1. COACHING SKILLS FOR MANAGERS AND LEADERS

2. ? 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 3. ? 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 4. WHAT WE HOPE YOULL LEARN: How to adapt coaching and leadership styles What is coaching three key elements. Coaching models why theyre helpful why theyre not. Why coaching is important for our employees and organization. 5. GREAT SPORTS COACHES 6. 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 7. 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 8. WHAT IS COACHING? Business Coaching Executive Coaching Career Coaching Life Coaching 9. COACHING AND LEADERSHIPENCOURAGEMENT 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 10. COACHING AND LEADERSHIPENCOURAGEMENT EMPOWERMENT ROOKIE: HiTell, LoPraise CONTRIBUTOR: HiTell, HiPraise KEY PLAYER: LoTell, HiPraise CAPTAIN: LoTell, LoPraise SOURCE: Coaching Skills: Leadership Styles (Part 2 of 5), ej4 11. FACTORSCOACH COACHEE Personalities Learning Preferences Distance and technology Objectives Relative experience 12. 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 13. 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 14. Coaching is building one-on-one relationships and managing a process that result in specific improved performance in targeted areas. 15. SUCCESSFUL COACH RELATIONSHIPS PROCESS IMPROVED PERFORMANCE 16. Todays 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 17. A SUPERVISION AND COMPLIANCE ACHIEVEMENT OF GOALS MANAGER OBLIGATIONS At any given time, a manager will function someplace on this continuum . . . . 18. 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 19. 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 20. 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 21. QUESTIONS A MANAGER SHOULD ASK3Does the employee have the capacity to perform? Is the employee curious? Does the employee have a positive attitude? 22. 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 23. 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; its 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 24. 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 25. 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 26. 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 27. 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 28. BIZLIBRARY.COM QUESTIONS Use the Q&A box in the lower right hand portion of your screen. 29. BIZLIBRARY.COM Recommended Resources This 6 course series on Emotional Intelligence includes: 30. BIZLIBRARY.COM Chris Osborn Vice President of Marketing cosborn@bizlibrary.com @chrisosbornstl Jessica Petry Marketing Specialist jpetry@bizlibrary.com @JessLPetry @BizLibrary