introduction to:

MASCMASC“developing manager as coach”

rules of engagement

� LISTEN � (to hear; to understand; to learn – innovation and opportunities)

� INVITE OPENNESS� (value; respect; tolerance; diversity – managing the difference)

� SUSPEND JUDGEMENT� (no titles; no conflict; no constructs – upr/ugp)

� MOVE AT THE PACE OF GUIDANCE� (you tell me where & when to go – support u in the how)

� IT’S ABOUT PEOPLE � (caring; appreciation; learning - consistency)

my lessons my lessons my lessons my lessons –––– wwwwhhhhaaaatttt mmmmuuuusssstttt IIII ssssttttoooopppp,,,, ssssttttaaaarrrrtttt aaaannnndddd rrrreeeeiiiinnnnffffoooorrrrcccceeee

� Attendance register = DONE

� Notes beforehand = DONE

� FOCUS – trying real hard, awareness, so much to tell you – issue

for me

� CLOSURE – it is your journey and I am on mine. I am just the facilitator, I open and you shut doors, you decide on what is

meaningful, relevant, personally significant and discard what isnot, you decide on your own closure

� It is an experiment so what needs to change; maybe me demanding homework??? – COMMITMENT/BUY-IN

� You tell me

WORKSHOP BSC DATAWORKSHOP BSC DATAWORKSHOP BSC DATAWORKSHOP BSC DATA

1. Add content to Benchmark report

� Include kids, comparative food costs

� Can we measure kids parties?

� Staff turnover, absenteeism

2. GOAL - How to make “being a waitron seen like a real job?”

(who is going to take on this task?)

� Use SMART as a methodology to create some solutions

3. What other data can we create from PILOT that is useful & will assist us to

make more informed and professional decisions going forward)

4. Foot count, average spend per head, what is the best approach toestablishing a consistent and accurate figure – plate count?

COACHING ISN'T AN COACHING ISN'T AN COACHING ISN'T AN COACHING ISN'T AN

ADDITION TO A LEADER'S ADDITION TO A LEADER'S ADDITION TO A LEADER'S ADDITION TO A LEADER'S

JOB, IT'S AN INTEGRAL JOB, IT'S AN INTEGRAL JOB, IT'S AN INTEGRAL JOB, IT'S AN INTEGRAL

PART OF IT.PART OF IT.PART OF IT.PART OF IT.

George S. Odiorne

COACHING ISN'T AN COACHING ISN'T AN COACHING ISN'T AN COACHING ISN'T AN

ADDITION TO A LEADER'S ADDITION TO A LEADER'S ADDITION TO A LEADER'S ADDITION TO A LEADER'S

JOB, IT'S AN INTEGRAL JOB, IT'S AN INTEGRAL JOB, IT'S AN INTEGRAL JOB, IT'S AN INTEGRAL

PART OF IT.PART OF IT.PART OF IT.PART OF IT.

George S. Odiorne

““““““““history of history of history of history of history of history of history of history of coachingcoachingcoachingcoachingcoachingcoachingcoachingcoaching””””””””

HISTORY OF COACHING?HISTORY OF COACHING?HISTORY OF COACHING?HISTORY OF COACHING?

� Term coach first seen in 1500Term coach first seen in 1500Term coach first seen in 1500Term coach first seen in 1500’’’’s; method of s; method of s; method of s; method of

horse drawn vehiclehorse drawn vehiclehorse drawn vehiclehorse drawn vehicle

� Mid 1850Mid 1850Mid 1850Mid 1850’’’’s term was used in English s term was used in English s term was used in English s term was used in English

universities referring to a person who aided universities referring to a person who aided universities referring to a person who aided universities referring to a person who aided

students in exam preparationstudents in exam preparationstudents in exam preparationstudents in exam preparation

� Then in the 1980Then in the 1980Then in the 1980Then in the 1980’’’’s coaching started as a result s coaching started as a result s coaching started as a result s coaching started as a result

of athletes wanting to improve their of athletes wanting to improve their of athletes wanting to improve their of athletes wanting to improve their

performance; run faster, jump higherperformance; run faster, jump higherperformance; run faster, jump higherperformance; run faster, jump higher…………....

HISTORY OF COACHING?HISTORY OF COACHING?HISTORY OF COACHING?HISTORY OF COACHING?

� Top sports followed suite Top sports followed suite Top sports followed suite Top sports followed suite –––– focus on strengths focus on strengths focus on strengths focus on strengths

and masteryand masteryand masteryand mastery

� Sir John Whitmore, a racing driver Sir John Whitmore, a racing driver Sir John Whitmore, a racing driver Sir John Whitmore, a racing driver (Grow (Grow (Grow (Grow

Model)Model)Model)Model) and Tim Gallwey and Tim Gallwey and Tim Gallwey and Tim Gallwey (Inner Game of (Inner Game of (Inner Game of (Inner Game of

Tennis)Tennis)Tennis)Tennis) work, interference, barriers, muscle work, interference, barriers, muscle work, interference, barriers, muscle work, interference, barriers, muscle

memory, etcmemory, etcmemory, etcmemory, etc

� Shakeem OShakeem OShakeem OShakeem O’’’’Neill Neill Neill Neill –––– choice, free throw or choice, free throw or choice, free throw or choice, free throw or

damaging the net, knowing my strengths, how do damaging the net, knowing my strengths, how do damaging the net, knowing my strengths, how do damaging the net, knowing my strengths, how do

I make a difference.I make a difference.I make a difference.I make a difference.

