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Why is effective coaching the key to organizational success
Coaching is essential for promoting creativity, performance, and employee retention in organizations by enabling effective responses to the continuous changes in the business environment. Successful coaching requires specific skills such as empathy, communication, and problem-solving, and it differs from traditional management styles by focusing on employee development rather than merely controlling performance. The document outlines various coaching principles, models, and the characteristics of effective coaching aimed at maximizing individual and organizational success.
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Why is effective coaching the key to organizational success
- 1. Coaching Promotes Creativity,Breakthrough Performance And Resilience, Giving Organizations A Competitive Edge And An Effective Way To Flow And Operate Within An Environment Of Continuous Change. Successful Organizations Like Hewlett Packard, IBM, MCI And Others Have Recognized That Managers Must Be Able To Coach Their Employees And Each Other, And Have Included Coaching In Their Management/Leadership Development. Coaching Has Been Identified By These Organizations As A Critical Leadership And Management Competency. Organizations Are Discovering That The Traditional “Command And Control” Style Of Management Is No Longer Effective In Today’s Environment, Which Requires Rapid Response, Leveraged Creativity, Resilience, And Individual Effort And Performance In Order To Remain Competitive. 1
- 2. 2 Retention is critical,and coaching supports employee career/professional development and satisfaction, which keeps valued employees. Employees who are coached to performance rather than managed to performance are more committed to and invested in the outcomes of their work and achievement of organizational goals. Successful organizations have also discovered that on-going training of the workforce is necessary to remain competitive. However, without coaching, training loses its effectiveness rapidly, and often fails to achieve the lasting behavioral changes needed. While training is an “event”, coaching is a process, which is a valuable next step to training to insure that the new knowledge imparted, actually becomes learned behavior
- 3. 3 Today the natureof business is completely different from a generation ago. Organizations are more decentralized There are fewer management levels in organization Employees are becoming more empowered Old career patterns doesn’t exist Competition and globalization have increased Innovation and rapid response to market place changes can be key to success Change is rapid and continuous Increasingly, new technologies and work processes are being adopted In general, work pressures are greater than ever
- 4. WHAT MAKES AGOOD COACH? 4 The key skills of being a good coach are: Building rapport Empathy Listening skills Communication skills and overcoming resistance Understanding human behavior Problem-solving and negotiating skills Forward thinking and proactive Flexible, yet consistent Enthusiasm and commit- ment to the individual
- 5. CHARACTERISTICS OF GOODCOACH 5 Coaching Positive Supportive Goal Oriented Focused Observant
- 6. CHARACTERISTICS OF GOODCOACH 6 Positive • Coach job is not correcting mistakes, finding fault and assessing blame • Instead, a coach function is achieving productivity goals, by coaching his/her staff to peak performance Supportive • Coach need to get workers what they need to do their job well, including tools, time, instruction, answers to questions, and protection from outside inference Goal oriented • Base your assignments on clear, definable goals • Tie specific tasks to these goals • Communicate those goals to the people who actually have to do the work
- 7. CHARACTERISTICS OF GOODCOACH 7 Focused • Effective communication is specific and focused • Coaches are far more likely to get action of that employee leaves the office focused on resolving an issue at hand Observant • Being observant means more than just keeping your eyes and ears open • Coaches need to be aware of what is not said as well as what is. If coaches are paying attention, they no need to wait for somebody to tell about a problem
- 8. PERSONAL QUALITIES OFA COACH 8 To become a good coach there are some personal qualities which he/she will require. Those are Analyze the change in mood and body language Should be good in observing Should maintain confidentiality wherever required Warm and confidence-inspiring personality Should not show bias while dealing with people Willing to spend time and energy to learn coaching skills
- 9. PRINCIPLES OF COACHING 9 Thereare 5 key principles of coaching. They are: Build Self Esteem Validate Understanding Generate Options Inspire Action Recognize Results
- 10. CHARACTERISTICS OF COACHING 10 Coachingtries to maximize the staff in an organization. Good coaching and management have some features in common. They are: Challenging way of thinking Getting employees to get involved in new experiences Eager to learn Welcoming new ideas Making time available Enthusiasm
- 11. WHAT ARE COACHINGSKILLS? (1/2) 11 • There are number of approaches to coaching. • At present, these include Transpersonal, Solution Focused Coaching, Cognitive-Behavioral and Co-Active. • Although many individuals train as professional coaches, with a number of courses, being university accredited starting from basic certificated training through to that of PhD, the basic skills of coaching are now often taught to managers in the form of two to four day training programmes. • Few decades back managers were allowed to undergo “counseling” session. However, the term ‘counseling’ was often felt to be an inappropriate one as it tended to suggest that those who would benefit from such interventions, were linked to the needs of a clinical population. • The term coaching has none of these negative connotations and is regarded as a way of helping individuals to maximize their performance.
