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Enhancing coaching skills
How a coaching culture enhances Strategic Performance Management                                                          ...
We use a Coaching Framework-which applies to each manager and his team members..                             WHERE TO?    ...
..and deals with practical issues managersface on a daily basis Compass                             Mind set              ...
Implementation Options•   Four options are being suggested, with 1A and 1B being marginal variants. (please    see next fe...
Implementation Option 1A:Standard 2 day Corridor Coaching workshop in batches of 12-15 “Corridor Coaching” is a process of...
Implementation Option 1BModified coaching workshop with in-camera feedback- 3days        Corridor Coaching (Complete Optio...
Implementation option 2Building in-house facilitation skills for corridor coaching   Certify in-house resources for conduc...
Implementation option 3Use learning styles as ongoing methodology for managers                                            ...
Our Coordinates            Think Talent Services Private Limited                        619,6th floor                     ...
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Coaching culture

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Coaching culture

  1. 1. Enhancing coaching skills
  2. 2. How a coaching culture enhances Strategic Performance Management Strategic People Strategy Culture Performance ManagementStrategic performance management makes the connection between the strategy and the culture of an organization and its ability to manage employees’ performance to better impact on business performanceCreating a coaching culture supports this by helping managers understand this and gain basicskills to manage this linkage on a day to day basis with employees. It also enables a culture of sharing, learning and openness, improving employee engagement. Think Talent Services Confidential
  3. 3. We use a Coaching Framework-which applies to each manager and his team members.. WHERE TO? Where are you going? What is your direction? What is your strategy? HOW? WHY? How do you plan? What motivates you? How do you execute? What are your drivers? WHY NOT? What are your limiting beliefs, stoppers and difficulties? Think Talent Services Confidential 3
  4. 4. ..and deals with practical issues managersface on a daily basis Compass Mind set Examples of Organizational Situations Direction Leading for success 1. A team member with an unclear direction of career development It is part of my role as a manager to help or a situation which requires major decision making North my team members succeed and 2. On-boarding of a new team member contribute to the organization according 3. A team member who is not clear about desired results to their potential and greatness. Managing for high performance 1. A team member who lacks required skills West It is my responsibility as a manager 2. A team member who has challenges in planning and execution to coach my team members for a better performance 3. A team member with time management and productivity issues Leading beyond limits 1. A team member who complains regularly It is part of my role as a manager to South assist my team members to overcome 2. A team member who does not expand his/her responsibility difficulties and mental limits 3. A team member with difficulties in accepting changes Motivating and driving 1. A team member with low motivation East It is part of my role as a manager to keep 2. A team member with derailing behavior my team members motivated and driven 3. A team member who does not work according to team’s values Coaching Skill-set 3 Vectors of CO.M.P.ACT Role play & Pull- Push Ratio Questioning Effective Listening Feedback Model
  5. 5. Implementation Options• Four options are being suggested, with 1A and 1B being marginal variants. (please see next few slides for options)• All options would be preceded by a short organization diagnosis through interviews with select leaders, managers and employees.• All options would also be supported by an effectiveness check after 6 months, in collaboration with internal HR.• While options have been provided, adjustments could be made for further customization if required. Some customization would happen post the diagnosis.• Resources for delivery would be allocated based on final design and implementation dates. Think Talent Services Confidential 5
  6. 6. Implementation Option 1A:Standard 2 day Corridor Coaching workshop in batches of 12-15 “Corridor Coaching” is a process of coaching both formal and informal that a manager can offer to his team members. It can be a short process offered in casual settings such as in the corridor or in the cafeteria or as a pre-arranged organized process in the office or the meeting room. It provides an opportunity for managers to empower and support their team members, on a daily basis (not necessarily a full coaching process) to improve performance, achieve results, overcome “stuck situations”, unleash their talent, and express their greatness Workshop Benefits:  Managing others with coaching attitude and techniques, on a routine daily basis  Managing performance coaching sessions more effectively  Getting new perspectives on management and leadership  Assisting the development and growth of managers and employees in their organization  Acquiring updated tools and knowledge, approaches, skills and practice in organizational coaching 6 Think Talent Services Confidential
  7. 7. Implementation Option 1BModified coaching workshop with in-camera feedback- 3days Corridor Coaching (Complete Option 1A) The additional elements in this workshop ensure significantly enhanced learning. However, this is conducted in smaller Coaching with video playback on specific themes, groups (8-10) and to enhance learn by practice techniques. This requires prior would be followed by feedback from self, peers preparation of coaching and coach. cases, with involvement It uses the principles and methodologies of Group of HR/ Line managers Coaching prior to the program. Workshop Benefits:  All benefits of Corridor Coaching  Enhanced self awareness with respect to coaching & feedback and rigorous real time practice Think Talent Services Confidential 7
  8. 8. Implementation option 2Building in-house facilitation skills for corridor coaching Certify in-house resources for conducting coaching skills workshops for managers ( 2+ 3 days Train This option is a good the Trainer) option if there are in- house resources who can train managers on an ongoing basis. Dependence on external resources becomes Handhold and audit implementation for first limited (only training couple of workshops material needs to be procured). However, this requires prior facilitation Benefits: experience for the internal  All benefits of Corridor Coaching through in-house resources and brings resources limited width of external  Future scalability experience for managers. Think Talent Services Confidential 8
  9. 9. Implementation option 3Use learning styles as ongoing methodology for managers This option is a good option if there is a focus on creating Assess all managers on ‘learning styles inventory’ an ongoing learning and get an ‘organization and team profile’ + teach organization. The learning managers how to use learning styles for their styles assessments can also subordinates in coaching. help in other developmental processes and help managers and employees to plan own learning better. However, this requires at- least one internal resource to Run corridor coaching for all managers with one be certified on learning styles additional day on using learning styles (total 3 days inventory for ongoing support workshop) to managers. The organization develops a common language around Benefits: learning and can track it’s  All benefits of Corridor Coaching but managers can overall and team profiles on use in a much more focussed way for individuals an ongoing basis. Creates cultural shift around learning elements in the organisation. Think Talent Services Confidential 9
  10. 10. Our Coordinates Think Talent Services Private Limited 619,6th floor ILD Trade Centre Sector-47 Sohna Road Gurgaon 122001 www.thinktalentindia.com Think Talent Services Confidential 10

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