Personal

Mastery

Mental

Models

Building

Shared

Vision

Team

Learning

LEARNING ORGANIZATIONLEARNING ORGANIZATIONLEARNING ORGANIZATIONLEARNING ORGANIZATION

The EnvironmentYour Organisation operates in a certain

environment which needs to be understood to

the extent that your business at least survives.

Co

mp

lexity

Understanding

Your understanding manifests in

Strategy. This is your answer to

what is happening out there. This

however, has very little value

without a supportive...

Culture

“…the way we do things

around here..”

This “way” ought to be aligned

with the intent of the Strategy.

This alignment is greatly

influenced by…...

The Leadership Minds

A critical mass of leadership

minds who have a shared mental

model of where the organisation

is heading, and how they intend

to involve all the members of

this social system of human

beings

�So, how can we collaborate with you in facilitating AND creating a more successful restaurant ?

We focus on systemically developing the management and leadership minds in your human populated system ...

The Environment•With your strategic thinkers we will

collaborate in the sculpting of different

future scenarios

•This will be facilitated such that maximum

learning takes place

Culture

The Leadership Minds

• Inquiry Design: practical development of critical minds

•Personal Mastery: leading the Self

•Interpersonal Mastery: leading others

•Team Mastery: build and use teams as high leverage interventions

•Freedom in a Rocking Boat: Basic understanding of systems thinking

•Problem Solving: People and

Organisational issues

•Strategy Design: as whole system

design

•Organisational Design: to self-adapt

to change

•Assess and Deal with Culture on a

Behavioural basis

•Collaborative Project Design:

constructing complex conversations

•Organisational Conversations: a

benchmark talk through the major

nuts&bolts of your organisation

HISTORY OF COACHING?HISTORY OF COACHING?HISTORY OF COACHING?HISTORY OF COACHING?

� Actors and performers speak of a good coach Actors and performers speak of a good coach Actors and performers speak of a good coach Actors and performers speak of a good coach

as someone possessing the abilities to push as someone possessing the abilities to push as someone possessing the abilities to push as someone possessing the abilities to push

them to the edge of their creative envelopethem to the edge of their creative envelopethem to the edge of their creative envelopethem to the edge of their creative envelope

� Creating awarenessCreating awarenessCreating awarenessCreating awareness

� Someone who can bring out the greatness that Someone who can bring out the greatness that Someone who can bring out the greatness that Someone who can bring out the greatness that

was untapped, potential & performance that was untapped, potential & performance that was untapped, potential & performance that was untapped, potential & performance that

emerges as an unparalleled skillemerges as an unparalleled skillemerges as an unparalleled skillemerges as an unparalleled skill

� ToToToTo----day, all top performers have a coach.day, all top performers have a coach.day, all top performers have a coach.day, all top performers have a coach.

““““TYPICALTYPICALTYPICALTYPICAL”””” OOOORRRRGGGGAAAANNNNIIIIZZZZAAAATTTTIIIIOOOONNNNAAAALLLL IIIINNNNDDDDIIIICCCCAAAATTTTOOOORRRRSSSS FFFFOOOORRRR CCCCOOOOAAAACCCCHHHHIIIINNNNGGGG

UNSATISFACTORY UNSATISFACTORY UNSATISFACTORY UNSATISFACTORY

PERFORMANCEPERFORMANCEPERFORMANCEPERFORMANCE

� Financial performanceFinancial performanceFinancial performanceFinancial performance

� QualityQualityQualityQuality

� Customer satisfactionCustomer satisfactionCustomer satisfactionCustomer satisfaction

� Unclear market positioningUnclear market positioningUnclear market positioningUnclear market positioning

� Degree of innovationDegree of innovationDegree of innovationDegree of innovation

� Efficiency.Efficiency.Efficiency.Efficiency.

LACK OF LEADERSHIPLACK OF LEADERSHIPLACK OF LEADERSHIPLACK OF LEADERSHIP

� Long and complex decision Long and complex decision Long and complex decision Long and complex decision

making processesmaking processesmaking processesmaking processes

� Lack of clear directionLack of clear directionLack of clear directionLack of clear direction

� Values are not manifested in Values are not manifested in Values are not manifested in Values are not manifested in

actionactionactionaction

� Deadlines slipDeadlines slipDeadlines slipDeadlines slip

� Dissatisfied and frustrated Dissatisfied and frustrated Dissatisfied and frustrated Dissatisfied and frustrated

employees.employees.employees.employees.

““““TYPICALTYPICALTYPICALTYPICAL”””” ORGANIZATIONAL INDICATORS FOR COACHINGORGANIZATIONAL INDICATORS FOR COACHINGORGANIZATIONAL INDICATORS FOR COACHINGORGANIZATIONAL INDICATORS FOR COACHING

CHALLENGESCHALLENGESCHALLENGESCHALLENGES

� Utilize potential of talentUtilize potential of talentUtilize potential of talentUtilize potential of talent

� ChangeChangeChangeChange----processesprocessesprocessesprocesses

� Difficult market Difficult market Difficult market Difficult market

conditionsconditionsconditionsconditions

� Cost savings.Cost savings.Cost savings.Cost savings.

PERSONNEL PROBLEMSPERSONNEL PROBLEMSPERSONNEL PROBLEMSPERSONNEL PROBLEMS

�Low identification with the Low identification with the Low identification with the Low identification with the

organizationorganizationorganizationorganization

�Lack of future talentLack of future talentLack of future talentLack of future talent

�Low commitmentLow commitmentLow commitmentLow commitment

�Danger of or actual burnDanger of or actual burnDanger of or actual burnDanger of or actual burn----out out out out

of employees.of employees.of employees.of employees.

