Name of presentation

COACHING AND COUNSELING SKILLS FOR MANAGERSVOLTA ALUMINIUM COMPANYLIMITED

COACHING

WHAT MANAGERS DO TODAY IN THE PAST Managers were hired to manage take care of the business YESTERDAY Managers were hired to be leaders to provide vision and mission TODAY Managers are hired to Coach and Counsel to recruit, train, inspire, motivate, correct and empower

NEW ROLES FOR MANAGERSManagers are like F1 mechanics!

You have to diagnose, repair and maintain high-performance peopleso that they put you in pole-position.

SHIFTS IN MANAGERS BEHAVIORFROMTODirectingGuidingDictatingParticipatingDelegatingEmpoweringTellingListeningPlanningConsultingCompetingCooperatingNonrisk takingRisk takingFocusing on bottom lineFocusing on People

PHILOSOPHYIn , their philosophy is known as PSP (People, Service, Profit).

puts its people (employees) first in everything it does, these employees put the customer first in everything they do.

GROWTH IN

Revenue growth from US$400 million to US$22 billion Growth in aircraft from 60 to 600 planes Increase in employees from 7,000 to 200,000 Expansion from 1 country (US) to 215 countries

PERFORMANCE provides each employee at least 40 hours of training per year.

spends 15% of its payroll costs on training.

COACHINGCoaching focuses on future possibilities, not past mistakes.

COACHING CONTINUUMManagingMentoringCounselingMeditationTeachingCoachingTherapyExtrinsic solutionIntrinsic solutionFocus on performanceFocus on potential

WHAT IS COACHINGCoaching is the process by which the manager creates relationships with an employee to make it easier for them to learn.

WHY COACHING Staff knowledge and skills frequently becoming obsolete. Technology changes so fast that many find themselves incompetent. Diversity and complexity increases daily in the workplace. Decline in competence level (knowledge, skills and attitudes).

BENEFITS OF COACHING Helps to achieve performance improvement and employee development. Enhance operational efficiency. Promotes loyalty and career progression. Develops employee morale and motivation

BOSS IN THE MAKING Our egos become invested in the roles we play. We believe that, because we have paid our dues, it is fair to expect others to do the same. We fear change and letting go of control. We fear failing in the eyes of the world. We develop habits of behaving and thinking that reinforce the Boss approach.

Give me the wisdom to understand my boss.Give me the love to forgive him.Give me the patience to understand his actions.But dear God, dont present me strength.Because if You give me strengthI will break his skull !!

BOSS VS. COACHTHE BOSSTHE COACH Pushes / Drives Lifts / Supports Tells / Directs / Lectures Asks / Requests / Listens Talks at people Engages in dialogue with people Controls through decisions Facilitates by empowering Knows the answer Seeks the answer Triggers insecurity using fear to achieve compliance Stimulates creativity using purpose to inspire commitment Points to errors Celebrates learning

BOSS VS. COACH ContTHE BOSSTHE COACH Problem solver / Decision maker Collaborator / Facilitator Delegates responsibility Models accountability Creates structure and procedures Creates vision and flexibility Does things right Does the right things Knowledge is power Vulnerability creates power Focused on the bottom line Focused on process that creates the bottom-line results

HIGHEST PAID BOSS - 2006

Steve Jobs, 52 years old, CEO of Apple, is the worlds highest paid CEO.His salary was pegged at US$647 million (RM2.3 billion) for 2006.Source: Forbes

THE COACHING APPROACHUnderstand the person and the problemUnearth the symptoms and roots of the issues Generate a solutionDeliver the solutionMake sure it worksEnsure it will be sustainableCelebrate

TYPES OF COACHING Business Coaching (achieve greater balance in work and life) Executive Coaching (repackaging certain practices) Performance Coaching (performance enhancement rather than rectification) Skills Coaching (perform specific, well-defined tasks) Personal Coaching (life coaching)

STAGES IN COACHING Observation - the coach sees, in detail, the level of performance and area for improvement. Analysis - the cause of poor performance is identified and understood. Modeling - the coach demonstrates or explains correct performance. Practice and Review - the new behavior is tried out under supervision.

