developing the coaching skills of your managers and leaders [webinar 04.13.16]

BizLibrary helps organizations succeed by improving the way

employees learn.

www.bizlibrary.com/free-trial

Poll Question: 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

Poll Question: 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 YOU SHOULD BE ABLE TO TAKE-AWAY:

A

How coaching can improve the performance of your employees

and organization.

How to develop your managers coaching skills based on

leadership styles.

How to develop a coaching method/model that will work for your

managers and organization.

WHY COACHING SKILLS ARE IMPORTANT FOR

YOUR MANAGERS?Organizations with senior leaders who

coach effectively and frequently

IMPROVE BUSINESS RESULTS BY

SOURCE: BERSIN BY DELOITTE

Top Missing Skills In

Mid-Level Leaders

1. Coaching

2. Performance Appraisal

3. Developing Others

4. Managing Change

5. Communications

6. Business AcumenSOURCE: Bersin by Deloitte

21%

Organizations with senior leaders who coach effectively

and frequently

IMPROVE BUSINESS RESULTS BY 21%

SOURCE: Bersin by Deloitte

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.”

Source: Eric Parsloe, The Manager as Coach and Mentor

“

BUSINESS COACHING

EXECUTIVE COACHING

CAREER COACHING

LIFE COACHING

What is Coaching?

EN

CO

UR

AG

EM

EN

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

COACHING AND LEADERSHIP

EN

CO

UR

AG

EM

EN

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

PERSONALITIES

LEARNING PREFERENCES

DISTANCE AND TECHNOLOGY

COMFORT

RELATIONSHIP OBJECTIVES

RELATIVE EXPERIENCE

Key Factors for Coach and Coachee

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

What Coaching Model is Right?

Coaching Models

Help the coach assess

current performance

Identify gaps or areas

for performance

improvement

Help develop a plan to

close gaps or improve

performance

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

RELATIONSHIPSPROCESS

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.”

Source: Gary Curneen, Professional Coach and Blogger

“

MANAGER OBLIGATIONSAt any given time, a manager will function someplace

on this continuum . . . .

Supervision and

ComplianceAchievement of Goals

A Coaching Process Checklist

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

Essential Traits, Behaviors and Skills

TRAITS SKILLS BEHAVIORS

For Coaches

• Positive

• Future-oriented

• Curious

• Collaboration

• Learning facilitator

• Educator/teacher

• Continuous learner

• Outward focus

• Active, engaged

listener

Coaches Toolkit

CommunicationPerformance Management

Emotional Intelligence

Business Acumen

CommunicationKey Skills

Active listening

Learning to frame and ask effective questions

Courageous conversations

CommunicationPurpose

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

3 Questions a Manager Should Ask

Does the employee have

the capacity to perform

and improve?

Does the employee have

a positive attitude?

Is the employee

curious?

Performance ManagementKey Skills

Understand employee engagement and motivation

Goal setting

Delegation

Performance ManagementPurpose

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

Business AcumenKey Skills

Business operations and functions

Making decisions

Industry knowledge

Business AcumenPurpose

1. Professional level understanding

2. Influencers and key stakeholders

3. The decision-making process

Emotional IntelligenceKey Skills

Self awareness, motivation and regulation

Build effective relationships

Emotional IntelligencePurpose

1. Guide employees through workplace conflicts and difficult situations

2. Adaptability in a fast-changing work world

3. Positive response to diversity in thought and culture

How can we get

managers to make

time to coach?

• Part of a

manager/supervisor job

• Job and performance

focused

• Interest is functional

• Driven by manager

• Relationship is based on

specific job role

Coaching vs. Mentoring

• Outside the manager /

employee relationship

• Focused on professional

development

• Focus on mentee,

personally and

professionally

• Across job boundaries

COACHING

VS.

MENTORING

Asking rather than telling.

How to think, not what to think.

Key Take-Aways

How to communicate the importance of developing the coaching skills of your

managers and leaders.

Coaching models and how you can adopt and adapt them for your organization.

Four key competencies to develop with your managers and leaders.

Four key competencies to develop with your managers and leaders.

Developing Coaching Skills

Short Video Series to

get started

• Coaching Others to Higher

Performance

• The Readiness Stairs Model

• Coaching Novices to Experts

• Using the Right Style

• Coaching Others Step-by-Step

• Closing the Loop with Feedback

• Coaching Tips

Coach Others to Higher Performance

Short Video Series to

get started

Coaching Skills Introduction

Leadership Styles

Adapting Your Style

The Coaching Process

Giving Feedback

Developing Emotional Intelligence

Short Video Series

• What is Emotional Intelligence?

• Developing Self-Awareness

• Developing Self-Regulation

• Developing Self-Motivation

• Developing Empathy

• Developing Effective

Relationships

• Emotional IQ and DISC

Try out these video lessons

and more!

Thousands of videos and unlimited access for

your employees.

www.bizlibrary.com/free-trial

6 Ways to use Science to Improve

Your Employee Training Program

Live Event: Wednesday, April 20th

1:00PM Central/2:00PM Eastern

Join us for future webinars!

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For Upcoming and On-Demand Webinars

Best Practices for Developing Your

Emerging Leaders

Live Event: Wednesday, April 27th

1:00PM Central/2:00PM Eastern

Stay in Touch

Jessica PetrySr. Marketing Specialist,

BizLibrary

jpetry@bizlibrary.com

www.bizlibrary.com

Lezlie StephensSales Enablement and Coach

BizLibrary

lstephens@bizlibrary.com