COACHING SKILLS FOR MANAGERS AND LEADERS

? HOW WOULD YOU DESCRIBE YOUR MANAGER TRAINING AND DEVELOPMENT?

a. Ad-hoc at best b. Reactionary c. Foundational, but nothing on-going d. Plans are outlined, but not necessarily

aligned to biz goals e. Strategic and continuous

? WHAT IS YOUR MANAGERS BIGGEST CHALLENGE WHEN COACHING EMPLOYEES?

a. Building the relationship b. Identifying performance gaps c. Asking questions and problem solving d. Supporting and encouraging e. Driving results

WHAT WE HOPE YOU’LL LEARN:

How to adapt coaching and leadership styles

What is coaching – three key elements.

Coaching models – why they’re helpful why they’re not.

Why coaching is important for our employees and organization.

GREAT SPORTS COACHES

WHY COACHING SKILLS ARE IMPORTANT?

Organizations with senior leaders who coach effectively and frequently

IMPROVE BUSINESS RESULTS BY SOURCE: BERSIN BY DELOITTE

21%

MAJOR MANAGERIAL SKILLS GAPS

SOURCE: Bersin by Deloitte , Current Capabilities by Role, December 2011

4. Managing Change 5. Communications 6. Business Acumen

1. COACHING 2. Performance Appraisal 3. Developing Others

Coaching is a process that enables learning and development to occur and thus performance to improve. To be successful a Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are appropriate to the context in which the coaching takes place.

Eric Parsloe, The Manager as Coach and Mentor

WHAT IS COACHING?

Business Coaching

Executive Coaching

Career Coaching

Life Coaching

COACHING AND LEADERSHIP EN

CO

UR

AG

EMEN

T

EMPOWERMENT

DIRECTION AND ORDERS

FEEDBACK AND PRAISE

ROOKIE:

HiTell, LoPraise

CONTRIBUTOR:

HiTell, HiPraise

KEY PLAYER:

LoTell, HiPraise

CAPTAIN:

LoTell, LoPraise

SOURCE: Coaching

Skills: Leadership Styles

(Part 2 of 5), ej4

COACHING AND LEADERSHIP EN

CO

UR

AG

EMEN

T

EMPOWERMENT

ROOKIE:

HiTell, LoPraise

CONTRIBUTOR:

HiTell, HiPraise

KEY PLAYER:

LoTell, HiPraise

CAPTAIN:

LoTell, LoPraise

SOURCE: Coaching

Skills: Leadership Styles

(Part 2 of 5), ej4

FACTORS COACH COACHEE

Personalities Learning Preferences Distance and technology

Objectives Relative experience

Goals Reality Options

Will

Current Reality Ideal Gaps Action

Review

Contracting Listening Exploring

Action Review

Outcome Situation

Choices/Consequences Actions Review

Spot The Opportunity Tailor The Intervention

Explain The Task Encourage

Review

Clarify The Issue Open Up Resources

Agree The Preferred Future Create The Journey Head For Success

COACHING MODELS

COACHING MODELS

Help the coach assess current performance

Help develop a plan to close gaps or improve performance

Identify gaps or areas for performance improvement

How to deliver and act on the plan

Coaching is building one-on-one relationships and managing a process that result in specific improved performance in targeted areas.

SUCCESSFUL COACH

RELATIONSHIPS

PROCESS

IMPROVED PERFORMANCE

Today’s coaches must be multi-functional, and be equally competent as a manager, tactician, trainer, psychologist, physiologist, and sometimes even a counselor. You simply cannot coach the same way as you did ten, fifteen, or twenty years ago for a number of reasons.

Gary Curnee,

Professional Coach and Blogger

A

SUPERVISION AND

COMPLIANCE

ACHIEVEMENT OF

GOALS

MANAGER OBLIGATIONS

At any given time, a manager will function someplace on this continuum . . . .

A COACHING PROCESS

1. Positive approach

2. Future orientation

3. Two-way communication

4. Coach listens more than talks, employee

must be committed to frank discussion about

needs

5. Coach heavily invested in success of

employee

6. Commitment to continuous learning by BOTH

parties

7. Desire for improvement

COACHEE

ESSENTIAL TRAITS, BEHAVIORS AND SKILLS FOR COACHES

TRAITS • Positive • Future-oriented • Curious

BEHAVIORS • Continuous Learner • Outward Focus • Active, Engaged Listener

SKILLS • Collaboration • Learning Facilitator • Educator/Teacher

COACHES TOOLKIT

COMMUNICATION PERFORMANCE MANAGEMENT

BUSINESS ACUMEN EMOTIONAL

INTELLIGENCE

COACHES TOOLKIT

COMMUNICATION

1. Identify obstacles to

employee success

2. Find solutions or ways to

overcome obstacles

3. Establish agreed upon

definitions of success and

plan of action

4. Gain commitment and

engagement

KEY SKILLS • Active listening

• Learning to frame

and ask effective questions

• Courageous conversations

QUESTIONS A MANAGER SHOULD ASK 3

Does the employee have the capacity to perform?

Is the employee curious?

Does the employee have a positive attitude?

COACHES TOOLKIT

PERFORMANCE MANAGEMENT

1. Identify strengths and

weaknesses

2. Outline goals and

objectives

3. Understand how to

prioritize and capitalize on

strengths

4. Improve performance in

targeted areas

KEY SKILLS • Understand

employee engagement and motivation

• Goal setting

• Delegation

With each generation entering the workplace, a greater emphasis is placed on continual development as these new employees know that they are unlikely to stay more than a few years; …it’s about what they can develop and acquire to take to the next stop in the career journey. We know that effective leaders are one of the most important influences on levels of engagement.

Rebecca Ray, Employee Engagement in a VUCA World

COACHES TOOLKIT

BUSINESS ACUMEN

1. Professional level

understanding

2. Influencers and key

stakeholders

3. The decision-making

process

KEY SKILLS • Business

operations and functions

• Making decisions

• Industry knowledge

COACHES TOOLKIT

EMOTIONAL INTELLIGENCE

KEY SKILLS • Self awareness,

motivation and regulation

• Build effective relationships

1. Guide employees through

workplace conflicts and

difficult situations

2. Adaptability in a fast-

changed work world

3. Positive response to

diversity in thought and

culture

COACHING VS MENTORING

To be successful, a coach

requires a knowledge and

understanding of process as

well as the variety of styles,

SKILLS AND TECHNIQUES that

are appropriate to the

context in which the coaching

takes place.

Eric Parsloe,

The Manager as Coach

and Mentor

Mentoring is off-line help by

one person to another in

making significant transitions

in KNOWLEDGE, WORK OR

THINKING.

Clutterbuck, D & Megginson,

D, Mentoring Executives

and Directors

KEY TAKE-AWAYS

Coaching is a skill that should be developed and adapted based on the employees being coached.

Great coaches have key traits, skills and behaviors. We can improve the coaching skills of our managers through training and development.

Coaching is a relationship based on communication and a commitment to improvement

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Vice President of Marketing

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