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The Tao of Coaching

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Short, example focused and practical coaching skills for leaders: a great book by Max Landsberg.

The Tao of Coaching

  1. 1. The TAO of Coaching by Max Landsberg … . it helped me connect my coaching skills to my job Vali Lalioti Coaching for a whole new mind
  2. 2. The Tao of Coaching : What did it give me? <ul><li>It helped me </li></ul><ul><ul><li>Connect my coaching skills to my day-to-day work </li></ul></ul><ul><ul><li>Use them more often through easy exercises </li></ul></ul><ul><ul><li>Go through my first coaching sessions with summary of tools and questions </li></ul></ul><ul><ul><li>And helped fellow managers to: </li></ul></ul><ul><ul><li>have the difficult conversations with staff and move their teams forward </li></ul></ul>
  3. 3. The Tao of Coaching : structure that makes it stick <ul><ul><li>Story and coaching example - to make it memorable </li></ul></ul><ul><ul><li>Summary of coaching skills and visual tool - to make it stick </li></ul></ul><ul><ul><li>Exercises to apply it immediately to your work - to learn by doing </li></ul></ul><ul><ul><li>Good sense of humor (cartoons are not the best though) - to want to read more </li></ul></ul><ul><ul><li>Short and up to the point (100 pages with 10 pages of appendices) - to consolidate learning </li></ul></ul>
  4. 4. The Tao of Coaching : Content - part 1 <ul><ul><li>Asking vs telling (coaching spectrum) </li></ul></ul><ul><ul><li>Eliciting feedback </li></ul></ul><ul><ul><li>Correcting common coaching myths (what coaching is not) </li></ul></ul><ul><ul><li>Giving feedback </li></ul></ul><ul><ul><li>Structure session (GrOW and set of coaching questions) </li></ul></ul><ul><ul><li>Diagnosing individual styles (Myers-Briggs) </li></ul></ul><ul><ul><li>Finding and avoiding your coaching blocks </li></ul></ul><ul><ul><li>Coaching in a hurry </li></ul></ul>
  5. 5. The Tao of Coaching : Content - part 2 <ul><ul><li>Others skill and will </li></ul></ul><ul><ul><li>Overcoming reluctance to being coached </li></ul></ul><ul><ul><li>Motivating </li></ul></ul><ul><ul><li>Cultural differences </li></ul></ul><ul><ul><li>Starting teams well </li></ul></ul><ul><ul><li>Coaching caveats </li></ul></ul><ul><ul><li>Giving feedback upwards </li></ul></ul><ul><ul><li>Mentoring </li></ul></ul><ul><ul><li>Reflect on coaching </li></ul></ul>
  6. 6. The Tao of Coaching : A sneak preview 1 <ul><li>Eliciting feedback </li></ul><ul><ul><ul><li>Choose “coach” for your topic that you trust (e.g. someone you manage for management skills or a member of audience for presentation skills) </li></ul></ul></ul><ul><ul><ul><li>Give your coach as much notice as possible, so that they can marshal relevant examples (e.g. feedback topics and frequency) </li></ul></ul></ul><ul><ul><ul><li>Take initiative in building a trusting relationship (volunteer areas you could improve, what motivates and demotivates you) </li></ul></ul></ul><ul><ul><ul><li>Receive feedback genuinely - avoid being defensive </li></ul></ul></ul><ul><ul><ul><li>Show your appreciation - let them know that they make a difference </li></ul></ul></ul><ul><ul><li>Exercise: identify two people from whom you would value feedback this week and ask for it </li></ul></ul>
  7. 7. The Tao of Coaching : A sneak preview 2 <ul><li>Giving feedback </li></ul><ul><ul><ul><li>A ctions - things the coachee is doing well or poorly </li></ul></ul></ul><ul><ul><ul><li>I mpact - the effect these actions are having </li></ul></ul></ul><ul><ul><ul><li>D esired outcome - the ways in which the coachee could do things more effectively </li></ul></ul></ul><ul><ul><li>Exercise: identify someone to whom you could provide useful feedback today and follow through </li></ul></ul><ul><ul><li>Giving feedback upwards </li></ul></ul><ul><ul><ul><li>Agree with your boss how you will handle upwards feedback </li></ul></ul></ul>
  8. 8. The Tao of Coaching : A sneak preview 3 <ul><li>Coaching block and ways around them </li></ul><ul><ul><ul><li>Not enough time to coach - agree when and how coaching is happening </li></ul></ul></ul><ul><ul><ul><li>Coachee won’t respond anyway - ask coachee how they would like to receive feedback </li></ul></ul></ul><ul><ul><ul><li>The task won’t suffer if I don’t coach - reassess your ability to become a true leader </li></ul></ul></ul><ul><ul><ul><li>I might hurt them - star where it is safe, someone good who could be great </li></ul></ul></ul><ul><ul><li>Exercise: think back to the last time you should have coached or given feedback. Why didn’t you? What would have made it easier for you? </li></ul></ul>
  9. 9. The Tao of Coaching : A sneak preview 4 <ul><li>Coaching in a hurry </li></ul><ul><ul><ul><li>Problem - ask coachee to describe current issue with specific examples and a small amount of relevant background </li></ul></ul></ul><ul><ul><ul><li>Ideal Outcome - how would things be is s/he has sorted the issue </li></ul></ul></ul><ul><ul><ul><li>Blocks - obstacles a) in the coachee b) in others c) in the situation </li></ul></ul></ul><ul><ul><ul><li>Brainstorm ways around these blocks and agree approach, actions and timing </li></ul></ul></ul><ul><ul><li>Exercise: try this on yourself. If it works, try it with the next person who asks for your advice. </li></ul></ul>

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