Get clear about the difference between coaching, training, and mentoring; case studies coaching: become confident when coaching is - and when it's not - right for your own or your employee's challenges; become familiar with usual setups of coaching for leaders in organisations. This slide set comes from ETTA Global Leadership Consulting business breakfast delivered in Wroclaw, Poland, March 2017.

2. We know what we do.
ETTA.
 Leadership development in
international setting
 #1 in Poland in cross-cultural and
international cooperation
 Diversity management and people
development strategies
POLAND. Czech Republic. Hungary.
Germany. Austria. Switzerland.
Russia. | Spain. Italy. Romania.

3. The power of international teams
conference for managers and HR
(Wrocław, October 20th, 2017)
www.internationalteams.eu

4. ETTA business breakfasts 2016
Wrocław
• FRISowanie na śniadanie – Dec 9th, 2015
• Osłódź sobie Niemców – Mar 24th, 2016
• Cross-Cultural Recruitment – May 24th, 2016
• Dobry start – jak odpalić współpracę w międzynarodowym
zespole? – Jun 21st, 2016
• Let’s Go Dutch! Współpraca z Holendrami – Sep 20th, 2016
• China First Aid Kit. Cooperating with the Chinese. Nov
15th, 2016
• Ukrainians – How to deal with the new driving force? Dec
5th, 2016

5. ETTA business breakfasts 2017
Wrocław
• Leadership, business, intercultural COACHING
– March 28th
• Measuring Diversity. Diagnostic tools in
business. – April 27th
• Mental Toughness – May 30th

8. etta coaches

9. Special guest

10. Coaching as industry development
Coaching market is estimated at USD 2 billion globally.
75% British companies apply coaching in leadership development.
Only in UK, there are 5 000 active executive coaches.
Global expansion extends farther than Europe, Australia, and North
America.
Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu,
Konferencja MATRIK „Tożsamość zawodu Trenera Zarządzania”, 2011

11. Why coaching has developed
Companies need leaders who have more „emotional intelligence”
More senior employees might be reluctant to trainings
Emotional intelligence translates into employee engagement
 people feel more motivated
Engaged employees = company success
Professional development on the job is more efffective
than a training
Coaching is tailored to the needs of individuals and organisations
Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu,
MATRIK Conference„Tożsamość zawodu Trenera Zarządzania”, 2011

12. Plan for today!
• Coaching vs giving advice
• Coach vs other people development roles
• Building the coaching relationship
• Coaching in practice
• What fits as the best approach? Case studies
• Coaching: areas of application
• What / who is a good coach?
• Coaching structures
• Manager as a coach

13. Coaching vs giving advice
pairs:
A. Tell the other person about some kind of a
challenge that you are facing currently.
B. Give the other person good advice!
• Who feels better now? Who feels that you can
manage / solve the issue?

14. Coaching vs giving advice
pairs:
A. Tell the other person about some kind of a
challenge that you are facing currently.
B. Ask open questions.
(What, Who, Why, When, Where, How…)
• Who feels better now? Who got an idea how
to approach the challenge? Who feels more
motivated?

15. People development roles
Coach
Trainer
Mentor
Manager
Therapist
Facilitator
Consultant
SCRUM Master

16. Roles in people development
16

17. Similarities between coaching and training
In both processes:
The key thing is learning and development
Adult learning principles are applied
It might be about professional or personal development
People performing both these jobs need to demonstrate similar
strenghts and skills. They need, for instance, be patient, they need
to be able to express their thoughts clearly, be open and warm-
hearted, self-confident, and well organized.
Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu,
MATRIK Conference„Tożsamość zawodu Trenera Zarządzania”, 2011

18. Differences between coaching and training
TRAINING
Agenda is pre-defined and might be established
externally
Trainer is a specialist in a certain field
It is helpful to be sensitive to psychological
issues
Controls the situation
The rational side is usually in the foreground,
feedlings are usually marginalized
COACHING
Concentrates on client’s needs; no ready-made
agenda
Coach is a specialist in coaching
It is necessary to be sensitive to psychological
issues
Coach co-controls the situation
Feelings + logic and common sense
Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu,
MATRIK conference„Tożsamość zawodu Trenera Zarządzania”, 2011

19. Differences between coaching and training
(continued)
TRAINING
Participant does not need to be voluntary
Less pressure on confidence
Usually a group process
Lower cost per participant
Can refer to employees on all levels
COACHING
Client needs to be voluntary
Confidence is extremely important
Usually individual work with the client
Higher cost per participant
Usually for higher management levels or
selected employees
Source: Jenny Rogers, Od trenera do coacha, 8 zasad prowadzących do sukcesu,
MATRIK Conference„Tożsamość zawodu Trenera Zarządzania”, 2011