- 12. Coaching is abusiness. You need to sell yourself, schedule your time, invoice clients, pay taxes and so on. This need not be complex for a business of one person. Running your business Integrity It is the duty of the coach to keep the deep and dark secrets within them and they should not share this even with their life partner Resilience As a coach you have to control your emotions. There will be more negative aspects than positive things sometimes. Insight Whilst connecting with others, you also need to be able to stand back and look critically at them, seeing their inner issues and the way forward for them. WHAT ARE COACHING SKILLS? (2/2) 12 Empathy To be a good coach, you should have a good rapport and connect to other people at a personal level.
- 13. MYTHS AND REALITIES 13 Reality:Coaching is for winners who seek to go to the next level Myth : Coaching is for losers, a last-grasp effort before being shown the door Reality: Coaching is about an impossible future and changing your life Myth: Coaching is about filing leadership behaviour gaps Reality: Coaching integrates leadership development and results Myth: Coaching is a separate leadership development activity
- 14. MYTHS AND REALITIES 14 Reality:The Coaching is like a sports coach on the playing field, doing whatever it takes to win Myth : The Coach is a Process Consultant who ask questions from a distance Reality: Coaching requires continuous, but not continual communication Myth: Coaching is an activity that happens in annual reviews
- 15. CATALYTIC COACHING CONVERSATIONS 15 Creatingan extraordinary coaching relationship Declare impossible future Declare possible outcomes Formulation Provide 360-degree leadership feedback Mount a successful change insurgency Monitor successful change on a regular basis and give feedback Concentration
- 16. CATALYTIC COACHING CONVERSATIONS 16 Createa source document and winning game plan Build a team of talented A players Instill winning game plan for each individual in a team Momentum ive Executive Time Management: You = Your calendar Executive catalytic breakthrough projects Be a coach and mentor: Leader as coach Breakthrough
- 17. CATALYTIC COACHING CONVERSATIONS 17 Makea great decisions and judgment calls Focus on the scoreboard Executive Life Coaching: non-financial wealth Sustainability
- 18. THE SEVEN MASTERFULCOACHING ‘COME FROMS’ 18 1 A Masterful Coach stands totally committed to the person being coached 2 A Masterful Coach stands in people’s greatness even when they fall from it 3 A Masterful Coach comes from getting people to work backward from a vision versus foreard from the part 4 A Masterful Coach speak from his or her stand versus reactions, never belittle 5 A Masterful Coach focuses in what is missing (the solution), not what is wrong (the problem) 6 A Masterful Coach is committed to honest feedback needed for growth and learning 7 A Masterful Coach comes from the view that anything is possible, every situation is transformable, and the actions are up to you
- 19. OPPORTUNITIES FOR COACHING 19 1 2 Excessiveerrors 3 Missing deadlines 4 5
- 20. 5-PHASES OF BREAKTHROUGH 20 ACoach alters his or her approach in moving from one phase to the next Formulation Concen- tration Momentum Break- through Sustain- ability Engage and inquire into impossible goals, plans, leadership and business challenges Launch an initiative, a wow project, or rapid phototype, and keep going in the absence of results Create a widening circle of small successes Build on success by scaling up Set up business process; intituitionalize gains
- 21. SOCIAL GREASE VERSUSCOACHING COMMUNICATION 21 Help and Support Give approval and praise to others. Tell others what you believe will make them feel good about themselves. Reduce their feelings of heart by telling them how much you care, and, if possible, agree with them that others acted improperly Increase other people capacity to confront their own ideas, create a window into their own ind, and face their unsurfaced assumptions, biases and tears by acting in these ways towards other people Respect for Others Defer to other people, and do not confront their reasoning or actions Attribute to other people a high capacity for self-reflection and self- examination without becoming so upset that they lose their effectiveness and sense of self- responsibility and choice. Test this attribution
- 22. A COACH ISA THINKING PARTNER 22 1. What unintented results are you getting? Good questions to ask are: 2. How are you contributing to the unintented results? 3. How are you looking at the things now? 4. How do you need to look at things differently? 5. How could you look at the problem or solution in a different way? 6. Where are you stuck in an old pattern? 7. How do you need to shift your way of being, thinking, or behaving?
