Leadership Mastery Series –Coaching in the Workplace

Leadership/Management Coaching: Turning Your Managers & Leaders into Coaches to Coach Themselves and their Team

Course Objectives

Understand executive/management coaching & the benefits to the organisationKnow the differences between coaching & therapy Understand the important skills required to be a coachExplore traditional & non-traditional models for coachingCreate a conviction shift – change the way others thinkExplore the “Y Curve” for changeLearn how to set powerful goalsAlter corporate cultureTake away action & implementation plan

Management Coaching/Executive Coaching

Long-term successful leaders need honest, objective feedback

Coaching is a critical tool for successfully engineering organizational change

Change is essential for an organizationto grow & adapt to today's rapidly shifting marketplace

Coaching can facilitate productive change in persons, teams & systems

Management Coaching/Executive Coaching

Focus on profit, productivity & customer satisfaction

Recognize that these measurements are the outcome of performance

Focus on leadership practices, cultural factors & the learning & development practices that drive performance

Management Coaching:Not a Fashionable Alternative Vehicle

of Managerial Control

It involves a way of viewing the world,

relationships & the organization

Coaching Is Not a Technique

a distinct way of communicating, relating & acting based on the commitments of human beings to accomplish more

producing unprecedented results in organizations & work in any field

working with people to show them possibilities & assist in taking actions previously not obvious

the capability to alter/shift structures of interpretation, the context, the ground of being within which people normally operate

Management Coaching:Not a Fashionable Alternative Vehicle

of Managerial Control

Providing Performance-OrientedCoaching & Positional Technical

Skills, Training & Feedback

Technical Skills only represent 20% of the input into

our performance

80% which affects our performance comes from our

Personal Skills

Peak Performance CoachingTools & Techniques

When we fully understand a person's behavioural patterns

& create positive self-managing coaching

strategies, we can assist a person to create lasting

performance change

An Answer to New ChallengesFacing Today’s Leaders

Produces breakthroughs in their capacity to meet today's organizational challenges

Empowers others in their work environment

Modifies/creates an organizational culture more adaptable to change, open to new possibilities

Training Senior Managers to Coach:

Coaching as a Common LearningPlatform for Leaders & Co-Workers

The leader leads by example through displaying a commitment to ongoing self-improvement

(the need to get better)

Learning to LearnLearning to Lead

Managers as CoachesLearn How to:

Increase self-awareness by tuning in to thoughts & feelings Choose when/how to take action Solve problems creatively Listen to feedback, incorporate constructive criticismUnderstand & respect other ’s opinions

Managers as CoachesLearn How to:

Make appropriate requests of others Set l imits, saying "no" when necessary Increase positive encounters with others Decrease hostility & defensiveness Reduce stress & negative emotions

Direct Benefits to the Organisation

obtain a clearer sense of their commitments& those of their organisation

become more competent in generating & maintaining effective relationships

expand their understanding of organisational & interpersonal dynamics

Managers:

Direct Benefits to the Organisation

Managers:

will be able to help others expand their levels of responsibility & their capacity for initiative & action

become more effective by understanding & adopting the proven principles of coaching & empowerment

will begin to develop the kind of unity & team spirit that enable powerful work relationships

Coaching/Leader Manager

empowers others to accomplish results on their own initiative

takes care to align the individual’s goals and commitments with those of the organisation

taps into the individual’s intrinsic motivation

coaches relationships or mutual commitments

Coaching/Leader Manager

Employees are responsible for their own commitments, decisions & actions within the workplace

MANAGER/COACH: emphasise development & future possibilities develop their team to lead rather than leading them from the top develop individuals to see possibilities/choices & work toward their own development/fulfilment

Coaching/Leader Manager

encourage creative thinking & challenge the status quo

is fundamentally people oriented

listens, questions, supports & collaborates

Similarities BetweenCoaching & Therapy

SIMILIARITIES DIFFERENCES

Both use assessment Therapists are lessself-disclosing than coaches; the power differential is less

in a coaching relationship

Both investigate & clarify values

Therapists rarely give advice; coaches are free to make suggestions, advise, make

request & confront the individual

Similarities BetweenCoaching & Therapy

SIMILIARITIES DIFFERENCES

Both areclient centered

Therapists tend to focus on the resolution of old pains &

old issues; coaches acknowledge their historical

impact but do not explore these in depth. Coaches are more inclined to reflect pro-

active behaviours & move the person forward, out of their

feelings & into action.

Similarities BetweenCoaching & Therapy

SIMILIARITIES DIFFERENCESBoth listen

& reflectTherapy tends to deal with

dysfunction, either vague or specific; coaching moves a

functional person onto greater success and refers

clients on for clinical issues.