““““TYPICALTYPICALTYPICALTYPICAL”””” OOOORRRRGGGGAAAANNNNIIIIZZZZAAAATTTTIIIIOOOONNNNAAAALLLL IIIINNNNDDDDIIIICCCCAAAATTTTOOOORRRRSSSS FFFFOOOORRRR CCCCOOOOAAAACCCCHHHHIIIINNNNGGGG

NEW CHALLENGESNEW CHALLENGESNEW CHALLENGESNEW CHALLENGES

� Increased responsibilitiesIncreased responsibilitiesIncreased responsibilitiesIncreased responsibilities

� Integration into a new Integration into a new Integration into a new Integration into a new

organizationorganizationorganizationorganization

� Responsibility for a new Responsibility for a new Responsibility for a new Responsibility for a new

projectprojectprojectproject

� Develop latent potential.Develop latent potential.Develop latent potential.Develop latent potential.

INEFFICIENT INEFFICIENT INEFFICIENT INEFFICIENT MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT

STYLESTYLESTYLESTYLE

� Low delegationLow delegationLow delegationLow delegation

� Need to controlNeed to controlNeed to controlNeed to control

� PerfectionismPerfectionismPerfectionismPerfectionism

� Lack of time.Lack of time.Lack of time.Lack of time.

““““TYPICALTYPICALTYPICALTYPICAL”””” ORGANIZATIONAL INDICATORS FOR COACHINGORGANIZATIONAL INDICATORS FOR COACHINGORGANIZATIONAL INDICATORS FOR COACHINGORGANIZATIONAL INDICATORS FOR COACHING

(DANGER OF) BURN (DANGER OF) BURN (DANGER OF) BURN (DANGER OF) BURN

OUTOUTOUTOUT

� StressStressStressStress

� Blind ActivismBlind ActivismBlind ActivismBlind Activism

� Emotional instabilityEmotional instabilityEmotional instabilityEmotional instability

� Depressed moodDepressed moodDepressed moodDepressed mood

� Lack of reality.Lack of reality.Lack of reality.Lack of reality.

LACK OF LACK OF LACK OF LACK OF

PERFORMANCEPERFORMANCEPERFORMANCEPERFORMANCE

� Goals are not achievedGoals are not achievedGoals are not achievedGoals are not achieved

� Targets are not metTargets are not metTargets are not metTargets are not met

� CommunicationCommunicationCommunicationCommunication

� Lack of specific Lack of specific Lack of specific Lack of specific

management skills.management skills.management skills.management skills.

FOCUSING ON FOCUSING ON FOCUSING ON FOCUSING ON ““““NONNONNONNON----SENSESENSESENSESENSE”””” DIFFERENCESDIFFERENCESDIFFERENCESDIFFERENCES

COACHINGCOACHINGCOACHINGCOACHING

� Looks at the futureLooks at the futureLooks at the futureLooks at the future

� Builds skillsBuilds skillsBuilds skillsBuilds skills

� Works toward a goalWorks toward a goalWorks toward a goalWorks toward a goal

� Works with healthy peopleWorks with healthy peopleWorks with healthy peopleWorks with healthy people

� Offers toolsOffers toolsOffers toolsOffers tools

� Looks for solutionsLooks for solutionsLooks for solutionsLooks for solutions

� Has no power relationsHas no power relationsHas no power relationsHas no power relations

� Is coIs coIs coIs co----creativecreativecreativecreative

� Is timeIs timeIs timeIs time----boundboundboundbound

� Has less restrictive Has less restrictive Has less restrictive Has less restrictive boundaries.boundaries.boundaries.boundaries.

PSYCHOTHERAPYPSYCHOTHERAPYPSYCHOTHERAPYPSYCHOTHERAPY

� Looks at the pastLooks at the pastLooks at the pastLooks at the past

� Heals emotionsHeals emotionsHeals emotionsHeals emotions

� Works with whatever comes upWorks with whatever comes upWorks with whatever comes upWorks with whatever comes up

� Works with mentally unwellWorks with mentally unwellWorks with mentally unwellWorks with mentally unwell

� Offers interpretationsOffers interpretationsOffers interpretationsOffers interpretations

� Unpacks problemsUnpacks problemsUnpacks problemsUnpacks problems

� Uses the doctorUses the doctorUses the doctorUses the doctor----patient hierarchypatient hierarchypatient hierarchypatient hierarchy

� Is oneIs oneIs oneIs one----dimensionaldimensionaldimensionaldimensional

� Is long term and unlimitedIs long term and unlimitedIs long term and unlimitedIs long term and unlimited

� Within the strict therapy Within the strict therapy Within the strict therapy Within the strict therapy ““““frameframeframeframe””””....

