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Introduction to Coaching for Managers

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by

Clint Rahe

on 16 September 2016

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Transcript of Introduction to Coaching for Managers

Introduction to Coaching for Managers
By Clint Rahe
//ICONS
vizualwizard.com // hello@vizualwizard.com // +351 912 807 385
//SEPARATE ELEMENTS
What is?
Communication
Rapport
Powerful Q's
Workplace
80%
70%
86%
Self
Confidence
+ Performance
+ Relationships
+ Communication
ROI
Crucial to
Strategy
51%
NEXT
Housekeeping
Learn the benefits of developing your team and helping employees build their skills in ways that transform and empower them to do more productive and engaging work.

Get hands on experience using a range of coaching techniques to hold effective conversations using the GROW model as the first step to enhance workplace performance in ACU.
Objectives
Learning starts with participation
cocktail
party
Introductions
Who?
Where?
How Long?
What is coaching to you?
why?
Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them. – (Whitmore 2009).
The ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.
Role
Qualities
C – Create trust and rapport
O – Observe and assess
A – Ask powerful questions and listen
C – Challenge and give feedback
H – Hold accountable
Manager
Counsellor
Consultant
Coach
Benefits
S
M
A
R
T

Goals
Revised
Specific
Use the 6 "W" questions to set a specific goal:

Who
is involved in completing the goal?
What
exactly do I need to accomplish?
Where
will the work take place?
When
will the goal be completed?
Which
resources do I need?
Why
is the task important?
Measurable
You should create a method for measuring your progress towards the goal. Seeing the progress visually makes the goal appear much more attainable. Make sure you include:

A simple way to log and view progress.
Indicators of progress that are quantifiable.
A clear way to see when the goal is accomplished.
Achievable
Review the goal you set to see if it is achievable in the time you have allotted. Setting a goal that you cannot accomplish is pointless and bad for morale. You should review:

If the time set for completion is reasonable considering all other tasks you currently have.
If you have the required skills and information to accomplish the task.
Relevant
Decide if the goal is relevant to your work and the company as a whole. A relevant task is more likely to be a higher priority to anyone you ask for assistance. You need to decide:

If this is the right time for the task.
If you are the right person to undertake the task.
If the task is useful considering the other work underway at the moment in your own department as well as others.
Results Focused
Set a realistic time frame for completing a task because:

Too short a window, makes it likely you will fail to complete the task and lose motivation.
Too long a window make it hard to gain momentum.
A commitment to a due-date can focus the teams efforts.
Timely
Goal Setting Facts
Harvard Business Study 2012
14% have a plan in mind, but are unwritten goals
3% with written goals are 3 times more successful than the 14% with unwritten goals.
83% of the population do not have goals
3% have goals written down
14% who have goals are 10 times more successful than those without goals.
People like people who are like themselves
How they would like to be
Rapport is created by a feeling of commonality
Respect
Match Behaviour
Match Words
Match Thinking
Noise
Communication Model
Sender encodes the message
Channel carries the message
Receiver understanding the message
Feedback travels to sender
Possible additional feedback to receiver
Receiver decodes the message
Physical
Psychological
Distraction
Interference
Perception
Experience
Model of the world
Noise
Communication Model
Sender encodes the message
Channel carries the message
Receiver understanding the message
Feedback travels to sender
Possible additional feedback to receiver
Receiver decodes the message
Physical
Psychological
Distraction
Interference
Perception
Experience
Model of the world
What are the options?
G.R.O.W.
Model
G - Goal
What do you want to achieve?
R - Reality
What is happening at the moment
W - Will /
Way Forward
What are the next steps/actions
O - Options
1. Establish the Goal

Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound.
When doing this, it's useful to ask questions like:

How will you know that your team member has achieved this goal?
How will you know that the problem or issue is solved?
Does this goal fit with his/her overall career objectives?
And does it fit with the team's objectives?
Examine the Current Reality

Useful coaching questions in this step include the following:

What is happening now (what, who, when, and how often)?
What is the effect or result of this?
Have you already taken any steps towards your goal?
Does this goal conflict with any other goals or objectives?

