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 money

Coaching has to do with people

— People respond enthusiastically to coaching

What is Coaching?

Technical definition

A coach is a person responsible for guiding people to winning results through a continuing process of discovering each individual’s strengths and weaknesses, and then matching information, resources, advice and understanding to those strengths and weaknesses.

What is Coaching?

Real-world definition

A 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 objectivity

Emotional distance can provide clarity

What is Coaching?

All performance can be enhanced

Bad, good, even great performance

Your role as coach is to identify areas for improvement as measured against predetermined performance standards

Guide and encourage desired change

What is Coaching?

The coach keeps the individual and team focused on the goals

You 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 productive

Less stress

Improves leadership skills

Department/team working more effectively

Increase loyalty and commitment

More satisfying relationships

Benefits to Others

More productive

Better leverage of strengths

Coaching assists individual with minimizing impact of weaknesses

Opportunity to grow, develop and advance

Keys to Coaching

By asking the right questions, the coach can utilize the experiences and insights of all the team players

Draw people in

Let them participate in the process

Keys to Coaching

Leave some of the decision making up to them

They’re much more likely to buy into the goals that the team is trying to achieve

than if they’re just continuously told the what, how and when

Coaching Model

Steps for Effective Coaching1. Assess where the person is now

2. Determine the individual’s goals and expectations

3. Develop a plan to achieve the goals

4. Implement the plan

5. Evaluate the performance

6. Give feedback

Assess Where the Person is Now

Skills

Job knowledge

Attitude and satisfaction

Determine the individual’s goals and expectations

Are the goals and expectations reasonable?

Is there a realistic timeline?

Are the goals measurable, quantifiable and attainable?

Develop a plan to achieve the goals

Training — What kind?

• Technical skills

• Team skills

• Personal skills

Develop a plan to achieve the goalsTraining — How can it be taught?

Modeling/mentoring

Classroom/seminar on site

Outside training

Audio/video

Colleges/universities/adult ed.

Develop a plan to achieve the goalsTraining — When should it be

taught?

Closely related to implementation of new skills

On the job

Regularly and continuously

Implement the plan

Taking action

Taking chances

Evaluate the performance

Measured against the standard

Give feedback

Keep 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 elaboration

Resource for Your ACTion Plan:

Active Listening

www.MindTools.com

Unmotivated Employee

Does 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 there’s any overlap or alignment that the person hasn’t recognized

— Ask enough questions

Know-it-All Employee

In order to redirect the person, focus on the goals of the whole group as well as on individual goals

If the know-it-all is wrong, ask enough questions that it becomes apparent

Know-it-All Employee

Increase the employee’s responsibility to prevent meddling

Confront the behavior before it causes problems with others

“BALTY” (Been Around Longer Than You )

Communicate often how you appreciate the person’s contribution to the team

Let the person know that he or she makes a difference, that his or her talents are welcomed

“BALTY” (Been Around Longer Than You )

Ask what the person would like to do differently

Seek the person’s advice and use it whenever you can

Make the person a resident expert

“BALTY” (Been Around Longer Than 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