CASE FOR CHANGECASE FOR CHANGECASE FOR CHANGECASE FOR CHANGE

� Develop a coaching cultureDevelop a coaching cultureDevelop a coaching cultureDevelop a coaching culture

� Create a learning environment in self and restaurantCreate a learning environment in self and restaurantCreate a learning environment in self and restaurantCreate a learning environment in self and restaurant

� Move from control and demand to a facilitative style of Move from control and demand to a facilitative style of Move from control and demand to a facilitative style of Move from control and demand to a facilitative style of

management / leadershipmanagement / leadershipmanagement / leadershipmanagement / leadership

� Change the internal conversationChange the internal conversationChange the internal conversationChange the internal conversation

� Develop management and leadership capabilitiesDevelop management and leadership capabilitiesDevelop management and leadership capabilitiesDevelop management and leadership capabilities

� Challenge and provoke what we do today, to improve Challenge and provoke what we do today, to improve Challenge and provoke what we do today, to improve Challenge and provoke what we do today, to improve

tomorrowtomorrowtomorrowtomorrow

� Improve rapport / relationship between franchisee and Improve rapport / relationship between franchisee and Improve rapport / relationship between franchisee and Improve rapport / relationship between franchisee and

franchisor using the coaching approach / methodologyfranchisor using the coaching approach / methodologyfranchisor using the coaching approach / methodologyfranchisor using the coaching approach / methodology

� More awareness, understanding and focus on our uniqueness, More awareness, understanding and focus on our uniqueness, More awareness, understanding and focus on our uniqueness, More awareness, understanding and focus on our uniqueness,

what are our redeeming core products, our point of difference what are our redeeming core products, our point of difference what are our redeeming core products, our point of difference what are our redeeming core products, our point of difference

and our strengths.and our strengths.and our strengths.and our strengths.

NATURE OF POTENTIAL SHIFTS AND CHANGESNATURE OF POTENTIAL SHIFTS AND CHANGESNATURE OF POTENTIAL SHIFTS AND CHANGESNATURE OF POTENTIAL SHIFTS AND CHANGES

� I control and should I control and should I control and should I control and should dodododo

� I know and should I know and should I know and should I know and should telltelltelltell

� OverwhelmedOverwhelmedOverwhelmedOverwhelmed

� Stuck and lostStuck and lostStuck and lostStuck and lost

� Head downHead downHead downHead down

� Enabling others who Enabling others who Enabling others who Enabling others who have ideas.have ideas.have ideas.have ideas.

� I can share control with I can share control with I can share control with I can share control with

others and know that it others and know that it others and know that it others and know that it

worksworksworksworks

� Avoid conflicts, it works Avoid conflicts, it works Avoid conflicts, it works Avoid conflicts, it works

betterbetterbetterbetter

� There are other waysThere are other waysThere are other waysThere are other ways

� Reframe, different Reframe, different Reframe, different Reframe, different

actionsactionsactionsactions

� Relaxed and confidentRelaxed and confidentRelaxed and confidentRelaxed and confident

� I can enable others and I can enable others and I can enable others and I can enable others and

respond positively & it respond positively & it respond positively & it respond positively & it

is better for us all.is better for us all.is better for us all.is better for us all.

PRODUCING POWERFUL TRANSFORMATIONPRODUCING POWERFUL TRANSFORMATIONPRODUCING POWERFUL TRANSFORMATIONPRODUCING POWERFUL TRANSFORMATION

“THE COACHING MANAGERTHE COACHING MANAGERTHE COACHING MANAGERTHE COACHING MANAGER””””

� Is the most obvious resource in most restaurants Is the most obvious resource in most restaurants Is the most obvious resource in most restaurants Is the most obvious resource in most restaurants

� Responsible for onResponsible for onResponsible for onResponsible for on----the job learning, fits logically with this rolethe job learning, fits logically with this rolethe job learning, fits logically with this rolethe job learning, fits logically with this role

� Is involved with most direct reports Is involved with most direct reports Is involved with most direct reports Is involved with most direct reports

� Focuses on helping employeeFocuses on helping employeeFocuses on helping employeeFocuses on helping employee’’’’s identify their strengths, what s identify their strengths, what s identify their strengths, what s identify their strengths, what energizes them, what engages them, what differentiates them, energizes them, what engages them, what differentiates them, energizes them, what engages them, what differentiates them, energizes them, what engages them, what differentiates them, where they can add the most value and set development where they can add the most value and set development where they can add the most value and set development where they can add the most value and set development plans that foster career goals plans that foster career goals plans that foster career goals plans that foster career goals

� Creates an environment that supports honest selfCreates an environment that supports honest selfCreates an environment that supports honest selfCreates an environment that supports honest self----assessment assessment assessment assessment and treats mistakes as learning opportunities in the and treats mistakes as learning opportunities in the and treats mistakes as learning opportunities in the and treats mistakes as learning opportunities in the development processdevelopment processdevelopment processdevelopment process

� Is in the best position to provide challenging assignments to Is in the best position to provide challenging assignments to Is in the best position to provide challenging assignments to Is in the best position to provide challenging assignments to talented people and to support their continued learning.talented people and to support their continued learning.talented people and to support their continued learning.talented people and to support their continued learning.

THE APPLICATION OF COACHING PSYCHOLOGYTHE APPLICATION OF COACHING PSYCHOLOGYTHE APPLICATION OF COACHING PSYCHOLOGYTHE APPLICATION OF COACHING PSYCHOLOGY

Some Some Some Some examples to illustrate areas of practice;

� Supporting people to develop effective strategies for dealing with

concerns about specific areas of performance, for example,

handling a green / vibe workshop

� Providing face2face or 1to1 support to facilitate achieving their life

and / or work goals

� Facilitating the achievement of team / group goals

� Supporting the development of effective coaching programs in

organizations

� Running training programs in coaching psychology, the

psychology of coaching and coaching

� Undertaking research into the effectiveness of coaching.

WHAT IS AUTHENTICITY?WHAT IS AUTHENTICITY?WHAT IS AUTHENTICITY?WHAT IS AUTHENTICITY?

