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Coaching Team
Dr. MAK Wai-ming, Mac
13 January 2020
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The Manager as a Coach
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What is Coaching?
■ “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.”
■ Timothy Gallwey
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The Coaching Relationship
■ Coach
■ Coachee/Client
■ Their relationship must be one of partnership in an endeavour, of trust, of safety and comfortable.
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Coaching is …
■ basically a conversation.
■ a means for learning and development.
■ guiding someone towards his or her goals.
■ the mutual sharing of experiences and opinions to create agreed-upon outcomes.
■ more about asking the right questions than providing the correct answers.
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Coaching is not …
■ being the expert or supervisor with all the answers.
■ directing someone to take actions to meet goals.
■ an opportunity to correct someone’s behaviors or actions.
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Bossing at the Back
BossCurrent
Performance
Desired
Performance
Focus on
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Coaching in Front
Current
Performance
Desired
Performance
Coach
Focus on
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The Boss vs The Coach
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Training with No Coaching
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Training with Coaching
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The Focus of Coaching
Future
Problems Opportunities
Past
Coaching
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The Coaching Process
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Obstacles to Performance
■ “If a coach can help a player to remove or reduce the internal obstacles to his or her performance, an unexpected natural ability will flow forth without the need for much technical input from the coach.”
■ Timothy Gallwey
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Coaching New Skills
UnconsciousIncompetent
UnconsciousCompetent
ConsciousIncompetent
ConsciousCompetent
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Performance Coaching
■ Context: Awareness and Responsibility
■ Skills: Observation, Questioning and Feedback
■ Sequence: The GROW Model
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The GROW Model
■ GOAL: What do you want?■ Establish the GOAL
■ REALITY: What is happening?
■ Check the REALITY
■ OPTIONS: What could you do?
■ Consider all OPTIONS
■ WILL: What will you do?
■ Confirm the WILL to act
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Coaching Team
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The Baseball Team
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Baseball in Action
■ Each player contributes to the game.■ The results are pooled for a total score.■ Interaction among players s is limited.■ Players are widely dispersed on the field.■ The basic unit is the individual.■ The basic method to improve the team is
improvement of individual competency, frequently through hiring new players.
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Coaching Baseball
■ Make sure everyone gets to bat.■ Help with strategy and resources.■ Decides the lineup, when to make substitutions.■ Pooled interdependence: players are relatively
independence of one another in completing their task.
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The Football Team
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Football in Action
■ Players are tightly huddled together and every player on the field is involved.
■ The basic unit is a small team (offense, defense).■ Overall performance is basically the unit’s
performance.■ If any player fails in the unit, the whole team will
fail.
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Coaching Football
■ Make clear the overall strategy.■ The team studies the opponents and practises to
combat the opponent’s strengths.■ Instructions for each player and job descriptions
are narrow.■ Sequential interdependence: the output of one
team player becomes the input to another.
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The Basketball Team
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Basketball in Action
■ The ball passes back and forth from one player to another.
■ Although individuals shoot and score, the individual cannot win the game without the whole team.
■ Every player is involved in offense, defense and transition; handles the ball and attempts to score.
■ The basic unit is the whole team.■ Improvement comes from developing individual
and team competency.
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Coaching Basketball
■ Be clear about vision.■ Share information with the whole team.■ The leader’s role is integrative.■ Cooperation and the ability to use each other’s
strengths are critical to the success.■ Reciprocal interdependence: players influence and
affect one another in reciprocal manner.
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Coaching in Action
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Effective Coach
■ Sets clear goals, objectives and priorities.
■ Observes behaviour and performance.
■ Provides immediate feedback.
■ Recognises winning performance.
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Performance vs Potential
Exceed
Performance
Meet
Performance
Below
Performance
High
Potential
Medium
Potential
Low
Potential
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A Skill Coaching Form
■ Skill to be improved: ________.
■ What do you mean by _______?
■ How could you improve that skill?
■ What are you going to do?
■ How will you know that you have achieved it?
■ Review date: ________
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Personal Development Plan
Actions required By when Reviewed by
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Attitudes to Work
■ Satisfaction:■ How much you like it here?■ Commitment:■ How much you want to improve performance?■ Engagement:■ How much you want to and actually do to improve
performance?
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Coaching in a Nutshell
■ “You cannot teach a person anything.
■ You can only help him discover it within himself.”
■ Galileo Galilei
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References
■ Kalinauckas, P. and King, H. (1994). Coaching:Realising the Potential, Institute of Personnel andDevelopment, London.
■ Salisbury, F.S. (1994). Developing Managers asCoach: A Trainer’s Guide, McGraw-Hill, London.
■ Whitmore, J. (1992). Coaching for Performance,Nicholas Brealey Publishing, London.
■ Pocket Mentor Series (2006). Coaching People,Harvard Business School Press, Boston.
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End of Session
■ Thank you.