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Coaching in the Workplace: When & How

Coaching in the Workplace: When & How. Francis J. Wiesner MRA – Senior Business Advisor. Objectives. How to model coaching at all levels How to prepare for successful coaching conversations How and when to use different coaching practices. Real Work Scenario. Exercise

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Coaching in the Workplace: When & How

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  1. Coaching in the Workplace: When & How Francis J. Wiesner MRA – Senior Business Advisor

  2. Objectives • How to model coaching at all levels • How to prepare for successful coaching conversations • How and when to use different coaching practices

  3. Real Work Scenario Exercise • Can you think of a person who may need coaching? • What would you like to see different? • How do you think they will accept your feedback? • How will you gain commitment?

  4. Trusted Coach • Characteristics / attributes? • Hurdles to being a trusted coach? • Supports to being a trusted coach?

  5. Coaching in General • A process of voluntary interactions between appropriate individuals intended to improve and enhance specific styles, skills, and behaviors to align with business objectives.

  6. Coaching is about DISCOVERY • A process that observes actions • Gives feedback • Designs new approaches for developing new skills and agility

  7. Coaching is about GROWTH • A process that identifies and acknowledges strengths and addresses blind spots

  8. Coaching is MOTIVATIONAL • A process that develops and retains high potential employees.

  9. Coaching is an INVESTMENT • An investment process to sustain behavior change that impacts on-the-job performance

  10. Coaching Opportunities: How to Spot Them What are the situations for coaching? • Other?

  11. Share Success Stories Exercise Write Down: • The situation • Coaching opportunity • What you did • What the outcomes looked like

  12. Types of Coaching Internal • At the time • Connect with specific event, dialogue • Reinforcement / observation • Bias issue External • Subject matter expert • Formal / specific, assessments used: data based • Time bound • Neutral / objective

  13. Setting the Stage for Coaching • Spell out your role (relation with his/her manager) • Respect structures for reporting • Clarify confidentiality • Remain objective

  14. Prepare for the Coaching Talk • Know what the outcomes are • Discuss current perceived situation • Discuss future options • Review options and alternative approaches • Get agreement on next steps • Get commitment for follow-up

  15. Some Stage Directions • Ask more questions than you give answers; rather don’t give answers • Have person describe another perspective • Give some quick feedback on manner, body language, language, and style • Be direct yet empathetic • Become a trusted partner

  16. Examples of Asking, Perspective & Feedback • What goals were in mind when you did…? • What do you think the other person was feeling at that time? • How else could we look at the situation? • From the other department’s perspective, what do you think their objective was? • Can I give you some “in the moment” feedback? • May I share with you how I felt when you said…?

  17. The Coaching Discussion Key Points • Listen carefully • Apply questions to the specific topic and desired outcome • People want feedback NOT answers • Don’t forget to give feedback • Look for alternatives; new ways to see and solve • Take it forward

  18. Thank You! Francis J. Wiesner MRA – Senior Business Advisor 262-696-3526 fran.wiesner@mranet.org

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