The shadow of a human being is quite different to the shadow of a tree or another inanimate object. Amongst the Northern Sotho this is called Serichi. To know your Serichi is to know your true self and to be real.

Sometimes the journey to know your Serichi may be blocked and can hurt because personal development requires the courage of a pioneer, the honesty of a child, the imagination of an artist, and the confidence of the naive. But when you are real, you can face these blockages because you know it’s the path to fulfill yours -and the worlds – potential.

Translated from Northern Sesotho proverb

““““““““lets compare some lets compare some lets compare some lets compare some lets compare some lets compare some lets compare some lets compare some definitions of coaching, definitions of coaching, definitions of coaching, definitions of coaching, definitions of coaching, definitions of coaching, definitions of coaching, definitions of coaching, etc. first, what did etc. first, what did etc. first, what did etc. first, what did etc. first, what did etc. first, what did etc. first, what did etc. first, what did yours say?yours say?yours say?yours say?yours say?yours say?yours say?yours say?””””””””

COLLIS ENGLISH DICTIONARY SAYS;COLLIS ENGLISH DICTIONARY SAYS;COLLIS ENGLISH DICTIONARY SAYS;COLLIS ENGLISH DICTIONARY SAYS;

� Defines the verb to coach as Defines the verb to coach as Defines the verb to coach as Defines the verb to coach as ““““to instruct by to instruct by to instruct by to instruct by

private tutoring, to instruct and train, to act as a private tutoring, to instruct and train, to act as a private tutoring, to instruct and train, to act as a private tutoring, to instruct and train, to act as a

coachcoachcoachcoach”””” –––– loose and contaminated.loose and contaminated.loose and contaminated.loose and contaminated.

� Modern organizations get involved in turning Modern organizations get involved in turning Modern organizations get involved in turning Modern organizations get involved in turning

work situations into learningwork situations into learningwork situations into learningwork situations into learning’’’’ssss

� Establishing a relationship based on trust that Establishing a relationship based on trust that Establishing a relationship based on trust that Establishing a relationship based on trust that

has the intention of improving the coacheehas the intention of improving the coacheehas the intention of improving the coacheehas the intention of improving the coachee’’’’s s s s

performance at work.performance at work.performance at work.performance at work.

‘…‘…‘…‘…one cannot build on one cannot build on one cannot build on one cannot build on weakness. To achieve weakness. To achieve weakness. To achieve weakness. To achieve results, one has to use all results, one has to use all results, one has to use all results, one has to use all the available strengths the available strengths the available strengths the available strengths …………

these strengths are the these strengths are the these strengths are the these strengths are the true opportunitiestrue opportunitiestrue opportunitiestrue opportunities’’’’

(Drucker, 1967, p.60).

““““Ability to unlock a personAbility to unlock a personAbility to unlock a personAbility to unlock a person’’’’s s s s

potential to maximize their own potential to maximize their own potential to maximize their own potential to maximize their own performance. It is helping them performance. It is helping them performance. It is helping them performance. It is helping them to learn rather than teaching to learn rather than teaching to learn rather than teaching to learn rather than teaching them.them.them.them.””””

Sir John Whitmore

Coaching is a learnt skill and an essential Coaching is a learnt skill and an essential Coaching is a learnt skill and an essential Coaching is a learnt skill and an essential element of the managerial role in these element of the managerial role in these element of the managerial role in these element of the managerial role in these changing times.changing times.changing times.changing times.

““““Developing a personDeveloping a personDeveloping a personDeveloping a person’’’’s skills and knowledge s skills and knowledge s skills and knowledge s skills and knowledge so that their job performance improves, so that their job performance improves, so that their job performance improves, so that their job performance improves, hopefully leading to achieving hopefully leading to achieving hopefully leading to achieving hopefully leading to achieving organizational objectivesorganizational objectivesorganizational objectivesorganizational objectives””””

Jessica Jarvis

“Directly concerned with the immediate improvement of performance and development of skills by a form of tutoring or instruction – an instructional approach.”

Parsloe,1995

a powerful alliance designed

to forward & enhance the

lifelong

process of human learning,

effectiveness & fulfillment.

Whitworth et al, Co-Active Coaching 1998

a powerful alliance designed

to forward & enhance the

lifelong

process of human learning,

effectiveness & fulfillment.

Whitworth et al, Co-Active Coaching 1998

CCOACHING IS…

THE ART OF FACILITATING THE ART OF FACILITATING THE ART OF FACILITATING THE ART OF FACILITATING

THE PERFORMANCE, THE PERFORMANCE, THE PERFORMANCE, THE PERFORMANCE,

LEARNING AND LEARNING AND LEARNING AND LEARNING AND

DEVELOPMENT OF ANOTHER DEVELOPMENT OF ANOTHER DEVELOPMENT OF ANOTHER DEVELOPMENT OF ANOTHER ––––

A FACILITATION APPROACH.A FACILITATION APPROACH.A FACILITATION APPROACH.A FACILITATION APPROACH.

Downey,1999

The art and science of facilitating the development, learning and performance of an executive by expanding their options for behaving.

Dr. Sabine Dembkowski & Fiona Eldridge

Professional coaching is an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations. Through the process of coaching, clients deepen their learning, improve their performance, and enhance their quality of life.

International Coaching Federation

What is Coaching?

