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QNB015 - Level 1 - Certified Peer Coach

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Red Rock International

on 7 May 2018

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Transcript of QNB015 - Level 1 - Certified Peer Coach

Increasing stress
Inability to change
Poor self
QNB Coaching & Mentoring - level 1 - Certified Peer Coach
Red Rock International
May 2018 Doha
Day 1
Learning Objectives
Our backgrounds
Thank you from.....
Robert Landon
Miriam Ashley

Red Rock International
Our Customers
Immersive Training
Course requirements
Attending both days of training
Carefully complete the PWA before Sunday 13th May
Why use coaching?
Change Over Review
In groups:

What was good about the communication you received?
What could have been better?
Key learning for better communication during the exercise
When to use peer coaching
In groups:

What barriers limit development and performance at the bank?

How can peer coaching help to improve the bank's performance?
Cube Application
Complete work book section, page 9
What are some of the challenges my team faces?
Good ideas for solving them
Your contribution:

Giving ideas
Refining the ideas
Pushing for action
Getting the team involved
Day 1
Day 2
Introduction to leadership
Building team spirit
Coaching to improve individual performance
Removing barriers to the transfer of skills
Talking Heads
Identifying the key issues to be addressed
Reviewing their effectiveness in improving performance
Practising those actions
Building an action plan
Barriers to performance
One coach
One coachee
One observer with observation sheet
Groups of three
5 minutes to coach
5 minutes to feedback
Swap around
Three skills:

1. Build relationships and trust

2. Listen well

3. Ask the right questions
Asking the right questions
Coaching wheel
Talking Heads 1
Customer service coaching opportunity
Observe the sketch
After the sketch there will be a coaching exercise
Split into pairs
One person be the customer service Employee (Miriam) from the sketch
The other person be his manager
The manager needs to coach the Customer Service Person to help him improve his customer service skills
You have 5 minutes, then swap round.
Good luck!
If you were the employee, what did the manager do that helped you?
If you were the manager, what did you do that worked well?
Thinking about the sketch:

What could Miriam have done to make the customer experience better for Linda?
Your turn:
Why is coaching powerful?
Who can coach?
Why should I coach?
The nuts and bolts
Talking heads 2 review
What worked well?
Use for step 2...
Talking Heads 3
Talking heads 3 feedback
What worked well?
Talking heads 3 demonstration
Your manager on more than one occasion has pointed out that your attention to detail is below the standard expected for the department. You do understand the issue but find it difficult to do anything about. You've never considered yourself a detail person and find the whole concept a bit tedious. You've decided to ask your manager for some help as you realise it is beginning to be an issue.
One of your employees consistently makes more mistakes in his administrative role than anyone else in the team. In his last performance appraisal it was brought up and you offered to give the employee some coaching should he want it. He has decided to take up the offer and is coming to talk to you.
Three skills:

1. Build relationships and trust

2. Listen well

3. Ask the right questions
Peer Coaching Review
The Road Block Principle
Own the problems
The Bank Accelerator
The Mine Field
Day 2
What do I do?

What experience do I have with coaching?

What do I want to develop on the course?

Building Relationships
Trust Bank
Putting the other person first
Straightforward and honest
Being open about fears and failures
Use non-verbal messages
Learn cues & use invitations
Clarify what has been said
Leadership Review
Stages of team development
Get to know one another, exchange some personal information
Different ideas and personalities compete
Team works to one goal and plan. Most members take part and have ambition for success
Team works smoothly and produces excellent results
How to make the course work well for you?
What can you all do to get the most from it?

What can we do as facilitators to help?

Good principles for a
to follow
If you don't know what your barriers are, it's impossible to figure out how to tear them down."
Tell me, and I will forget.
Show me, and I may remember.
Involve me, and I will understand.

Xun Zi, philosopher

giving advice
asking questions
sharing expertise
encouraging self-discovery
Sort the sentences as a group
As a team, try to coach Miriam using only questions.
Miriam is going to her first meeting with one of the bank’s biggest clients.

She is nervous and you are worried that she might do badly.
Give coaching to help her work out what she can do to relax and prepare.
Work in pairs.

Person A coaches person B using the coaching, helping them develop a plan to improve their coaching.

Person B can give feedback on the coaching.
Full transcript