- 23. Generate Options Explore Reality COACHINGMODELS – GROW MODEL 23 One of the models named ‘The GROW model’ was developed by Sir John Whitmore for developing coaching skills for Managers. The GROW (goals, reality, options, wrap up) model provides structure for coaching discussions with more experienced learners. For less experienced learners, the process can be time consuming and often too complex. The GROW model has 4 clear stages Establish Goals Agree action Wrap up
- 24. COACHING MODELS –THE 7-STEP PROBLEM- SOLVING MODEL 24 The seven-step problem-solving sequence and accompanying questions that people can ask themselves at each step: Steps Actions Evaluation Which plans and strategies worked and amending our action plans7 Problem identification Analyze the problem and challenge1 Goal selection What do I want to achieve?2 Generation of alternatives What can I do to achieve my goal?3 Consideration of the consequences Discuss the pros and cons4 Decision making What am I going to do?5 Implementation Time to do it!6
- 25. COACHING MODELS –SHORTER MODELS 25 For instance, there are 2 models namely – STIR and PIE models Select a problem Target a solution Implement a solution Review outcome Problem definition Implement a solution Evaluate outcome The shorter models of problem-solving helps the manager to solve problems quickly. These models are used for rapid processing of a problem. These models provide the structure for coaching to take place, and once the process is understood, the manager is then provided with the basic coaching skills that he or she will require in order to make the coaching effective.
- 26. A PUSH VERSUSPULL APPROACH TO COACHING/ LEADERSHIP DEVELOPMENT 26 Push Programs Pull Programs
- 27. FORMAL AND INFORMALCOACHING 27 Informal coachingFormal coaching Most of the conversation in 'coaching mode' Manager can switch from coaching mode to other management styles Used explicitly Used explicitly or implicitly Scheduled appointments Normal day-to-day conversations Programme with beginning and end Ongoing process, a style of management
- 28. TRADITIONAL VS. COACHING-BASED ORGANIZATION 28 Traditionalorganization Coaching-based organization Loses best employee Attracts and keeps quality people Hierarchical Decentralized Top-down management Empowered staff Command and control Collaborative Rigid and inflexible Innovative Learning is stifled Learning is encouraged Risk-averse Entrepreneurial Annual performance appraisals Ongoing performance assessment Training via courses Training via coaching Resists change Responds quickly to change
- 29. ELEMENTS OF GOODCOACHING SESSION 29 Establish a purpose Establish ground rules Keep focused Develop a dialogue Speak clearly Discuss one specific issue
- 30. ELEMENTS OF GOODCOACHING SESSION 30 Establish a purpose • Have a clear purpose at the beginning of coaching session will enable you to conduct focused and productive discussion Establish ground rules • As with any meeting, you and your employee need to have a common understanding of certain factors like time and roles Keep focused • Avoid making ‘noise’ – anything that distracts from the atmosphere • Do not look at your desktop or PDA • Do not touch your papers • Do not answer telephone/mobile
- 31. ELEMENTS OF GOODCOACHING SESSION 31 Develop dialogue • Do not launch into a monolog • If you are coaching effectively, your employee should probably do most of the talking Speak clearly • Use the simplest, most common terms • Avoid the jargon • Ensure to pass specific, short and clear message • Use the known to explain the unknown • Define the issue and limit the discussion to something manageable • You need to resolve specific concern right away, though you get other chances to discuss other concerns Discuss one specific issue
- 32. 32 Business goals BECOMING A NEWMANAGER TIME MANAGEMENT PERSONAL GROWTH DEALING WITH CHANGE IN THE ORGANIZATION