Explore the Options

Typical questions that you can use to explore options are as follows:

What else could you do?
What if this or that constraint were removed?
Would that change things?
What are the advantages and disadvantages of each option?
What factors or considerations will you use to weigh the options?
What do you need to stop doing in order to achieve this goal?
What obstacles stand in your way?
Establish the Will

Useful questions to ask here include:

So, what will you do now, and when?
What else will you do?
What could stop you moving forward?
How will you overcome this?
How can you keep yourself motivated?
When do you need to review progress? Daily, weekly, monthly?
Reflecting
Body Language
Happy
Sad
Angry
Bored
Open
Closed
Distant
Powerful
Vulnerable
Control
Time
Judging
Telling
Action
Structure
Priorities
Culture
Resistance
Skill
Time
Resources
Experience
Value
Priority
Barriers to Coaching
Workplace Coaching
Best Results
Setting the Scene
Several basic assumptions form the underpinnings of successful coaching:

Employees want to succeed at work.
Find the employees needs and wants
Employees can contribute ideas on how work should be performed.
Employees will work hard to achieve goals that they have played a role in developing.
Employees are open to learning if they recognize the value to them in terms
of improved success on the job and subsequent reward and recognition.
Complete Pre/post coaching forms
Schedule appropriate time
Divert phone/emails
Close the door
Move away from behind the desk
New room or environment
Clear your mind
Comfortable-ability
Coachee
Power Coaching
Opportunities
Development
What is the next step?
Complete Action plan
Practice
Support
Practice
Culture
Which
Yes/No
Who, When
Where
How, Why
What
Low Power
High Power
What
ACTION
Towards
Future
Assumptions
What......you....verb.....future positive
Questioning Technique
Stop talking

Prepare yourself to listen

Put the speaker at ease

Remove distractions

Empathise

Be patient

Avoid personal prejudice

Listen to the tone

Listen for ideas – not just words

Wait and watch for non-verbal communication
10 Principles of Listening
What is?
The purpose of workplace coaching is to help the individual to increase their own self awareness, understanding and competence by discovering the best route for them, rather than being told ‘how it’s done’.
ILM 2009
One on one
Personal development
Achieve specific goals
Directed towards action
Coachee's agenda
After the session
Thanks
Schedule next session
Write up notes
Commit to the action plan
Follow up
Clint Rahe 2014
VAK
What are the options?
G.R.O.W.
Model
G - Goal
What do you want to achieve?
R - Reality
What is happening at the moment
W - Will /
Way Forward
What are the next steps/actions
O - Options
1. Establish the Goal

Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound.
When doing this, it's useful to ask questions like:

How will you know that your team member has achieved this goal?
How will you know that the problem or issue is solved?
Does this goal fit with his/her overall career objectives?
And does it fit with the team's objectives?
Examine the Current Reality

Useful coaching questions in this step include the following:

What is happening now (what, who, when, and how often)?
What is the effect or result of this?
Have you already taken any steps towards your goal?
Does this goal conflict with any other goals or objectives?

Explore the Options

Typical questions that you can use to explore options are as follows:

What else could you do?
What if this or that constraint were removed?
Would that change things?
What are the advantages and disadvantages of each option?
What factors or considerations will you use to weigh the options?
What do you need to stop doing in order to achieve this goal?
What obstacles stand in your way?
Establish the Will

Useful questions to ask here include:

So, what will you do now, and when?
What else will you do?
What could stop you moving forward?
How will you overcome this?
How can you keep yourself motivated?
When do you need to review progress? Daily, weekly, monthly?
Mentor
Posture
Speed Movement
Eye Contact
Speed of Speech
Volume
Seeing
Noticing
Observing
Values
Beliefs
V.A.K.
Action Plan
*2013 ICF Organisational Coaching Study
First Step
Capture
Chunk
Feedback
Purpose
Action Planning
Focus
Write it down
Positive phrase

Where you want to head to
I don't want to be nervous when presenting
I want to feel confident when presenting
Do something everyday that brings
you closer to your goals
Make it stick
Motivational pages

Sticky notes

Screen display

Fridge

Doors

Note book
Share
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