20. Source: 20
Therapy vs. Coaching Consulting vs. Coaching Sport Coach vs. Coaching

21. 21
Therapy vs. Coaching
Instead they help their Clients get clear on
• what they want in the future,
• why they want it,
• and how they are going to achieve it.
Unlike therapists and counselors,
coaches don't focus on the
childhood or past experiences that
might be the root of the way
a person lives or feels.
Source:

22. 22
Consulting vs. Coaching
Coaches use tools and processes to help Clients to generate
their own solutions and then hold them accountable
for following through.
Consultants diagnose the needs
of an organization or individual
and offer their own solutions
based on their specialized
expertise to ‘fix’ the problem;
solutions which they often
implement for the client as well.
Source:

23. 23
Professional life, business or executive coaching
is the opposite; it's the Client who sets the goals.
Someone new to coaching might
hear the word „coach”
and think football, but sports
coaches generally are in charge,
setting the goals and the path
to victory. Teaching, correcting,
and managing are all skills a sports
coach would use.
Sport Coach vs. Coaching
Source:

24. Coaching
is a creative partnership with the Client,
focusing on designing and implementing
specific, meaningful changes
in the Client's personal and/or professional life.
24Source:

25. Solution-Focused
Moving the Client towards
their desired future outcomes,
instead of concentrating
on past experiences or reasons
for present dissatisfaction.
25
Client-Centered
Trusting the Client’s inner
resources and skills, respecting
their agenda and future
outcomes.
Coaching is an advice free zone.
Systematic
Understanding the holistic
nature of the Client, seeing
how positive change can fit
into their bigger picture.
Action Oriented
Pursuing change in specific,
inspired steps that lead
to fundamental shifts
in attitude, behaviour and habit
formation.
Coaching is…
Source:

26. Has anyone ever used coaching?
See what Bill Gates (CEO, IBM)
and Eric Schmidt (CEO, Google) can tell you about it!
Source: https://youtu.be/yjj7Km64jaY 26

27. Coaching starts from a relationship
• active listening
Source: https://pl.pinterest.com/pin/275071489720005895/ from 170328
27

28. COACHING ETHICS
Building the relationship
28

29. CASE STUDY
29

30. I am a leader now
• One of talented specialists in a team has
recently been promoted to the role of a team
manager. She has never had a people manager
role before, and she lacks knowledge of basic
management tools.
30

31. I am a leader now
• One of talented specialists in a team has
recently been promoted to the role of a team
manager. She has never had a people manager
role before, and she lacks knowledge of basic
management tools.
31
 Training

32. Unsuccessful project
• An experienced project manager has recently
been promoted to a regional role.
Unfortunately, the project he has taken over,
collapsed. After giving his thought to what had
happened, he realised that many of his
professional habits turned out counter-
productive in the new position. He wants to
change the way he approaches relationships
with the key stakeholders.
32

33. Unsuccessful project
• An experienced project manager has recently
been promoted to a regional role.
Unfortunately, the project he has taken over,
collapsed. After giving his thought to what had
happened, he realised that many of his
professional habits turned out counter-
productive in the new position. He wants to
change the way he approaches relationships
with the key stakeholders.
334 Coaching

34. A sales guy with a… risk
• A new member of the sales team is doing his
best to catch up with his colleagues. Even
though he seems to be talented, he has little
understanding of the field and keeps on
committing blunders. He had worked in the
same role, but in another field before.
34

35. A sales guy with a… risk
• A new member of the sales team is doing his
best to catch up with his colleagues. Even
though he seems to be talented, he has little
understanding of the field and keeps on
committing blunders. He had worked in the
same role, but in another field before.
35
 Mentoring

36. Poisonous failure
• One of managers in the company has been
failing his assignments consistently and has a
bad reputation among other employees. The
executives are looking for a way to fix the
situation.
36

37. Poisonous failure
• One of managers in the company has been
failing his assignments consistently and has a
bad reputation among other employees. The
executives are looking for a way to fix the
situation.
37
 Corrective feedback

38. High expectations
• The security manager in a production
company is going to retire in a year’s time. It is
already announced who will most probably be
his successor. However, the Spanish
headquarters said they disliked the way the
candidate comes across. It has become
doubtful whether he can really hope for this
assigment unless he changes something in his
behaviour.
38

