This document provides guidance on managing the coaching process and developing effective coaching skills. It discusses establishing a coaching relationship based on collaboration rather than criticism. The key aspects of coaching include listening more than talking, asking open-ended questions, focusing on the employee's critical thinking and initiative rather than solving their problems, and providing feedback by first acknowledging what is going well and then suggesting areas for improvement. Creating psychological safety for employees by framing work as a learning process and acknowledging fallibility is important. The goal of coaching is behavioral change through voluntary means, requiring skills similar to good management.

1. Manage the Coaching Process...how it’s done!
Is YOUR
employee
ready?
Am I ready
to coach?
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2. How is that the same or different
from what you’ve tried before?
Should we MANAGE …
The employee is developing and owning their critical thinking skills.
The boss isn’t getting sucked into every little employee problem = reverse delegation.
The employee is learning how to take initiative and be proactive.
= help the employee discover a
solution that may be different than
ours
= jump in and solve it ourselves
… or should we COACH?
Let me call them directly and get
them straightened out.”
Tell me about what steps you’ve
taken so far?
What are you thinking about
doing next?
Pro’s:
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3. Establish a coaching relationship:
Turn Coaching into Collaboration
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Baby STEPS
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4. OBSERVE
ENCOURAGE REFLECTION
SHARE YOUR THOUGHTS
90%
That’s how much
of the talking an
employee should
do in a coaching
conversation.
Listen More
Talk Less
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3
4
Baby STEPS
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5. brain-friendly
The Better Way To Give Feedback…
Tell the other person: "What I like about this is . .
." Give meaningful, specific examples of what you like,
and explain why you like them. Aim for as many
concrete positive points as you can. Don’t rush.
Then say: "What would make me like it even
more is . . ."
“Be at least as
concrete and
forthcoming in
your praiseas
you are in your
criticism.”
to Receive feedback…
"First of all, can you tell me exactly
what you liked and why?" I said. "It’s
important for me to learn from that. I
want to know what I should keep doing,
or do more of.
Then you can tell me what would
make you like it even more!"
Source:: http://www.fastcompany.com/
and
feedback
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6. http://uk.businessinsider.com/
Psychological safety
= a shared belief that the team is safe for interpersonal risk taking.
How can YOU create psychological safety in the organization?
✓ Frame work as learning problems, as opposed to execution problems:
"We've never been here before; we can't know what will happen; we've got
to have everybody's brains and voices in the game."
✓ Acknowledge your own fallibility:
"I may miss something - I need to hear from you."
✓ Model curiosity by asking a lot of questions:
Team members need to generate answers.
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“it's ok to
take some
risks”

7. http://uk.businessinsider.com/
"learning zone" = high-performance zone = allow for
questions and discussions and also hold their
employees accountable for excellence
"anxiety zone" = low-performance zone = only hold
their employees accountable for excellence without
creating psychological safety
"comfort zone" = unknown-performance zone = only
create psychological safety without holding their
employees accountable for excellence
“A combination of psychological safety and accountability is vital for teams
to achieve their full potential.”
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Psychological safety

8. Push Employees to the Edge of Their Comfort Zones
Stay goal-focused
Establish accountability
Create a coaching action plan
Follow up
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Baby STEPS

9. Highlights
● Good coaching is simply good management.
● Behavioral change is possible only when it is
voluntary.
● Becoming an effective coach requires
introspection.
endurance
faith
vigilance
self-discipline
“Good coaching is simply good management. It
requires many of the same skills that are critical to
effective management.
Similarly, the goal of coaching is the goal of good
management”.
The Executive as Coach
CHANGE
Simple techniques for coaching meetings:
✓ Practice active listening.
✓ Support learning through action and reflection.
✓ Move from easy to hard.
✓ Set microgoals.
✓ Use tape delay.
✓ Practice script writing and role-playing.
✓ Set up relationship-repair meetings.
✓ Encourage more positive feedback. 9

10. Be A Better Listener“we have 1mouth
for talking but 2
ears for listening”
1 in 4
corporate leaders
has a listening
deficit
Sursa: http://www.forbes.com/
Sursa: https://hbr.org/
2months after
listening to a talk, the
average listener will
remember only about
25%of what was
said.
“after we have
barely learned
something, we tend
to forget from
½ to ⅓ of it
within 8hours”
Gap in Training
formal reading
the primary medium of
learning
Low to almost none attention to speaking
and listeningskills
“listening is a skill that can be taught”
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11. ✓ Put yourself in
someone else’s shoes.
✓ Don’t be in a rush.
✓ “Listen between the lines.”
✓ Focus on remembering
the central idea, not all
the facts.
✓ Beware of your emotional
filters.
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12. NONVERBAL!
Body language
Closed = arms or legs crossed,
shoulders hunched or turned
away from you
Open = sits at ease—hands visible,
shoulders relaxed
Engagement level
People who are interested in a
dialogue tend to find ways to move
closer to one another.
Slouching, leaning away, or failure
to make eye contact may indicate
distraction or disagreement.
Body language allied or
opposed
People who are allied in common
purpose tend to adopt the same
body position.
Compare your employee's body
language with your own. Does the
person's body language suggest
agreement? Or opposition?
1 2 3
Attention
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13. Open-ended questions
How do you want to proceed?
What strikes you as important here?
What else?
Because?
Then what?
Closed-ended questions
Yes/ No answer
Useful for
confirming a
fact or getting a
status update
on something
Not usefull for
gaining insight
“Why” questions
Instead of… Reframe like this…
Why did you do that? What factors did you use to make your decision?
Why can’t you do this? What stands in your way right now?
Why did she get upset with you? What do you think influenced her?
Skillful
inquiry
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