Both help individuals recognise the

potential destructive-ness of their actions &

feelings

Therapy tend to focus on past-related feelings;

coaching is about setting goals & forwarding action.

Similarities BetweenCoaching & Therapy

SIMILIARITIES DIFFERENCESBoth recognise

strengths & weaknesses

Therapy explores resistance & negative transference;

coaching attempts to rephrase complaints into goals

Both seek to situate the individual in a

context of adult development

Therapy is about progress; coaching is

about performance.

Key Skills for a Coach

High level of emotional

intelligence

Ability tocommunicate

effectively

Activelistening

skills

Courage to havebehavioural

conversations

Handleconflict

effectively

Probe &challenge

Goodrelationship

builders

Demonstrategood leadership

behaviours

Structure& hold others accountable

Good decision-makers &

problem solvers

Powerfulquestioners

1 month 2 month 3 month 4 month 5 month 6 month0

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Traditional CoachingBehavioural Coaching

does not include the objective of

achieving any sustainable, measurable

behavioural change

Behavioural CoachingVersus Traditional Coaching

Traditional Behavioural

derived from the behavioural sciences

(i.e., Appreciative Coaching, Solution Focused Coaching,

Cognitive Coaching, etc.)

Behavioural CoachingVersus Traditional Coaching

Behavioural Coach selects the most effective instruments/ methods & uses them within a scientifically proven 7-step framework (the Behavioural Coaching Model)

This presents uniformity in the coaching process & permits accountability, ease of reporting, measurement, auditing & benchmarking

Behavioural CoachingVersus Traditional Coaching

Traditional coach develops & relies upon a system (e.g., the GROW model)—steps, tools & techniques that can be replicated with consistency

The model provides a simple structure for the very busy line manager whohasn't the time for meaningful dialogue

a goal-setting training model limited in application to increasing performance of process workers

does not require any change of thinking, behaviour, etc.

focuses on “how to do” & “how to do it better”

Behavioural CoachingVersus Traditional Coaching

Many still the traditional coaching model with all persons & in all circumstances

Many coachees find themselves going around in circles

Coachees simply unable to keep on track to complete their goals

Behavioural CoachingVersus Traditional Coaching

GROW Model:Traditional Coaching

 

Start with defining the topic in order understand:

•what the player wants to talk about •what territory you are in•the scale of the problem•the importance & emotional significance•the player’s long-term vision of goal

GoalRealityOptionsWrap-up

Behavioural Coaching Model

OUTCOME FOCUSED COACHING

GOALS

OBSTACLES

SOLUTIONS

BEHAVIOURAL CHANGE COACHINGSTEP 1: DISCOVERY

STEP 2: DATA COLLECTION

STEP 3: PLANNING

STEP 4: COACHINGBEHAVIOURAL CHANGE

STEP 5: MEASUREMENT

STEP 6: EVALUATION

STEP 7: MAINTAINING MOMENTUM

Structure conversations around: SituationThe business context in which the need for coaching has arisenExpectationsClarifying outcomes and outputs whilst recognising the nature of change & agreeing on realistic timeframes StyleHow the coach, client and other stakeholders will work together throughout the program ResourcesWhat is needed for diagnosis, organisational & management support

Step 1: Discovery

Step 2: Data Collection

Personal Satisfaction Changes in Knowledge, Skills, Beliefs Changes in Observed Behaviour Business Impact & Return on Investment

May involve use of formal assessment tools within the organisation: structured interviews, personal

development plans & business outcomes

Agree on targeted behaviours, goals &

action plans to be implemented

Step 3: Planning

Step 4: CoachingBehavioural Change

Putting plans into action

Coaching clarity of understanding of how things are and what will change

Conducting skills-based coaching or rehearsal coaching to support implementation

Collecting output measures to confirm progress

Targeting on specific behaviours identified in earlier stages

Some measures may be self assessed or through observation

Step 5: Measurement

It is essential that outcomes relate to & generate positive business outcomes, whether measured as Return On Investment (ROI) or Return On Expectations (ROE)

Results may be productivity based, satisfaction based or based on another measure that is valued by the coachee & the business

Step 6: Evaluation

Goal is to establish effective self-coaching methods and habits, so the benefits of the coaching program are not lost

There is no regression to earlier, less effective behaviours

May involve agreement to follow-up sessions at appropriate intervals after the conclusion of the main coaching program

Step 7: Maintaining Momentum

CONVICTION SHIFTS

In that strange state of consciousness when the heart is reaching andThought has frayed out to thin,

unimportant stuff without any form, a shutter of the soul sometimes springs

open and fixes an image for anInstant. The image itself may be

trivial, but it palpitates with meaning for the life of the mediator.