- 33. THE COACHING SESSION– 7 STEP APPROACH 33 Set the ground rules – time, place, duration, frequency, process etc. Create a supportive and safe environment – establish rapport Agree on the goals and objectives Analyze the current situation and come to an agreement on key issues or any problems at hand Devise an action plan Gain a commitment from the individual to the action plan Monitor the situation and provide feedback
- 34. KEY LEARNING'S FROMCOACHING 34 Coaching is the most effective way to develop your staff/employees Coaching is the key to managing multiple priorities Coaching leads to improved employee performance, which leads to increased productivity and bottom-line results Coaching increases employees’ self- esteem and job satisfaction
- 35. BENEFITS OF COACHING 35 •Receive personalized, one-to-one support focusing on individual strengths and weaknesses • Be able to ask questions, express a views and voice concerns in a safe environment • Have a sounding board for new ideas and suggestions • Deal with specific problems or a general lack of confidence • Identify personal and organizational goals and the steps needed to realises them • Manage their career and personal development • Work on shortcomings or problems in a non-judgmental settings • Feel valued and trusted in the organization, also get more involved
- 36. RESPONSIBILITIES OF THECOACH 36 The first rule of coaching is that it is a collaborative process and the coach’s job is to act as a facilitator. The coach cannot end up solving the individual’s problems at all time. But in general a coach should do the following Be adept to problem-solving Be able to build rapport with others Be honestly interested in the individual Listen and be seen to listen very well Be patient, supportive and enthusiastic Have sound communication and negotiating skills
- 37. MEASURING SUCCESS 37 What isthe client doing well? How could they improve? What suggestions do you have for their future? The executive coach is vested with the duty of the whole coaching project. It is his/her responsibility to take surveys, interviews to gather initial and continuous feedback. The following questions are considered important for measuring success The coach has to probe for specific comments or answers if the reply given by the client is general. The person conducting the interview will take careful, verbatim notes of all comments and suggestions.
- 38. BARRIERS TO EFFECTIVECOACHING 38 Setting a benchmark which is unrealistic to achieve Mismatch between the coaches and the audiences The unclear role boundaries between the role of manager and coach No proper support from the management Bitterness from those people who are not selected in the program due to bias shown by the management
- 39. COACHING QUALITY –COACHING FEEDBACK SESSION 39 There are certain key points which has to be considered to analyze the quality of coaching Define what a good job looks like Provide Coaching & Training Measuring Success Feedback loop
- 40. THINGS I DO 40 •I Stand totally committed to the person I am coaching • I Invite people to discover their own greatness and play a bigger game • I Reset people’s mind-set. Make sure they understand the Masterful Coaching paradigm • Make sure people have something personally at stake in the goal • Imagine an extraordinary relationship; define my 100 percent and my coachee’s 100 percent • Get coaching on the calendar with a monthly meeting and a regular coaching call • If the chemistry is not good, suggest another coach • If the person does not have big goals and enough at stake, I backoff because I coach Kings! • I Do not pretend things are better from they really are; I discuss the undiscussable
- 41. 41 1 2 One one one Coaching 3 TeamBuilding 4 5
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