productivity (Identical to 'Performing' in Tuckman's model).
“Bridge between organization-level strategy and staffing decisions". Team structure is an essential element in establishing guidance for team composition. It is helpful to consider the desired composition of the team when deciding which type of structure will be used to unite team members.
Functional structure
Functional structure is present when members within a team are organized around performing similar tasks.
Divisional structure
Divisional structure is present when members within a team are organized based on the similar organizational area (i.e. working on the same, specific product) in which they have responsibility.
Leadership structure
Teams generally have a leader. Leadership within a team has been shown to impact the outcome of team processes such as team member selection. A standard leadership structure for teams involves a hierarchical leadership structure where there are leaders and subordinates.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Group Leadership".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Build and Bond".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Cohesion".
This presentation unveils several pitfalls (especially from Indian context) that ScrumMaster encounters when he/she needs to scale from a team coach to "organizational coach".
This presentation unveils several pitfalls (especially from Indian context) that ScrumMaster encounters during the journey and it provides recommendations for better approaches towards playing an effective ScrumMaster's role.
Career Development In a Box GDC Online 2011Joshua Howard
An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com.
Presented at GDC Online 2011 by Joshua Howard.
Your Life Satisfaction Score (beta) is an indicator of how you thrive in your life: it reflects how well you shape your lifestyle, habits and behaviors to maximize your overall life satisfaction along the five following dimensions:
►1. Health & fitness, reflecting your physical well-being and healthy habits;
►2. Positive emotions & gratitude, indicating how well you embrace positive emotions;
►3. Skills & expertise, measuring the ability to grow your expertise and achieve something unique;
►4. Social skills & discovery, assessing the strength of your network and your inclination to discover the world;
►5. Leadership & meaning, gauging your compassion, generosity and how much 'you are living the life of your dream'.
Visit www.Authentic-Happiness.com to check your Life Satisfaction score. Free, no registration required.
I HAVE ADDED ALL THE BACKGROUND DATA AND EXPECTATIONS. The 2 pape.docxsheronlewthwaite
I HAVE ADDED ALL THE BACKGROUND DATA AND EXPECTATIONS. The 2 papers due are listed at the bottom as case 1, and SLP 1
BACKGROUND ON ME WILL BE GIVEN UPON BID ACCEPTANCE. Thanks
LED514 Mentoring and Developing
Course Overview
Four key areas where leaders are expected to perform are in the areas of strategy, engagement, coaching, and execution.
Strategize
Understand the “business” of the organization.
Envision the future.
Develop a strategy.
Develop
Provide Coaching.
Ensure succession.
Maximize potential.
Engage
Instill commitment.
Build relationships.
Inspire teamwork.
Execute
Build plans.
Solve problems.
Drive results.
Source: Developing coaching skills for leaders. (2011, November 22). BPI Group. YouTube. Retrieved from http://www.youtube.com/watch?v=RDPW1wP6S1U
Internationally renowned author and psychologist Daniel Goleman’s work shows that coaching is the most underutilized of the management skills required to be a successful leader. Yet leaders are expected to develop talent in their organizations – and arguably the most successful way to do this is through coaching and mentoring.
This course targets students who want to develop themselves as leader-mentors who coach (as opposed to those wanting to build skills as professional coaches). Students in the course will be exposed to an experiential leadership process through which they will transform theory into action.
The instructor will act as a mentor/coach and will help the students learn the stages of coaching; how to plan, conduct, and evaluate a coaching session; and prepare a personal professional development plan. The focus of the course is to support and enrich the student’s efforts to improve personal leadership skills in mentoring and coaching.
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
•Module 1 ◦Evaluate the benefits of coaching and examine the basic skills required for successful coaching.
Course Materials/Bibliography
Module 1
Garr, S.S. (2011) High-impact performance management: Maximizing performance coaching. Retrieved from http://marketing.bersin.com/rs/bersin/images/111511_ES_HIPM-Practices1_SSG_Final.pdf
Be a Better Coach, Video, Available in the Trident Online Library
Romero, D. B. (2009). The Business of listening: Become a more effective listener. Rochester, N.Y: Axzo Press.