Virginia Burden Tower

An experience or realisation that assists a person to make a new & deep decision about how they will live

Subtle or powerful changes to our awareness allowing us to see what we can do, be, or have

Conviction Shifts:Change the Way You Think

Elements involved in making a change that

leads to new way of living:

ThinkingFeelingWilling

Conviction Shifts:Change the Way You Think

A deep realisation about life that alters the way we think, feel & act (will) simultaneously Forms our belief systems, desires, assumptions, expectations, personality, etc. May not be ‘real’ or helpful

General Guide toConviction Shifts

1. To listen fully and affirm the power and possibility of our clients2. To paraphrase a client’s being, to give permission & support for

their brill iance feeling & will3. To facilitate specific exercises in thinking,

will & feeling4. To facilitate your own thinking, will

& feeling expansion

H A N D O U T: States - Struggle, Stability,

Success & Significance

Future Goals – Activities to fulfill the void – something that

will drive you to assist in letting go of the past and moving

on

Letting go of the past –Creates a void that must be filled

Change – Y curve

Time Line D spot –

Doubt

Depression

The Change Process:Y Curve

Goals & motivation are the greatest source of human power creating success

All achievements, no matter how great or small, are ignited as goals & fuelled through motivation

Goal Setting

Living without goals is l ike going on a trip without a destination. If you don’t know where you’re going, you’ll probably end up

nowhere, and any road will get you there.

Reasons Why People Don’t Set Goals

1. Not Serious2. Don’t or won’t take responsibility3. Don’t realize the importance of goals4. Don’t feel worthy of their goals5. Don’t know how6. Fear of confrontation7. Too comfortable – lazy8. Goals not compelling

A process that must never be upset

Holds the answers too many of the challenges you will face as you begin to

design & create your life

What, Why, How Formula

Set some goals & stick solely to what you want

Do not let your mind deviate to how you’re going to get it

Stick to what you want

“What” Promise

Gives you power & drive

Totally emotional

For you to influence your subconscious on a massive scale, get the Why’s involved in your goals

Why

How

People never get overwhelmed thinking about what they want to achieve

It is only when attention shifts to how they are going to achieve such great things that minds feels bombarded

When goal setting, keep your mind focused solely on what you want

Once you can clearly see where you are going with your goals, your actions will automatically

work in harmony to help you get there. It requires no force or

willpower. Just an unwavering focus.

If you spend any length of time associating yourself with your goal, you will dramatically affect the result

Once your mind is focused on the single point, you will inevitably find yourself gravitating towards your target as your

mind carves away the distractions & gives you a tunnel l ike focus

C L A R I T Y

It prevents the mind from drifting & being diluted by other daily urgencies that crop up from time to time

You will notice that the opposite of diluted is concentrated

F R E Q U E N C Y

If you spend 5 minutes totally absorbed by your goal, you will have a much greater chance of

success than if you just glance at it for a second or two.

D U R A T I O N

As you visualise your goals see them in vivid colour, right in front of you, within reach,

moving if applicable

Make it as lifelike as you possibly can.

L I F E L I K E

8 Categories of Goals

Family

Personal

Health & Fitness

Personal Development

8 Categories of Goals

Career

Financial

Material

Spiritual

Benefits of Setting Goals

Motivation Independence Direction

MeaningFulfilmentEnjoyment

Goal Setting Questions

GOALS BECOME THE BLUEPRINT FOR A VERY REWARDING LIFE

1. Are you currently happy with your present results?If no, what do you have to change?

2. What sort of results would satisfy you?3. How would you like to be remembered?4. If you could decide right now what is to be said on your

tombstone, what would it say?5. You just saved the life of a millionaire’s child. He has offered to give

you anything in return but not actual money. What do you want?6. If you had 6 months to live, how would you spend your time? (Who

with? where?)

Goal Setting Questions

GOALS BECOME THE BLUEPRINT FOR A VERY REWARDING LIFE

7. What’s your idea of the ideal career?8. What do you want to achieve in your career this year?9. What would you attempt to do if you knew it was impossible

to fail?10. What is it that you are willing to exchange the days of

your life for?11. What is it that you don’t currently have that you would

like to have? 12. What is it that you currently have that you don’t want?

Altering the Corporate Culture

Entails that companies fully embrace coaching in their management from the top to the bottom of their organisation

Must employ the coaching& mentoring methodology everywhere

Fully implement coaching as a management art

Coached employees are welcomed into the decision-making process, encouraged to be self-sufficient, made to feel a real part of the company

Traditional management methods erect barriers between managers & employees

“Make things work” – tear down that hierarchy with support

Take a giant step in creating a corporate family in the office

Removing Barriers BetweenManagers & Employees

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