SUCCESSFUL COACHTo be successful, a Coach requires knowledge and understanding of process and a variety of styles, skills and techniques.

COACHCOACCollaborateOwnAcknowledgeCommunicateHHelp

Work with the employee to identify the performance problem, set standards and performance objectives, and develop a performance-improvement plan.OACC CollaborateThe coaching relationship is a collaborative one. HCOACH

Along with the employee, ask yourself: Did I make my expectations clear? Did I provide the proper training? Does the employee have the appropriate tools to do the job?OACC OwnExamine your own behavior and accept some ownership for the problem. HCOACH

Acknowledging problems and concerns is not the same as overlooking them or excusing unacceptable behavior or performance.OACC AcknowledgeAcknowledge employee achievements as well as problems, feelings and concerns. HCOACH

Coaches need to practice two-way communication on a daily basis and clarify expectations regularly. CommunicateOACCThis is probably the most important behavior and the one many managers seem to find the most difficult. HCOACHCommunication skills, including listening, questioning and giving and receiving feedback are critical for success.

OACC HelpAs a manager you are not only a coach but also an advisor, serving as a resource person and a guide to other resources, both inside and outside the organization. HCOACH

HUMAN SKILLS IN COACHING Coaching is essentially a conversation. Coaching is about learning. Coaching is about asking the right questions rather than providing answers.

WORK SITUATIONS THAT MAY REQUIRE COACHING Orientation of new employees Teaching of a new job skill When employees are not meeting commitments Employees having interpersonal problems with peers Employee needs reinforcement for good performance

PEOPLE FIRSTThe center was build for retention, recruitment and productivity. Merck & Co., Inc. a global pharmaceutical company has built a US$8 million child-care center in New Jersey for its employees.

PEOPLE FIRSTTagline:Where patients come first at

worldwide sales for 2005 was US$22 billion

Mission Statement:We try never to forget that medicine is for the people. It is not for profits. The profits follow.

George Merck

TRAINING VS. COACHINGTRAININGCOACHING Usually a one time event with little or no follow up On going over time, allows for follow up and accountability One trainer to many trainees One to one Designed to appeal to many people Tailored specifically to the individual Mainly one way: trainer to trainee Two way: a partnership, an interactive discussion Trainer talks more than trainees Employee usually talks more than the coach, the coach listens Delivery of information regarding skills Discovery of the employees unique situation and challenges and specific solutions for him/her

FEEDBACK When giving corrective feedback, coaches must focus on specific observable behaviors, describe what was witnessed, rather than judging it. Identifying the negative behavior is not enough, give recommendations or suggestions. Coaches must tailor the feedback to the skill and knowledge level of employees receiving it and must be careful not to overload them with too much negative feedback.

FEEDBACK Reinforcement is the most effective form of feedback. Criticism is the most ineffective form of feedback. The difference between criticism and advice is a difference in timing. Most criticism can be given as advice.

FEEDBACK Cont When feedback is mixed, the impact is diluted. The employee becomes confused and doesnt know what to do. Criticism overpowers all other feedback (sandwich). Silent not always golden. It can be interpreted in a variety of ways.

HOW IS COACHING DONE Put the employee at ease by being warm and friendly. Define the reason for the discussion. Express your concern about the area of performance you feel needs to be improved. Describe the performance problem or area that needs improvement and define its impact on you, the employee, the department and the organization.

HOW IS COACHING DONE Cont Acknowledge and listen to employees feelings. Seek the employees opinion on ways to improve performance. Ask open-ended questions to encourage analysis and draw out specific suggestions. Let the employee know that you respect his/her ability to solve problems and develop solutions.

HOW IS COACHING DONE Cont Offer suggestions when appropriate, but build on employees ideas when possible. Agree upon appropriate actions. Schedule a follow-up meeting to ensure accountability and provide feedback on progress (within ten days).

