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- Practical Coaching Skills for Managers (DA1067 )9 Traits of Effective Teams (dvd- 41042DVD or cd 10292CD)New Relationship Strategies (14321CD )Assertive Communication (dvd 41104DVD or cd 10173CD )Strength Finder 2.0 (Amazon)Use Discount Code 2316 www.Pryor.com
- What is Difference Between Managing & Coaching?Managing has to do with things Projects, materials, time and moneyCoaching has to do with people People respond enthusiastically to coaching
- What is Coaching?Technical definitionA coach is a person responsible for guiding people to winning results through a continuing process of discovering each individuals strengths and weaknesses, and then matching information, resources, advice and understanding to those strengths and weaknesses.
- What is Coaching?Real-world definitionA coach needs to know who you are, what you can and cannot do, what your goals are and how to help you achieve them.
- What is Coaching?The coach brings real objectivityEmotional distance can provide clarity
- What is Coaching?All performance can be enhancedBad, good, even great performanceYour role as coach is to identify areas for improvement as measured against predetermined performance standardsGuide and encourage desired change
- What is Coaching?The coach keeps the individual and team focused on the goalsYou give people a clear answer to Why am I doing this? Goals must be properly constructed Work must center on reaching goals
- Benefits to the CoachMore productiveLess stressImproves leadership skillsDepartment/team working more effectivelyIncrease loyalty and commitmentMore satisfying relationships
- Benefits to OthersMore productiveBetter leverage of strengthsCoaching assists individual with minimizing impact of weaknessesOpportunity to grow, develop and advance
- Keys to CoachingBy asking the right questions, the coach can utilize the experiences and insights of all the team playersDraw people inLet them participate in the process
- Keys to CoachingLeave some of the decision making up to themTheyre much more likely to buy into the goals that the team is trying to achieve than if theyre just continuously told the what, how and when
- Coaching Model
- Steps for Effective Coaching1. Assess where the person is now2. Determine the individuals goals and expectations3. Develop a plan to achieve the goals4. Implement the plan5. Evaluate the performance6. Give feedback
- Assess Where the Person is NowSkillsJob knowledgeAttitude and satisfaction
- Determine the individuals goalsand expectationsAre the goals and expectations reasonable?Is there a realistic timeline?Are the goals measurable, quantifiable and attainable?
- Develop a plan to achieve thegoalsTraining What kind? Technical skills Team skills Personal skills
- Develop a plan to achieve thegoalsTraining How can it be taught?Modeling/mentoringClassroom/seminar on siteOutside trainingAudio/videoColleges/universities/adult ed.
- Develop a plan to achieve thegoalsTraining When should it be taught?Closely related to implementation of new skillsOn the jobRegularly and continuously
- Implement the planTaking actionTaking chances
- Evaluate the performanceMeasured against the standard
- Give feedbackKeep it focused on achieving the goal of continuous improvement
- More Aspects of Good Listening Listen between the lines Focus on the speaker entirely Use silence effectively Look at it from their standpoint, addressing feelings before facts Ask open-ended questions for clarification and elaborationResource for Your ACTion Plan:Active Listeningwww.MindTools.com
- Unmotivated EmployeeDoes the employee just not want to work? People get excited about work they enjoy People can find enjoyment through being challenged
- Unmotivated Employee Focus on group and personal goals to see if theres any overlap or alignment that the person hasnt recognized Ask enough questions
- Know-it-All EmployeeIn order to redirect the person, focus on the goals of the whole group as well as on individual goalsIf the know-it-all is wrong, ask enough questions that it becomes apparent
- Know-it-All EmployeeIncrease the employees responsibility to prevent meddlingConfront the behavior before it causes problems with others
- BALTY (Been Around LongerThan You )Communicate often how you appreciate the persons contribution to the teamLet the person know that he or she makes a difference, that his or her talents are welcomed
- BALTY (Been Around LongerThan You )Ask what the person would like to do differentlySeek the persons advice and use it whenever you canMake the person a resident expert
- BALTY (Been Around LongerThan You )Encourage other team members to go to the person and look to him or her for experience and expertise The person will feel more valued by the team Make the person a mentor or trainer for the group
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