The document is about introducing coaching and the Myers-Briggs Type Indicator (MBTI) assessment. It discusses that the aim is to introduce coaching and develop a coaching culture. It introduces the GROW model for coaching and provides an overview of MBTI, including that it is based on Jung's psychological types theory and assesses preferences on extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving dimensions. An agenda is provided that will cover coaching styles, the GROW model, and MBTI.

1. Encouraging Excellence Through
Empowerment
The Coaching Model

2. Unit
1
Introduction
To
Coaching
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3.  The aim of the
workshop is to
introduce you to
coaching and support
you to develop a
coaching culture
within the workplace
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4. • Understand the client/coach relationship
• Introduced to the GROW Coaching Model
• Develop your coaching style
• Discuss Myers Briggs Type Indicator Process
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5. • Your greatest coaches and mentors
• Defining Coaching in a Leadership Context
• Break
• GROW Model
• Introduction to MBTI
• What next
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6. • Your name and role
• Who throughout your life have been your
greatest coaches and mentors (this could be
both professionally and personally)
• What was it about their style, character that
was attractive
• How did they influence you?
• What difference do you think it has made to
your life?
• What one thing would you like to get from
today?
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7. • What is coaching?
• A coach is someone who supports, explains,
demonstrates, instructs and directs others via
encouragement and asking questions.
• Creates the capacity for continuous improvement,
development and success through supporting people
and organisations to make best use of their
knowledge, insight, vision, creativity, sensibility, and
vast ability to learn and develop
• Centred on goals
• Non-directive, impose solutions or opinions
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8. TRANSACTIONAL LEADERSHIP
VS
TRANSFORMATIONAL LEADERSHIP
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9. • The transactional manager works through
creating clear structures so that it is clear
what is required of their followers, and the
rewards that they get for following orders.
• Punishments are not always mentioned, but
they are also well-understood and formal
systems of discipline are usually in place
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10. • Transformational Leadership starts with the
development of a vision, a view of the future
that will excite and convert potential
followers.
• Working for a Transformational Leader can be
a wonderful and uplifting experience. They
put passion and energy into everything. They
care about you and want you to succeed.
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11.  TRANSFORMATIONAL
• Compassionate leadership (acting as coach)
• Thinking outside the box
• Encouraging innovation
• Exciting the masses/sharing the vision
• Walking the walk
 TRANSACTIONAL
• ‘If you do as we agreed, you’ll get the reward’
• Putting out fires
• Hands off leadership (avoiding the issues)
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12. Active Building
Promoting Creating the
Providing questioning Trust
positive right
feedback and and
outcomes environment
listening rapport
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13. Ownership
Increased Clarity and Increased positive
and
motivation direction Productivity outcomes
Responsibility
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14. • T - Topic
• G - Goal
• R - Reality
• O- Options
• W - Way forward
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15. Unit
2
Introduction
To
MBTI®
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16. • Developed by mother and daughter – Katherine Briggs
and Isabel Myers
• Based on Carl Jung’s theory of Psychological Type.
• Over 50 years of research
• A framework for understanding healthy personality
• No “good” or “bad,” better or worse personalities
• Does not explain everything about people
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17. • Self understanding and development
• Managing Training
• Relationship/Team Building
• Leadership Development
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18. • Are like “handedness”
• Are not the same as skills or abilities
• Are all accessible to everyone
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19. How do you prefer to be energised
EXTRAVERSION INTROVERSION
What kind of information do you prefer to pay attention to?
SENSING INTUITION
How do you prefer to process information or make decisions
THINKING FEELING
What lifestyle do you prefer
JUDGING PERCEIVING
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20. • Extroversion
• Preference for drawing energy from the outside world of
people, activities and things
• Introversion
• Preference for drawing energy from one’s internal world of
ideas, emotions and impressions
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21. • SENSING (S)
• Preference for taking in information through the five senses and
noticing what is actual
• INTUITION (N)
• Preference for taking information through a sixth sense and noting
what might be
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22. • THINKING (T)
• Preference for making decision by analysing the logical consequences
of a choice or action – staying detached
• FEELING (F)
• Preference for making decisions by gauging the impact of actions on
your personal convictions – being involved
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23. • JUDGING (J)
• Preference for living a planned and organised life.
• PERCEIVING (P)
• preference for living a spontaneous and flexible life.
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24. ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESFP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
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25. • Shows the distinctive ways you express your
MBTI Step I type
• Helps clarify unclear preferences
• Suggests ways to use all parts of your
personality
• Helps you better understand others
Jean M. Kummerow and Naomi L. Quenk, Working with MBTI® Step II Results © 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop
use. Duplication for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the
United States and other countries.
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26. • Coaching Toolkit
• Email Addresses
• Issue MBTI Questionnaire – <Date>
• Return MBTI Questionnaire – w/e <Date>
• Matching process and contact by coach
• Feedback of MBTI – <Dates>
• One to one coaching – <Date>
• Any questions
• Evaluation sheets
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27. THANK YOU
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+91 9810643099
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