“Reflective conversations for the construction

and reconstruction of personally significant,

relevant and viable meaning through negotiation

and exchange.”

van Oudtshoorn

MY PURPOSE OF COACHING MY PURPOSE OF COACHING MY PURPOSE OF COACHING MY PURPOSE OF COACHING …………

“… is to have inspiring

conversations that change people’s lives as a result of desired movement.”

"Every time we teach a child something we stop them from inventing it for themselves.”

Jean Piaget

THE WAY OF COACHING

� You canYou canYou canYou can’’’’t be a leader without a followingt be a leader without a followingt be a leader without a followingt be a leader without a following

� The autocratic boss is facing extinctionThe autocratic boss is facing extinctionThe autocratic boss is facing extinctionThe autocratic boss is facing extinction

� Investing 10 minutes in coaching will save you Investing 10 minutes in coaching will save you Investing 10 minutes in coaching will save you Investing 10 minutes in coaching will save you an hour AND lots of EQan hour AND lots of EQan hour AND lots of EQan hour AND lots of EQ

� How to win friends and influence people How to win friends and influence people How to win friends and influence people How to win friends and influence people ––––become a great coach.become a great coach.become a great coach.become a great coach.

HPO – review monthly, rigid goals

““coaching coaching

criteriacriteria””

SSSSOOOO HHHHOOOOWWWW AAAAMMMM IIII JJJJUUUUDDDDGGGGEEEEDDDD AAAASSSS AAAA CCCCOOOOAAAACCCCHHHH????

�What are our standards?What are our standards?What are our standards?What are our standards?

�Who develops and managers them?Who develops and managers them?Who develops and managers them?Who develops and managers them?

�What are your standards in store?What are your standards in store?What are your standards in store?What are your standards in store?

�How are they managed?How are they managed?How are they managed?How are they managed?

�And why do you not always achieve And why do you not always achieve And why do you not always achieve And why do you not always achieve

them?them?them?them?

COACHIN RULES, GUIDELINES AND ETHICSCOACHIN RULES, GUIDELINES AND ETHICSCOACHIN RULES, GUIDELINES AND ETHICSCOACHIN RULES, GUIDELINES AND ETHICS

1. COMENSACOMENSACOMENSACOMENSA

2. Association for Coaching2. Association for Coaching2. Association for Coaching2. Association for Coaching

3. International Coaching Federation 3. International Coaching Federation 3. International Coaching Federation 3. International Coaching Federation

4. European Mentoring and 4. European Mentoring and 4. European Mentoring and 4. European Mentoring and

Coaching Council.Coaching Council.Coaching Council.Coaching Council.

COACHING CRITERIACOACHING CRITERIACOACHING CRITERIACOACHING CRITERIA

� BOUNDARY MANAGEMENTBOUNDARY MANAGEMENTBOUNDARY MANAGEMENTBOUNDARY MANAGEMENT;;;;

MAINTAIN STATED MORAL AND ETHICAL CODESMAINTAIN STATED MORAL AND ETHICAL CODESMAINTAIN STATED MORAL AND ETHICAL CODESMAINTAIN STATED MORAL AND ETHICAL CODES

� BUILDING CAPACITY TO COACH OTHERS AND SELF COACH;BUILDING CAPACITY TO COACH OTHERS AND SELF COACH;BUILDING CAPACITY TO COACH OTHERS AND SELF COACH;BUILDING CAPACITY TO COACH OTHERS AND SELF COACH;

SELFSELFSELFSELF----ORGANIZED & SUSTAINABLE LEARNINGORGANIZED & SUSTAINABLE LEARNINGORGANIZED & SUSTAINABLE LEARNINGORGANIZED & SUSTAINABLE LEARNING

� BUILDING RAPPORTBUILDING RAPPORTBUILDING RAPPORTBUILDING RAPPORT;;;;

ABILITY TO BUILD CONFIDENCE, TRUST AND RESPECT ABILITY TO BUILD CONFIDENCE, TRUST AND RESPECT ABILITY TO BUILD CONFIDENCE, TRUST AND RESPECT ABILITY TO BUILD CONFIDENCE, TRUST AND RESPECT

BETWEEN ONESELF AND PEOPLE / CLIENTSBETWEEN ONESELF AND PEOPLE / CLIENTSBETWEEN ONESELF AND PEOPLE / CLIENTSBETWEEN ONESELF AND PEOPLE / CLIENTS

� FLEXIBILITYFLEXIBILITYFLEXIBILITYFLEXIBILITY;;;;

MODIFY BEHAVIOUR PROMPTLY AND EFFECTIVELYMODIFY BEHAVIOUR PROMPTLY AND EFFECTIVELYMODIFY BEHAVIOUR PROMPTLY AND EFFECTIVELYMODIFY BEHAVIOUR PROMPTLY AND EFFECTIVELY

COACHING CRITERIACOACHING CRITERIACOACHING CRITERIACOACHING CRITERIA

� IDENTIFY ISSUESIDENTIFY ISSUESIDENTIFY ISSUESIDENTIFY ISSUES;;;;

SUPPORT CLIENT TO SUPPORT CLIENT TO SUPPORT CLIENT TO SUPPORT CLIENT TO ANALYSEANALYSEANALYSEANALYSE SITUATIONS AND SECURE RELEVANT SITUATIONS AND SECURE RELEVANT SITUATIONS AND SECURE RELEVANT SITUATIONS AND SECURE RELEVANT

INFOINFOINFOINFO

� MANAGING EMOTIONS AND AMBIGUITY;MANAGING EMOTIONS AND AMBIGUITY;MANAGING EMOTIONS AND AMBIGUITY;MANAGING EMOTIONS AND AMBIGUITY;