Ohlin, B. (21 July 2016). Active listening: The art of empathetic conversation. Positive Psychology Program. Retrieved from https://positivepsychologyprogram.com/active-listening/
Scivicque, C. (2012) How to create SMART goals. Retrieved from https://www.youtube.com/watch?v=0U9dZXlU7YI
Cardon, A. (2008). Coaching questions and powerful questions. Metasysteme Coaching. Retrieved from http://www.metasysteme-coaching.eu/pdfexport.php?nid=774
Module 1 - Home
The Principles of Coaching
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following ...
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Build and Bond".
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Cohesion".
This presentation unveils several pitfalls (especially from Indian context) that ScrumMaster encounters when he/she needs to scale from a team coach to "organizational coach".
This presentation unveils several pitfalls (especially from Indian context) that ScrumMaster encounters during the journey and it provides recommendations for better approaches towards playing an effective ScrumMaster's role.
Career Development In a Box GDC Online 2011Joshua Howard
An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com.
Presented at GDC Online 2011 by Joshua Howard.
Your Life Satisfaction Score (beta) is an indicator of how you thrive in your life: it reflects how well you shape your lifestyle, habits and behaviors to maximize your overall life satisfaction along the five following dimensions:
►1. Health & fitness, reflecting your physical well-being and healthy habits;
►2. Positive emotions & gratitude, indicating how well you embrace positive emotions;
►3. Skills & expertise, measuring the ability to grow your expertise and achieve something unique;
►4. Social skills & discovery, assessing the strength of your network and your inclination to discover the world;
►5. Leadership & meaning, gauging your compassion, generosity and how much 'you are living the life of your dream'.
Visit www.Authentic-Happiness.com to check your Life Satisfaction score. Free, no registration required.
I HAVE ADDED ALL THE BACKGROUND DATA AND EXPECTATIONS. The 2 pape.docxsheronlewthwaite
I HAVE ADDED ALL THE BACKGROUND DATA AND EXPECTATIONS. The 2 papers due are listed at the bottom as case 1, and SLP 1
BACKGROUND ON ME WILL BE GIVEN UPON BID ACCEPTANCE. Thanks
LED514 Mentoring and Developing
Course Overview
Four key areas where leaders are expected to perform are in the areas of strategy, engagement, coaching, and execution.
Strategize
Understand the “business” of the organization.
Envision the future.
Develop a strategy.
Develop
Provide Coaching.
Ensure succession.
Maximize potential.
Engage
Instill commitment.
Build relationships.
Inspire teamwork.
Execute
Build plans.
Solve problems.
Drive results.
Source: Developing coaching skills for leaders. (2011, November 22). BPI Group. YouTube. Retrieved from http://www.youtube.com/watch?v=RDPW1wP6S1U
Internationally renowned author and psychologist Daniel Goleman’s work shows that coaching is the most underutilized of the management skills required to be a successful leader. Yet leaders are expected to develop talent in their organizations – and arguably the most successful way to do this is through coaching and mentoring.
This course targets students who want to develop themselves as leader-mentors who coach (as opposed to those wanting to build skills as professional coaches). Students in the course will be exposed to an experiential leadership process through which they will transform theory into action.
The instructor will act as a mentor/coach and will help the students learn the stages of coaching; how to plan, conduct, and evaluate a coaching session; and prepare a personal professional development plan. The focus of the course is to support and enrich the student’s efforts to improve personal leadership skills in mentoring and coaching.
Learning Outcomes
Upon successful completion of this course, the student will be able to satisfy the following outcomes:
•Module 1 ◦Evaluate the benefits of coaching and examine the basic skills required for successful coaching.
Course Materials/Bibliography
Module 1
Garr, S.S. (2011) High-impact performance management: Maximizing performance coaching. Retrieved from http://marketing.bersin.com/rs/bersin/images/111511_ES_HIPM-Practices1_SSG_Final.pdf
Be a Better Coach, Video, Available in the Trident Online Library
Romero, D. B. (2009). The Business of listening: Become a more effective listener. Rochester, N.Y: Axzo Press.
Ohlin, B. (21 July 2016). Active listening: The art of empathetic conversation. Positive Psychology Program. Retrieved from https://positivepsychologyprogram.com/active-listening/
Scivicque, C. (2012) How to create SMART goals. Retrieved from https://www.youtube.com/watch?v=0U9dZXlU7YI
Cardon, A. (2008). Coaching questions and powerful questions. Metasysteme Coaching. Retrieved from http://www.metasysteme-coaching.eu/pdfexport.php?nid=774
Module 1 - Home
The Principles of Coaching
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following ...
