This document outlines the fundamentals of coaching, including key models and skills. It discusses coaching principles like listening, paraphrasing, empathy and the TGROW model. It explores psychological dimensions of coaching like the inner and outer dimensions of performance. Difficult conversations are examined using models like Johari Window, SBI, and the Fierce Model. The document provides references on coaching classics like The Inner Game of Tennis and Fierce Conversations. Overall it serves as a framework for applying a structured coaching approach to improve employee performance through development of core coaching skills.

1. The Fundamentals of Coaching
Glenmore Global Resources
People | Performance | Values | Culture
Prabhash Hettiarachchi, ACC

2. Learning Objectives
• Apply a structured approach of Coaching using powerful but simple & practical
models to improve employee performance and morale resulting enhanced
business results
• Practice difficult but essential conversations need to happen in day-to-day life to
achieve success at work & in life by using techniques that make those more
meaningful
• Develop effective communication skills
• Learn to give feedback in a more professional & an impactful manner

3. .
Coaching with
Feedback
Psychological
Dimensions
of Coaching
Coaching
Skills
Coaching
Principles
Listening
.
Paraphrasing&
Summarizing
Empathy
T – GROW Model
6 Box model
Identify barriers to individual performance
Coaching
Interference
(Self 1 & Self 2 -Inner
Game of Tennis)
Honest &
Difficult
Conversations
The Fundamentals of Coaching - Framework
JohariWindow
SBI
.
FierceModel

4. Coaching, Mentoring & Counselling
Learning Method: Coaching Mentoring Counselling
The Question: How? What? Why?
The Focus: The present The future The past
Aim: Improving skills
Developing and committing
to learning goals
Overcoming psychological
barriers
Objective: Raising competence Opening horizons
Building self-
understanding
The differences between these various 'learning methods' can be summarized as:
Based on the work of: Clutterbuck, D. & Schneider, S. (1998)

5. Definition of Coaching - ICF
Partnering with clients in a thought-provoking and creative process that inspires
them to maximize their personal and professional potential.
ICF – International Coach Federation

6. Why do leaders spend time on Coaching ?
Source : HBR, Joseph R. Weintraub & James M. Hunt
1. They see coaching as an
essential tool for achieving
business goals
2. They enjoy helping people
develop
3. They are curious
4. They are interested in
establishing connections
https://hbr.org/2015/05/4-reasons-managers-should-spend-more-time-on-coaching

7. TGROW
Topic :
Decide on subject
for discussion
Goal :
Agree on
measurable
outcome
Reality :
Describe
current
situation,
uncover real
issues
Options :
Draw out all
possible
solutions,
select
preferred
solutions
Wrap-up :
Discuss possible
implications /
obstacles.
Commit to action.
Identify support.
Check goal
achievement
From Alexander and Renshaw (2005)

9. Coaching Principles

10. Spectrum
of
Coaching
Skills
From Effective Coaching, Myles Downey (1999) Texere

11. Deep listening at 3 levels
1. Head Level
Listen to key facts and story;
- Key ideas
- Thoughts
- Perspectives
2. Heart level
Listen to the Heart;
- Feelings
- Emotions
- Energy levels
3. Will & Determination
Listen to the “feet”;
- Direction
- Motivation
- Feedback

12. Blocks to Listening

13. Paraphrasing & Summarising

14. Empathy

15. Psychological
Dimensions of
Coaching

16. Outer and Inner dimensions
Job description
Deadlines
Places Role
Money
People Events
Relationships
Colleagues
External Landscape
Images
Dreams
Thoughts
Voices
Memories
Beliefs
Emotions / feelings
Hopes
Desires
Conflicts
Physical sensations
Psychological defenses / self protection
Internal Landscape

17. Self 1 and Self 2

18. The Performance Formula
Performance InterferencePotential

19. Coaching the Interference
Instructions

20. 20
The Elements of NLP

21. Coaching with feedback

22. Why is feedback important?
All leaders need feedback to be able to grow and develop
The higher you are in the organization, the less likely you will receive honest and
open feedback. That is very DANGEROUS!

23. The Johari Window
Managing information about YOU and perceptions of you as a Leader
This model was created by psychologists Joseph Luft (1916–2014) and Harrington Ingham (1916–1995) in 1955
The Power of Awareness

24. The Competence Cycle Model of Learning
Coaches need to identify the stage at
which an individual is at to use the right
sort of language to help them move to the
next stage. After all, it’s difficult to try to
improve a skill if you don’t know that you
lack it

25. With difficult conversations we mean the following :
A conversation that has the
following elements;
- High risk
- Different points of view
- Uncertainty
- History of baggage
- Strong emotions
It is not about just giving some feedback or giving a difficult message !

26. The Fierce Model
• What type of issues or situations have you found lead to difficult
situations in the work place ?
• What are some factors that can make conversation difficult ?

27. Giving Feedback using SBI
Main Source

28. How to give feedback
SBI Model
Source : Centre for Creative Leadership (CCL)

29. .
Coaching with
Feedback
Psychological
Dimensions
of Coaching
Coaching
Skills
Coaching
Principles
Listening
.
Paraphrasing&
Summarizing
Empathy
T – GROW Model
6 Box model
Identify barriers to individual performance
Coaching
Interference
(Self 1 & Self 2 -Inner
Game of Tennis)
Honest &
Difficult
Conversations
Reflection : Our Framework
JohariWindow
SBI
.
FierceModel

31. References
The Inner Game of Tennis by Timothy Gallwey
Fierce Conversations by Susan Scott
Dominic Miles

32. Glenmore Global Resources
People | Performance | Values | Culture