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Coaching for Results

Coaching for Results. PD Session for HRANB January 26, 2006 Margaret E. Wall, B.A.,M.Ed. Why Coaching?. Rapid changes in business environment New business environment requires new approaches Talent shortages Performance gaps Pressure to perform at higher levels.

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Coaching for Results

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  1. Coaching for Results PD Session for HRANB January 26, 2006 Margaret E. Wall, B.A.,M.Ed.

  2. Why Coaching? • Rapid changes in business environment • New business environment requires new approaches • Talent shortages • Performance gaps • Pressure to perform at higher levels. • Inclusiveness, collaborative work environment • Be more in charge of your own life/career

  3. Session Objectives During this session we will: • Identify the characteristics of effective coaching relationships • Practice using L.E.A.P. coaching model • Distinguish between coaching for development and coaching for performance • Discuss various approaches to coaching

  4. Coaching Opportunity • Index Card • Write down a goal, concern, issue that you would be willing to be coached on. • You will not be sharing these with the whole group. • Work in pairs later to practice the coaching model we will be using today.

  5. Coaching for Results • How might a coaching conversation provide value to the individual or to the organization in the following opportunities?

  6. Coaching in the Workplace • Is a particular form of conversation that releases individual potential by using on-the-job opportunities for learning and development.

  7. Coaching Table Talk • Share: • Describe someone you feel is/was a good coach. • Compare: • What are the characteristics of a good coach that your descriptions had in common.

  8. Practice Activity • You manage a team responsible for developing new equipment and recently sent one of your staff on a technical course, which you attended earlier in your career. The course lasts 3 weeks, and after a week the employee phones you and says: • This course is beginning to get me down. I don’t really see it is going to be any use to me and some of the recent work has been difficult to cope with.

  9. How do you determine what is going on here? How do you decide on how to proceed? Launch

  10. How do you explore possibilities? Expand

  11. How do you focus and identify priorities? Action

  12. Progress • What kind of follow up or support might be helpful in this case?

  13. Coaching Practice • Get our your index card. • Find a partner. • Practice using the L.E.A.P. Model.

  14. Development Overall growth Future Oriented Self awareness Self understanding Self validation Leads to a change in the way you see: Your self Others World Performance Learning On the Job Present oriented Behaviour Based on acquired: Skills Knowledge Understanding Leads to a change how you do your job, task, solve a problem etc. Coaching Focus

  15. On-going Establishing an ongoing coaching relationship over an extended period. Indirect style – helping the person help themselves. Coach helps individual explore limiting beliefs, different perspectives, options etc. Incidental Responding to a specific need, problem, skill, behavior, situation. Direct style - including giving advice, providing feedback. Coach may educate, teach a skill, increase awareness. Coaching Approach

  16. Options Feedback Solution Plan Energy Validation Training Caring Information Advice Challenge Structure Relief Hope Coaching Outcomes

  17. Beware of an Attachment to Results • Recognize when you are getting caught up in the client’s performance • Don’t need to be perfect to be a good coach • Stop thinking you have to have all of the answers • Trust in process

  18. Summary • Collaboration is at the heart of coaching • Listening and responding skills are essential • Opportunities for coaching exist in every workplace • Practice the LEAP Model often

  19. Bibliography • Benson, Herbert & William Proctor. (2003) The Break-out Principle. New York:Scribner. • Dunning, Donna. (2004) TLC at Work: Training, Leading, Coaching All Types of Star Performance. Palo Alto Ca.: Davies Black Publishing. • Hall, Michael & Michelle Duval. (2003) Coaching Conversations for Transformational Change. Clifton Co.:Neuro-Semantics Publications. • Hargrove, Robert. (2000) Masterful Coaching Field Book. San Francisco:Jossey-Bass/Pfeiffer. • Zander, Rosamund Stone & Benjamin Zander. (2000) The Art of Possibility. Boston:Harvard School of Business.

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