Most managers don't know how to Coach people, but they can learnAlex Clapson
Summary. Are you successful at Coaching your employees? Many executives are unable to correctly answer this question because they think they’re coaching when they’re just telling their employees what to do. This behaviour is often reinforced by their peers & is hardly an effective way to motivate people & help them grow. Instead, research suggests, Coaching leaders in how to be Coaches can pay dividends, but only if you start by defining “Coaching” & give ample room for self-reflection & feedback.
During the Covid-19 pandemia leadership and self-leadership has been tested. Here are som advice and findings on what works when leading from remote, during a crisis and also during more normal times
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Teambuilders".
1. LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012
Leadership Development Program/
LDP 2012
Day 3 - Unit 4 - Workbook
Copyrighted by LIW 1/11 OLA Assessment sheet
2. Day 3 - Unit 4
Copyrighted by LIW 2/11 Day 3 - Unit 4 - Workbook
4. Coaching and Feedback
“People don’t care how much you know until they know how much you care”.
The Coaching Context
Michael Phelps (the multiple Olympic and World
Cup gold medal swimming champion) was once
asked ‘what did you do to be so successful?’ His
response? ‘I listened to my coach’.
Roger Federer (at the time of writing) the
world’s best tennis player has a coach? Why
does he need a coach if he’s the best in the
world?
Elite sporting success is almost always
accredited, at least in part, to the coach. Yet frequently the coach was not the world number one
at whatever sport is being coached. They may not even have competed at the same level.
To innovate and grow in today’s competitive business environment, leaders must do more than
manage others well. They must also excel at managing and developing themselves, teams and
the organisation in order to drive
performance and productivity. An
organisation’s key competitive
advantage is to develop individuals
who can transform themselves and
others, and create balanced working
environments in which people,
productivity and profits thrive.
Increasingly, organisational leaders
and executives have turned to one-
to-one executive coaching to help
them increase their effectiveness as
leaders, enhance and practice critical skills, and manage challenges or direct major
organisational changes.
Copyrighted by LIW 4/11 Day 3 - Unit 4 - Workbook
5. Team Exercise
The Value Of Coaching - Exercise
The value of Compare Best vs What stops us from coaching:
Coaching to the: Coaching to: Worst Coach:
• person being •personally
coached • what •organisationally
•mentoring
• coach behaviours do
•training you see
• organisation •performance • how do they
management make you feel
•counselling • public or
personal
examples
Answers:
Team 1:
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Team 2:
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7. What is coaching?
Section One
Coaching is:
• Unlocking someone’s potential to maximise their
performance
Performance = Potential - Interference
• A collaborative solution-focused, results-orientated,
systematic process in which the coach facilitates the
enhancement of performance, self directed learning and
personal growth of the individuals
Feedback
Copyrighted by LIW 7/11 Day 3 - Unit 4 - Workbook
8. Giving Feedback
• Example – What was said or done/not done
• Impact – What was the result or impact
• Continue/change – What needs to change
or continue
Feedback is often difficult to give but is imperative in creating successful outcomes.
EIC is a simple framework which helps you to be able to give specific facts, get the other
persons buy-in and try and take emotion from the conversation.
Feedback Exercise in 3's: The Gift
Coaching Structure
Coaching Structure
In any situation it is important to structure the coaching conversation or have an agenda -
otherwise it is just a conversation or ‘chat’. As defined earlier, coaching is a goal-orientated
conversation aimed at bringing about a positive change.
3Ws
The 3Ws is a simple, probing model that gives managers a powerful coaching tool and provides
a sustaining process which individuals at all levels can use to manage themselves in day to day tasks.
These questions can be asked by a coach or by the individual themselves. It is a highly versatile
tool that can be used in an informal or formal coaching session.
Copyrighted by LIW 8/11 Day 3 - Unit 4 - Workbook
9. Three Fundamental Questions
3W
W1 Where are we going and why?
Where are we now? W2
W3 What next?
Exercise in 3's
Using the 3W's - Coach each other on a challenge that you are facing in delivering your project.
One will be the coach, one the coachee and the third the observer who gives feedback using EIC
You have 15 mins each:
Copyrighted by LIW 9/11 Day 3 - Unit 4 - Workbook
10. Final Session
Outcomes session - what are you committed to developing and what have you already
achieved?
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