ABLE TO CONTAIN, HOLD, SHUT DOWN EMOTIONAL REACTIONSABLE TO CONTAIN, HOLD, SHUT DOWN EMOTIONAL REACTIONSABLE TO CONTAIN, HOLD, SHUT DOWN EMOTIONAL REACTIONSABLE TO CONTAIN, HOLD, SHUT DOWN EMOTIONAL REACTIONS

� ORGANIZATION AND ENVIRONMENT AWARENESS;ORGANIZATION AND ENVIRONMENT AWARENESS;ORGANIZATION AND ENVIRONMENT AWARENESS;ORGANIZATION AND ENVIRONMENT AWARENESS;

INDICATES RECOGNITION & DEMONSTRATES AWARENESS ON INDICATES RECOGNITION & DEMONSTRATES AWARENESS ON INDICATES RECOGNITION & DEMONSTRATES AWARENESS ON INDICATES RECOGNITION & DEMONSTRATES AWARENESS ON

ORGANIZATION, CONSIDERS INFLUENCE BEYOND SYSTEMSORGANIZATION, CONSIDERS INFLUENCE BEYOND SYSTEMSORGANIZATION, CONSIDERS INFLUENCE BEYOND SYSTEMSORGANIZATION, CONSIDERS INFLUENCE BEYOND SYSTEMS

COACHING CRITERIACOACHING CRITERIACOACHING CRITERIACOACHING CRITERIA

� SELFSELFSELFSELF----PRESENTATION;PRESENTATION;PRESENTATION;PRESENTATION;

PRESENTS SELF AS PROFESSIONAL REGARDLESS OF WHAT CLIENT PRESENTS SELF AS PROFESSIONAL REGARDLESS OF WHAT CLIENT PRESENTS SELF AS PROFESSIONAL REGARDLESS OF WHAT CLIENT PRESENTS SELF AS PROFESSIONAL REGARDLESS OF WHAT CLIENT

PRESENTSPRESENTSPRESENTSPRESENTS

� CLARITY OF COMMUNICATION;CLARITY OF COMMUNICATION;CLARITY OF COMMUNICATION;CLARITY OF COMMUNICATION;

DELIVER, CLEAR, CONCISE, ARTICULATE AND WELL THOUGHT DELIVER, CLEAR, CONCISE, ARTICULATE AND WELL THOUGHT DELIVER, CLEAR, CONCISE, ARTICULATE AND WELL THOUGHT DELIVER, CLEAR, CONCISE, ARTICULATE AND WELL THOUGHT

EXPRESSION EXPRESSION EXPRESSION EXPRESSION

� INTERPERSONAL SENSITIVITY;INTERPERSONAL SENSITIVITY;INTERPERSONAL SENSITIVITY;INTERPERSONAL SENSITIVITY;

TAKING ACTIONS THAT DEMONSTRATE UNDERSTANDING OF ONETAKING ACTIONS THAT DEMONSTRATE UNDERSTANDING OF ONETAKING ACTIONS THAT DEMONSTRATE UNDERSTANDING OF ONETAKING ACTIONS THAT DEMONSTRATE UNDERSTANDING OF ONE’’’’S S S S

IMPACT ON OTHERS AND THEIR NEEDSIMPACT ON OTHERS AND THEIR NEEDSIMPACT ON OTHERS AND THEIR NEEDSIMPACT ON OTHERS AND THEIR NEEDS

ICF DEFINES BASIC COACHING COMPETENCIES:

� Meeting ethical guidelines of the profession Meeting ethical guidelines of the profession Meeting ethical guidelines of the profession Meeting ethical guidelines of the profession

� Ability to establish a coaching agreement Ability to establish a coaching agreement Ability to establish a coaching agreement Ability to establish a coaching agreement

� Ability to establish an intimate and trusting Ability to establish an intimate and trusting Ability to establish an intimate and trusting Ability to establish an intimate and trusting

relationship with the client relationship with the client relationship with the client relationship with the client

� Ability to be fully present, conscious and Ability to be fully present, conscious and Ability to be fully present, conscious and Ability to be fully present, conscious and

spontaneous spontaneous spontaneous spontaneous

� Ability to express active listening Ability to express active listening Ability to express active listening Ability to express active listening

� Ability to ask powerful questions Ability to ask powerful questions Ability to ask powerful questions Ability to ask powerful questions

ICF DEFINES BASIC COACHING COMPETENCIES:

� Ability to be a direct communicator Ability to be a direct communicator Ability to be a direct communicator Ability to be a direct communicator

� Ability to create and raise the client's awareness Ability to create and raise the client's awareness Ability to create and raise the client's awareness Ability to create and raise the client's awareness

� Ability to design and create action plans and Ability to design and create action plans and Ability to design and create action plans and Ability to design and create action plans and

action behaviours action behaviours action behaviours action behaviours

� Ability to develop plans and establish goals with Ability to develop plans and establish goals with Ability to develop plans and establish goals with Ability to develop plans and establish goals with

the client the client the client the client

� Ability to manage the client's progress and hold Ability to manage the client's progress and hold Ability to manage the client's progress and hold Ability to manage the client's progress and hold

them responsible for action.them responsible for action.them responsible for action.them responsible for action.

“coaching skills, competencies”

“The core competencies of coaching is building rapport, listening, asking powerful questions and setting goals”.