DOs AND DONTsDOsDONTs Careful preparation so that coaching is based on facts. Heated discussions caused by vague/inaccurate information. Take action early so the situation can be rescued. Waiting until the situation is at its worse. Focus on past and future work, relating the two. Focusing solely on past work. Be direct about your view of the situation. Being evasive/indirect about the problem situation. Involve staff in making suggestions, decisions about solutions. Making one-sided decisions about solutions.

DOs AND DONTs ContDOsDONTs Supply useful information / suggestions for improving. Taking responsibility for the staffs poor level of work. Show courtesy, patience, attention, sincerity. Showing condescension, impatience, inattention, insincerity. Hold discussion in privacy, avoid interruptions. Allowing interruptions. Attempt to define problem by asking appropriate questions. Assuming or making own interpretations. Focus on gaining agreement and understanding. Forcing own ideas, plans on staff.

PITFALLS IN COACHING Confusion on what coaching is. Everyone wants to become a coach. Failure to articulate clearly how coaching differs from consulting and therapy. Failure to understand that relationships are confidential and facilitative rather than directive.

PITFALLS IN COACHING Cont Failure to understand that the process encourages a commitment to measurable actions that have clear organizational / personal benefits. The next big thing comes along and takes over

HINDRANCE TO SUCCESSFUL COACHING Negative attitude to change Organizational structures Cultural Impatience

COACHINGCoaching is about helping people to help themselves.This is not a case of coach doing it for the employee.COACHING is a collaborative partnership whereby both are engaged on a shared journey.

COUNSELING

WHAT IS COUNSELINGThe application of mental health, psychological or human development principles through cognitive, affective, behavioral or systemic intervention strategies that address wellness, personal growth or career development as well as pathology.

WORKPLACE COUNSELINGA supportive process conducted by a manager to help an employee define and work through personal problems or organizational changes that affect job performance.

COUNSELINGCounseling is the process of helping someone to surface issues and some of their root causes.It is about giving appropriate challenge and support in order that the person comes to terms with, or solves, their own issue or problem.

WHEN TO COUNSELIf performance problems do not improve after feedback and coaching, you may need to proceed to counseling.

BENEFITS OF COUNSELING Improves productivity of the organization since employees feel listened to and supported. Reduces turnover when employees feel they can vent their thoughts and feelings and deal with problems openly and constructively.

BENEFITS OF COUNSELING Cont Increases efficiency of your business when you understand the motives and needs of each employee and how they will react to organizational events. Reduces conflict and preserves self-esteem when parties are really listened to.

BENEFITS OF COUNSELING Cont Helps solve problems before they occur. Improves your career opportunities when you are known as a manager who can motivate employees. Improves your self confidence.

WORLDS MOST ADMIRED COMPANIES - 2007

Source: Fortune Global

WORLDS MOST ADMIRED COMPANIES - 2007 Innovation Key attributes of reputation: People Management Social Responsibility Financial Soundness Use of Corporate Assets Quality of Management Long-term Investment Quality of Products/Services

COUNSELINGProblems, which go unresolved by the individual, could manifest themselves at work through a number of symptoms. More accidents, more mistakes, mood changes, nervous energy, increased absenteeism and working unnecessary overtime are just a few. Do You Know?

COUNSELING SKILLSEffective use of counseling skills can help an individual: Make a decision Help themselves Adapt to change Solve problem or resolve an issue Come to terms with an event or situation Regain their self esteem

COUNSELING SKILLS ContEffective use of counseling skills can help an individual: Identify problems or concerns. Face difficulty or crisis. Understand their feelings or emotions. Draw on their own resources to find the right solution for themselves. Think through an issue or concern.

COUNSELING SKILLSThey are invaluable when: Individuals need to make important decisions about their career. Major restructuring occur within the organization. A personal problem impacts upon the work environment. An individual needs to identify what is causing them stress and find coping mechanisms.

