CONSTRUCTIVE COACHING & FEEDBACK

OBJECTIVES• DIFFERENTIATE BETWEEN FEEDBACK & COACHING• RECOGNIZE WHEN TO PROVIDE EFFECTIVE COACHING• IMPORTANCE OF COACHING• PREPARE TO COACH• FIVE STEP MODEL OF COACHING• IMPLEMENT A FIVE STEP MODEL FOR HANDLING

RESISTANCE AND MANAGING THROUGH CHALLENGING REACTIONS TO COACHING AND FEEDBACK• APPLY A COACHING MODEL THAT HELPS PLAN, ENGAGE

AND FOLLOW UP ON COACHING CONVERSATIONS

FEEDBACK VS. COACHING

FEEDBACK COACHINGFocused on past behavior Focused on future behavior

Evaluative Developmental“Telling” or “Advice” oriented Inquiry oriented

Corrective ConstructiveOften used to help poor

performers change behavior in a prescribed direction in a way that works best for the organization

Used to help the better performers move ahead by

releasing potential in a way that works best for the individual AND

the organization

GIVING FEEDBACK : IF I HAD A DIFFERENT JOB…

WHAT IS COACHING?

Coaching, is a teaching, training or development process via which an individual is supported while achieving a specific personal or professional result

or goal.

DIFFERENCE BETWEEN FEEDBACK & COACHING : TO TELL OR NOT TO TELL

WHEN TO COACH???

RECOGNIZE THE THREE TYPES OF COACHING OPPORTUNITIES

• Coaching for Success

• Coaching for Improvement

• Coaching for Managing Performance Problems

ANALYZING COACHING OPPORTUNITIES

Willing and AbleWhat characteristics demonstrate this condition?

Unwilling, but AbleWhat characteristics demonstrate this condition?

Willing, but UnableWhat characteristics demonstrate this

condition?

Unwilling and UnableWhat characteristics demonstrate this

condition?

Your performance evaluation process may benefit from figuring out whether your problem performer has a “willingness” or “ability” problem. Look at the grid below:

WHY DO PEOPLE NEED COACHING?

Most often, people need coaching for the following broad reasons:• Seeking help to get "un-stuck"

• Clarifying needs and goals; then getting into action to accomplish big personal, team, and/or organizational goals

• Resolving all kinds of complex problems related to people, relationships, trust, and working together

• Increasing their personal and collective capacity to become better leaders, managers, and professionals

PREPARE TO COACH

• Demonstrate effective communication and interpersonal skills to develop supportive coaching relationships

• Don’t personalize the situation or behavior, concentrate on the facts• Be considerate and respectful of the other person• Develop productive alliances with others in the work place• Be an example• Get necessary performance data • Avoid negative words • Rehearse, if reqd.

POSITIVE COMMUNICATION : ELIMINATE NEGATIVE TALK

FIVE STEP COACHING MODEL

5-Step Coaching

Model

Establish Goals & Purpose

Discuss & Clarify Details

Gain Agreement

Discuss Performance

Solutions

Summarize the Action

Plan

PROVIDE MEANINGFUL POSITIVE AND

CONSTRUCTIVE COACHING USING A FIVE STEP MODEL THAT FOCUSES ON

OBSERVABLE BEHAVIORS, THOUGHTS,

FEELINGS AND DESIRED RESULTS.

ESTABLISH GOALS & PURPOSE

Establish purpose and importance of the discussion:

• Be specific & concise• Refer to data/information that indicates a problem/

opportunity exists• Be positive and in a non-threatening tone, be prepared to

handle emotions• Maintain/enhance self esteem

GOAL SETTING – STANDING OVATION

DISCUSS & CLARIFY DETAILS

• Seek input by using open-ended questions

• Clarify information by provide details that staff did not know

• Avoid judgment

• Listen & respond with empathy

GAIN AGREEMENT

Agree on desired outcome

• Decide what is to be accomplished

• Ask instead of tell

DISCUSS PERFORMANCE SOLUTIONS

Discuss most effective ways to handle situation

• Develop a strategy to achieve the outcome

• Plan for potential roadblocks

• Use individual’s ideas wherever possible

SUMMARIZE THE ACTION PLAN

Summarize actions to be taken

• Specify who, what and by when

• Check for understanding

• Acknowledge staff participation

• Set a follow-up date

BRIDGING

Connect performance from past to future:

• PAST positive behavior/performance

• PRESENT observed behavior/performance

• FUTURE behavior/performance expected

COACHING MISCUES

HANDLING RESISTANCE

Handling resistance requires the ability to:

• Recognize the signs of resistance

• View resistance as a natural part of the change process

• Listen and react non-defensively

5-STEP MODEL OF HANDLING RESISTANCE

1. Acknowledge to yourself that you are encountering resistance

2. Describe what you see, hear and feel

3. Stay silent and let the other person or people respond

4. Listen attentively

5. Work together to develop plans to deal with concerns, fears and losses

MANAGING REACTIONS

Unmotivated to ListenAngryNot committed to Action

Shock DisagreeCrying

GUIDELINES OF A GOOD COACH

• Know Your Own RoleAct as an objective facilitator, helping the team member

select the best options and not offering advice or direction

• Practice by Coaching YourselfA great way to practice using the model is to address

your own challenges and issues

• Ask Great Questions… and Listen WellThe two most important skills for a coach are the ability

to ask good questions, and effective listening

CHARACTERISTICS OF A GOOD COACH – QUICK RECKONING

LET’S PRACTICE! – STEPS TO EFFECTIVE COACHING