COACHING CENTRECOACHING CENTRECOACHING CENTRECOACHING CENTRE

� Rapport buildingRapport buildingRapport buildingRapport building

� Deep listeningDeep listeningDeep listeningDeep listening

� Questioning techniquesQuestioning techniquesQuestioning techniquesQuestioning techniques

� Goal setting Goal setting Goal setting Goal setting

� Giving effective feedbackGiving effective feedbackGiving effective feedbackGiving effective feedback

ICOACHICOACHICOACHICOACH

� Active listeningActive listeningActive listeningActive listening

� Creative & profound Creative & profound Creative & profound Creative & profound

questioning questioning questioning questioning

� TripleTripleTripleTriple----loop reflectionloop reflectionloop reflectionloop reflection

� Building rapportBuilding rapportBuilding rapportBuilding rapport

� Effective feedbackEffective feedbackEffective feedbackEffective feedback

INVESTING IN TALENT IMPROVEMENTINVESTING IN TALENT IMPROVEMENTINVESTING IN TALENT IMPROVEMENTINVESTING IN TALENT IMPROVEMENT

Individual and Individual and Individual and Individual and organisationalorganisationalorganisationalorganisational gaps may be gaps may be gaps may be gaps may be

filled by investing in talent. In our work filled by investing in talent. In our work filled by investing in talent. In our work filled by investing in talent. In our work

we have found six investments that we have found six investments that we have found six investments that we have found six investments that

help to upgrade talent. help to upgrade talent. help to upgrade talent. help to upgrade talent.

We have categorized these investments in six areas:

6 INVESTMENTS IN TM6 INVESTMENTS IN TM6 INVESTMENTS IN TM6 INVESTMENTS IN TM

� Buying:Buying:Buying:Buying:

Recruiting, sourcing and securing new talent into the Recruiting, sourcing and securing new talent into the Recruiting, sourcing and securing new talent into the Recruiting, sourcing and securing new talent into the

restaurant;restaurant;restaurant;restaurant;

� Building:Building:Building:Building:

Helping people grow through training, development, on Helping people grow through training, development, on Helping people grow through training, development, on Helping people grow through training, development, on

the job or life experiences;the job or life experiences;the job or life experiences;the job or life experiences;

� Borrowing:Borrowing:Borrowing:Borrowing:

Bringing knowledge into the restaurant thru area Bringing knowledge into the restaurant thru area Bringing knowledge into the restaurant thru area Bringing knowledge into the restaurant thru area

managers and managers and managers and managers and organisationorganisationorganisationorganisation, consultants and partners;, consultants and partners;, consultants and partners;, consultants and partners;

6 INVESTMENTS IN TM6 INVESTMENTS IN TM6 INVESTMENTS IN TM6 INVESTMENTS IN TM

�Bounding:Promoting the right people into key jobs;

�Bouncing:Removing poor performers from their jobs and / or the restaurant;

�Binding:Retaining top talent.

When professionals create choices in these six areas, they help individuals and organizations invest in future talent.

WHAT EMPLOYEES NEED TO BE MORE COMMITEDWHAT EMPLOYEES NEED TO BE MORE COMMITEDWHAT EMPLOYEES NEED TO BE MORE COMMITEDWHAT EMPLOYEES NEED TO BE MORE COMMITED

� Vision: Vision: Vision: Vision: A sense of direction or A sense of direction or A sense of direction or A sense of direction or

purpose;purpose;purpose;purpose;

� Opportunity:Opportunity:Opportunity:Opportunity: An ability to grow, An ability to grow, An ability to grow, An ability to grow,

develop and learn;develop and learn;develop and learn;develop and learn;

� Incentives: Incentives: Incentives: Incentives: A fair wage or salary A fair wage or salary A fair wage or salary A fair wage or salary

for work done;for work done;for work done;for work done;

� Impact: Impact: Impact: Impact: An ability to see the An ability to see the An ability to see the An ability to see the

outcome or effect of work done;outcome or effect of work done;outcome or effect of work done;outcome or effect of work done;

� Community: Community: Community: Community: Peers, bosses and Peers, bosses and Peers, bosses and Peers, bosses and

leaders who build a sense of leaders who build a sense of leaders who build a sense of leaders who build a sense of

community;community;community;community;

� Communication:Communication:Communication:Communication: Knowing what is Knowing what is Knowing what is Knowing what is

going on and why;going on and why;going on and why;going on and why;

� Entrepreneurship or flexibility:Entrepreneurship or flexibility:Entrepreneurship or flexibility:Entrepreneurship or flexibility:

Giving employees a choice about Giving employees a choice about Giving employees a choice about Giving employees a choice about

terms and conditions of work.terms and conditions of work.terms and conditions of work.terms and conditions of work.

“The reasonable man adopts

himself to the world, the

unreasonable man persists in

trying to adopt the word to

himself. Therefore all progress

depends on unreasonable men”.George Bernard Shaw

“We must be the change we want to see in the world.”Mahatma Gandhi

�“What’s the one thing you think I need to get better at?”

�“How do you think I should go about doingthat?”

sad, but true, it is that time againsad, but true, it is that time againsad, but true, it is that time againsad, but true, it is that time again

� Thanks sincerely for giving up your quality time to join us and in adding your insights, inputs and wisdom, I appreciate it.

� If any persons, quads need, want to meet and discuss and debate, and would like any further insights, please give me a call.

� You want, need to ask me a question or have a cuppa, please give me a call, otherwise …

See you next time … @ 09h00 on the … same place