Manage the Coaching Process...how it’s done!

Is YOUR employee ready?

Am I ready to coach?

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How is that the same or different

from what you’ve tried before?

Should we MANAGE …

The employee is developing and owning their critical thinking skills.

The boss isn’t getting sucked into every little employee problem = reverse delegation.

The employee is learning how to take initiative and be proactive.

= help the employee discover a solution that may be different than ours

= jump in and solve it ourselves

… or should we COACH?

Let me call them directly and get

them straightened out.”

Tell me about what steps you’ve

taken so far?

What are you thinking about

doing next?

Pro’s:

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Establish a coaching relationship:

Turn Coaching into Collaboration

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Baby STEPS

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OBSERVE

ENCOURAGE REFLECTION

SHARE YOUR THOUGHTS

90%That’s how much of the talking an employee should do in a coaching conversation.

Listen More

Talk Less

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Baby STEPS

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brain-friendly

The Better Way To Give Feedback…Tell the other person: "What I like about this is . .

." Give meaningful, specific examples of what you like,

and explain why you like them. Aim for as many

concrete positive points as you can. Don’t rush.

Then say: "What would make me like it even

more is . . ."

“Be at least as concrete and forthcoming in your praise as you are in your criticism.”

to Receive feedback…"First of all, can you tell me exactly

what you liked and why?" I said. "It’s

important for me to learn from that. I

want to know what I should keep doing,

or do more of.

Then you can tell me what would

make you like it even more!"

Source:: http://www.fastcompany.com/

and

feedback

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http://uk.businessinsider.com/

Psychological safety= a shared belief that the team is safe for interpersonal risk taking.

How can YOU create psychological safety in the organization?

✓ Frame work as learning problems, as opposed to execution problems:

"We've never been here before; we can't know what will happen; we've got

to have everybody's brains and voices in the game."

✓ Acknowledge your own fallibility:

"I may miss something - I need to hear from you."

✓ Model curiosity by asking a lot of questions:

Team members need to generate answers.

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“it's ok to take some

risks”

http://uk.businessinsider.com/

"learning zone" = high-performance zone = allow for questions and discussions and also hold their employees accountable for excellence

"anxiety zone" = low-performance zone = only hold their employees accountable for excellence without creating psychological safety

"comfort zone" = unknown-performance zone = only create psychological safety without holding their employees accountable for excellence

“A combination of psychological safety and accountability is vital for teams to achieve their full potential.”

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Psychological safety

Push Employees to the Edge of Their Comfort Zones

Stay goal-focused

Establish accountability

Create a coaching action plan

Follow up

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Baby STEPS

Highlights● Good coaching is simply good management.● Behavioral change is possible only when it is

voluntary.● Becoming an effective coach requires

introspection.

endurance

faith

vigilance

self-discipline

“Good coaching is simply good management. It requires many of the same skills that are critical to effective management.Similarly, the goal of coaching is the goal of good management”.

The Executive as Coach

CHANGE

Simple techniques for coaching meetings:✓ Practice active listening.✓ Support learning through action and reflection.✓ Move from easy to hard.✓ Set microgoals.✓ Use tape delay.✓ Practice script writing and role-playing.✓ Set up relationship-repair meetings.✓ Encourage more positive feedback. 9

Be A Better Listener “we have 1 mouth

for talking but 2 ears for listening”

1 in 4 corporate leaders has a listening deficitSursa: http://www.forbes.com/

Sursa: https://hbr.org/

2 months after listening to a talk, the average listener will remember only about

25% of what was said.

“after we have barely learned something, we tend to forget from

½ to ⅓ of it

within 8 hours”

Gap in Training

formal readingthe primary medium of learning

Low to almost none attention to speaking

and listening skills

“listening is a skill that can be taught”

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✓ Put yourself in someone else’s shoes.

✓ Don’t be in a rush.

✓ “Listen between the lines.”

✓ Focus on remembering the central idea, not all the facts.

✓ Beware of your emotional filters.

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NONVERBAL!

Body language

Closed = arms or legs crossed,

shoulders hunched or turned

away from you

Open = sits at ease—hands visible,

shoulders relaxed

Engagement level

People who are interested in a

dialogue tend to find ways to move

closer to one another.

Slouching, leaning away, or failure

to make eye contact may indicate

distraction or disagreement.

Body language allied or

opposedPeople who are allied in common

purpose tend to adopt the same

body position.

Compare your employee's body

language with your own. Does the

person's body language suggest

agreement? Or opposition?

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Attention

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Open-ended questions

How do you want to proceed?What strikes you as important here?

What else?Because?

Then what?

Closed-ended questionsYes/ No answer

Useful for confirming a

fact or getting a status update on somethingNot usefull for gaining insight

“Why” questions

Instead of… Reframe like this…

Why did you do that? What factors did you use to make your decision?

Why can’t you do this? What stands in your way right now?

Why did she get upset with you? What do you think influenced her?

Skillful inquiry

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