PERSONAL QUALITIES OF AN EFFECTIVE COUNSELOR Curiosity and inquisitiveness a natural interest in people. Ability to listen the ability to find listening stimulating. Comfort with conversation enjoyment of verbal exchanges. Empathy and understanding the ability to put oneself in anothers place even if that person is a different gender or from a different culture. Emotional insightfulness comfort dealing with a wide range of feelings, from anger to joy.

PERSONAL QUALITIES OF AN EFFECTIVE COUNSELOR Cont Introspection the ability to see or feel from within. Capacity for self-denial the ability to set aside personal needs to listen and take care of others needs first. Tolerance of intimacy the ability to sustain emotional closeness. Comfort with power the acceptance of power with a certain degree of detachment. Ability to laugh the capacity of seeing the bittersweet quality of life events and the humor in them.

WORLDS BIGGEST EMPLOYERS

2005 No. of Employees1,800,000China National Petroleum

1,090,232

844,031Source: Fortune Global

EMOTIONS AT WORKPLACE People bring their emotion to workplace. Individuals must practice emotional labor in the workplace: They must show appropriate behaviors and emotions.

When the emotional brain steals information from our thinking brain. EMOTIONAL HIJACKING

EXPLICIT BEHAVIORSReadily observable, but hard to interpret.VALUES and BELIEFSNot directly observable, but can be distilled from how people explain and justify what they do.UNDERLYING ASSUMPTIONSThe foundation of culture which is so widely shared that people are largely unaware of them.

EMOTIONAL QUOTIENT (EQ)

EQ is the learned ability to understand and express our feelings accurately.

To control our emotions so that they work for us not against us.

EQ Knowing how you and others feel and what to do about it. Knowing what feels good and what feels bad. How to get from bad to good. Emotional awareness, sensitivity and the management skills that will help us to maximize our long-term happiness and survival.

ATTRIBUTES OF EQSELF-AWARENESS Being aware of what youre doingSELF-MANAGEMENT The ability to manage ones own emotions and impulsesSELF-MOTIVATION The ability to persist in the face of setbacks and failures

ATTRIBUTES OF EQ ContEMPATHY The ability to sense how others are feelingSOCIAL SKILLS The ability to handle the emotions of others

WORLD MOST PROFITABLE COMPANIES - 2006

US$36 billion

US$24 billion

US$16.5 billion

US$16.4 billion

US$14 billionSource: Fortune Global

STRESS

STRESSAny external stimulus that causes wear and tear on ones psychological or physical well-being.

HOW STRESS WORKSStress is harmful to the body as well as the mind.Stress comes in two forms, each with its own biochemistry.

HOW STRESS WORKSACUTE STRESSA response to imminent danger, it turbocharges the system with powerful hormones that can damage the cardiovascular system.CHRONIC STRESSCaused by constant emotional pressure the victim cant control, it produces hormones that can weaken the immune system and damage bones.

MAJOR CAUSES OF STRESS Life events Personal psychological makeup Organizational and work-related factorsNOTE: Result of organizational and work-related factors is BURNOUT.

BURNOUTBurnout is the state of becoming emotionally or physically drained to the point that one cannot perform functions meaningfully.

COPING WITH STRESS Engaging in physical exercise Practicing relaxation techniques Gain a sense of control Developing and maintaining good interpersonal relationships

Total Number of Days in a Year365 daysIf you sleep 8 hours a day122 daysNumber of days left243 daysIf you rest 8 hours a day122 daysNumber of days left121daysIf you dont work on Sundays52 daysNumber of days left69 daysIf you work half day on Saturdays26 daysNumber of days left43 daysIf you take 11/2 hours for lunch28 daysNumber of days left15 daysIf you take 2 weeks (14 days) annual leave14 daysNumber of days left1dayUnfortunately National Day is also an off day1dayAs such, total number of days you work0 dayTotal Number of Days a Manager Works in a Year

Thank you !Dr. Edwin VaroTel: 013-3602509Email: evaro@tm.net.my