39. High expectations
• The security manager in a production
company is going to retire in a year’s time. It is
already announced who will most probably be
his successor. However, the Spanish
headquarters said they disliked the way the
candidate comes across. It has become
doubtful whether he can really hope for this
assigment unless he changes something in his
behaviour.
39
4 Intercultural Coaching

40. Top job
• An experienced manager has recently changed
the employer. The new position is about much
more freedom and influence, but also about
much more responsibility. She is worried not
to make a mistake and is looking for ways to
do a good job in the new role.
40

41. Top job
• An experienced manager has recently changed
the employer. The new position is about much
more freedom and influence, but also about
much more responsibility. She is worried not
to make a mistake and is looking for ways to
do a good job in the new role.
41
4 Executive Coaching

42. Pressing time
• A team of regional directors want to introduce
some changes in the way they work in the
regions, but they are not able to reach a
common conclusion due to obstacles like lack
of time, other pushing priorities, or
contradicting visions of what is the main
purpose of themselves as a team.
42

43. Pressing time
• A team of regional directors want to introduce
some changes in the way they work in the
regions, but they are not able to reach a
common conclusion due to obstacles like lack
of time, other pushing priorities, or
contradicting visions of what is the main
purpose of themselves as a team.
43
4 Team Coaching

44. New style
• A company has recently changed its owner,
and it impacts the management and
leadership style preferred in the org. The local
management team, however, stays resistant to
the proposed changes despite the efforts of
the new local director coming from the
headquarters.
44

45. New style
• A company has recently changed its owner,
and it impacts the management and
leadership style preferred in the org. The local
management team, however, stays resistant to
the proposed changes despite the efforts of
the new local director coming from the
headquarters.
45
4 Team Coaching
or Facilitation

46. Watch out for missing
the systemic perspective!
A sample example of an organisation which some
employees were „made to” relocate and adapt
to new conditions.
Coaching sessions were directed to just one middle
level manager. His emotional outbursts were treated
as an individual problem in the company.
This Client was, however, just one of many employees
who needed support and help.
46Artur Krupa, „knowhow”,nr 6.2011

47. AREAS OF APPLICATION
Coaching
47

48. Can you coach in…? Yes, sure! 
• Business
• Sales
• Executive
• Intercultural
• Performance
• Succession
• Career
• …
• Relationship
• Love
• Money (prosperity)
• Small business
• Entrepreneuership
• Personal wellbeing
• Spiritual
• Sex coaching
48
any experience would
help?

49. STRUCTURES
Coaching
49

50. INDIVIDUAL COACHING
50

51. STEP 1 STEP 2 STEP 3
DAYS
boss
boss boss
employee
employeeemployee
Boss makes research,
employee defines the goal
Agreeing
on details
First meeting, indicating
the area of work

52. STEP 3 STEP 4 STEP 5
boss
coach
employee
employee
coach
employee
First meeting,
ok to proceed
START:
tri-partite meeting
Agreeing
on details
boss

53. Coaching is a process!
53

54. TEAM COACHING
54

55. Team coaching process
55

56. GROUP COACHING
56

57. GROUP COACHING INDIVIDUAL COACHING
Support from others
Common implementation Individual actions
outcomeGroup coaching vs individual coaching
SYSTEMIC CHANGE INDIVIDUAL CHANGE
Support from coach
Sharing knowledge and inspiration
ConfidenceTrust
Individual work
Source: AfT Coaching Forum7, 100311

58. MANAGER AS A COACH
58

59. CLOSING
59

60. Grow with our best support!

61. Thank you!
Monika Chutnik
monika.chutnik@ettaconsult.eu
+48 888 099 551
ETTA Global Leadership Consulting
www.ettaconsult.eu
www.facebook.com/ettaGlobalLeadership

62. Explore the global leadership world
with us again!

64. BACKUP SLIDES
64

65. Coaching myths
(Jenny Rogers)
• There is a distinct border between coaching and therapy – There is no distinct border, it
is rather a matter of what we look for
• Client is fragile – Clients are tough, they choose themselves how they react
• Leadership coaching is just about work results – It’s always the complete human
being
• Change is easy – Real change is difficult
• Everyone can be a coach – Not everyone
• Coaching is for losers – Coaching works best with ambitious people
• Coaching is a ‘soft’ option for Clients – Coaching requires the Client to be really
adult
• Everyone is coachable – Not everyone is coachable
• It’s only about attentive listening – It’s about authenticity, full engagement into
the Client’s perspective, „dancing in the right moment”