Coaching Skills for Managers Presented by Claudette Rowley for the New England Regional ENP...
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Transcript of Coaching Skills for Managers Presented by Claudette Rowley for the New England Regional ENP...
![Page 1: Coaching Skills for Managers Presented by Claudette Rowley for the New England Regional ENP Conference April 3, 2105.](https://reader036.fdocuments.us/reader036/viewer/2022062516/56649e4d5503460f94b4347b/html5/thumbnails/1.jpg)
Coaching Skills for Managers
Presented by Claudette Rowley
for the
New England Regional ENP Conference
April 3, 2105
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Objectives
Develop the mindset of a coach
Learn three key coaching skills
Use coaching to improve performance
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What is Coaching?
Designed partnership
Help people move from where they are …
To where they want/need to be
Bridges the gap between current state
And the desired future state
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“Coaching is…”
Not telling people what to do; it’s giving them a chance to examine what they are doing in light of their intentions.
- James Flaherty “Coaching: Evoking Excellence”
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International Coach Federation:
“Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential…
Coaches honor the clients as the expert in his or her life and work and believe every client is creative, resourceful and whole.”
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ICF Definition continued:
“Standing on this foundation, the coach’s responsibility is to:
Discover, clarify, and align with what the client wants to achieve
Encourage client self-discovery
Elicit client-generated solutions and strategies
Hold the client responsible and accountable”
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Four Foundations of Coaching
Confidentiality
Creative, resourceful
, whole
Hold client’s agenda
Build and maintain
trust
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Coach vs. Manager Mindset
Managers are compelled to solve problems
Managers are in charge of a group of tasks, projects, and/or a staff of people
Managers are responsible for results
Discussion Question: How does the manager mindset differ from the coaching mindset?
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Trust Exercise
How do we know when we trust? When someone trusts us?
What are the attributes?
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R.E.A.L.L.Y. Listening
R – risk to hear
E – employ empathy
A – allow their perspective
L – lead with questions
L – listen beneath the surface
Y – yield your judgment
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Three Levels of Listening
Internal listening – listening primarily to yourself, or to your own thoughts or agenda.
Focused listening – intensely focused on what other person is saying. Nothing is distracting you. Thoughts about the past or the future or your own ideas don’t intrude.
Global listening – completely directed toward other person with a wider focus. You hear more than words – you notice body language, inflections and tone, pauses, their energy. You can hear the unspoken.
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Reframing What You Hear
Reframing is changing the perception of an interaction or situation to increase the chances of a productive conversation.
It’s seeing the situation from a different or positive perspective.
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Reframing Examples
Example: “I’m right.”
“I didn’t think we were talking about right or wrong. I thought we were trying to find an answer to our disagreement.
Example: “I really doubt I can do anything about this situation.”
“What’s one small step you could take?”
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Reflecting Back What You Hear
What I hear is important to you …It sounds like your priority is …What I hear is concerning you…
You sound really excited …
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Asking Powerful Questions
How, what, why questions
Open-ended questions
Tell me more …
Designed to get people to answer questions
They wouldn’t ask themselves
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Introducing the G.R.O.W. Model
Goal setting
Assess reality
Options developed
Way forward
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Step One: Goal Setting
Starting in the right direction
Coaching time is more efficient
Plan ahead and prepare targeted questions
Direct and holds focus
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Setting SMART Goals
Specific
Measurable
Attainable
Realistic
Timely
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Identifying Appropriate Goal Areas
How will you know you reached this goal?
Why is this goal important to you?
What do you really want?
What goal do you want to achieve?
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Step Two: Assess Reality
What is happening now?
Where are you in relation to your goal?
What’s holding you back?
What’s working well?
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Identifying Obstacles
Antidote given
Root out the cause
Identify the obstacle
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Step Three: Developing Options
Buy-in by your employee
Innovation, more creativity is possible when two work at itGrowth, the options developed will have more meaning
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Choosing Your Final Approach
Does this option build new supporting skills?Does this option meet the time requirement of the goal?Is this option measurable?
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Step Four: Way Forward
What are you going to do:
Tomorrow?
Two weeks?
Thirty days?
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Taking Action
What are you going to do?
How committed are you?
What will success look like?
Anticipated roadblocks?
What resources are needed?