9 RPMS Coaching Ntf

7/23/2019 9 RPMS Coaching Ntf

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Coaching


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A

ChallengePlease write a One Sentence

Definition of

COACHING, COUNSELING andMENTORING


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IS THERE A DIFFERENCE BETWEENCOACHING AND MENTORING?

COACHING IS

a process that enables learning

and development to occur andthus performance to improve

requires a knowledge and

understanding of process as

well as the variety of styles,

skills and techniques that areappropriate to the context in

which the coaching takes place

MENTORING IS

off-line help by one person to another

in making significant transitions inknowledge, work or thinking

Eric Parsloe,The Manager as Coach and Mentor(1999)

David Clutterbuck & David Megginson are both foundermembers ofThe European Mentoring and Coaching Council

a professional relationshipin which a

more-experienced(usually olderperson helps a less-experienced

(usually younger person develop

knowledge and skills that will helphis

professional andpersonalgrowth!
http://www.coachingnetwork.org.uk/ResourceCentre/Bookshop/BookDetails.asp?bookID=20http://www.emccouncil.org/http://www.emccouncil.org/http://www.emccouncil.org/http://www.coachingnetwork.org.uk/ResourceCentre/Bookshop/BookDetails.asp?bookID=20


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" #ounselling is a principled relationship characteri$ed by the

application of one or more psychological theories and a recogni$edset of communication skills, modified by experience, intuition and

other interpersonal factors, to clients% intimate concerns, problems

or aspirations!

" &ts predominant ethos is one of facilitation rather than of advice-giving or coercion.

" &t may be of very brief or long duration, take place in an

organi$ational or private practice setting and may or may not

overlap with practical, medical and other matters of personalwelfare!

WHAT IS COUNSELLING?


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e n on

Co!nselin"#A s!$$orti%e

$rocess &' a (ana"er to

)el$ an e($lo'ee defineand wor* t)ro!") $ersonal

$ro&le(s t)at affect +o&

$erfor(ance


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!!o"t#n t e o"Co#neling

E(otional

o!t&!rsts

Tardiness ora&sences

Erratic &e)a%ior


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O!!o"t#nitie $o" Coaching

A$$earin" !n(oti%ated

Ecessi%e errors

Missin" deadlines

-allin" &elow standards

Dis$la'in" need to fine.t!nes*ills

t t


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!!o"t#n t e o"T"aining

Proced!ral c)an"es

Res$onsi&ilities )a%e

s)ifted

Reallocation of e($lo'ees

New tools and e/!i$(ent


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WHAT IS COACHING?

Coaching is an interactive process

where raters and ratees aim to close

performance gaps, teach skills,

impart knowledge and inculcate

values and desirable work

behaviors.


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0E A MEGA COACH

E%er'one )as a $ee* $erfor(ance,

'o! +!st need to *now w)ere t)e'

are co(in" fro( and (eet t)e(

t)ere 1one (in!te (ana"er2

3Coac)in" is not an addition to a

(ana"er4s +o&, it is an inte"ral $art

of it 1Geor"e Odio(e2


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How (ana"ers (a*e t)in"s

)a$$en

5 One wa' of de%elo$in"

$eo$le is to coac) t)e(6 E%er' (ana"er or

s!$er%isor coac)es in t)e

co!rse of t)eir da' to da'

wor* life


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Let4s re%iew )ow (!c) we re(e(&er a&o!t

coac)in" Answer TRUE or -alse

5 Coac)in" allows (ana"er7 s!$er%isor to dictate

w)at needs to &e done for t)e e($lo'ees to

i($ro%e t)eir $erfor(ance 8888888888 tr!e

88888888 false

6 Onl' s!$er%isors can act as coac) to t)e

e($lo'ees 8888888 tr!e 8888888888 false

9 Coac)in" is s'non'(o!s wit) trainin" 8888 tr!e

888888 false

: Coac)in" releases and de%elo$s t)e s*ills t)at

$eo$le )a%e w)ic) trainin" alone cannot 888888tr!e 8888888 false

; Coac)in" is needed w)en an e($lo'ee is facin"

a $ersonal $ro&le(8888 tr!e888false


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" I have no time to do

coaching.

" I have 20 ratees under

me.

" 'here might be more

pressing issues!

BARRIERS TO COACHING


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" & also have a range ofother tasks to attend to!

" & might not be able to to

give them what theywant!

" & might have to

discipline the samepeople!

BARRIERS TO COACHING


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Coac)in" Model for De$Ed

Know when to

Coach

Build

Awarene

ss

Move toAction

Coach for

Work

Improvement

Coach forMaximum

erformance

Coach to

!trengthen !kills,

Competencies and

"ehaviors

#pplication

$pportunities


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COM%ETENCIES OF AN EFFECTI&E COACH

" elf-clarity

" #ommunication

" #ritical thinking

" )uild relationships and

inspire


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Coach $o" Wo"'I(!"o)e(ent


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COACH FOR WOR* IM%RO&EMENT

" Identify erformance %aps* +erformance aps are

the difference between a subordinate%s current

performance and what is required!

"! )ehavior or skill or both


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IDENTIF+ING %ERFORMANCE GA%S

.!/outinely check employee performance against statedperformance metrics or agreed upon monthly or quarterly

milestones vs! subordinates annual goals!

0!crutini$e the tasks that the employee is not doing well!

1!&dentify the causes, behaviors that interfere with goal

accomplishment (controllable2uncontrollable situations!

3!'ry to draw facts from other sources when possible!

4!5void premature 6udgments!

Catch a problem early!

%OSSIBLE CAUSES OF %OOR


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%OSSIBLE CAUSES OF %OOR%ERFORMANCE

" Inefficient rocessesheck work process before

looking into faults in the people

who run them!

" ersonal roblems

%OSSIBLE CAUSES OF %OOR


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%OSSIBLE CAUSES OF %OOR%ERFORMANCE

" Work $verload* 7emand istoo much or too fast-paced

" 'elationship Conflicts at Work 8xamples9 :ealousy, office romances, competition for

attention or for a promotion, mainit ang dugo ko sayo


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Coach $o" Ma,i(#(%e"$o"(ance


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WH+ AND WHEN WE DO IT?

" ;or continuous performance improvement

" ;or special assignments


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WH+ AND WHEN DO WE DO IT?

" ;or developmental plans

and promotion

" ;or succession planning

" ;or career development


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St"engthening S'ill-Co(!etencie an.

Beha)io"


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WH+ DO WE DO IT?

" 7evelop closer workingrelationship between the

raters and ratees

" )oost morale and

confidence of employees

"


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WH+ DO WE DO IT?

" #ultivate and raise the level of

culture of performance

" /ecogni$e outstandingperformance

" =eave a legacy for

performance excellence


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Coac)in" Model for De$Ed

Know when to

Coach

BuildAwarene

ss

Move toAction

Coach for

Work

Improvement

Coach forMaximum

erformance

Coach to

!trengthen !kills,

Competencies and

"ehaviors

#pplication

$pportunities


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/0Ste! %"oce o$Coaching


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/0STE% %ROCESS OF COACHING

$"!(')#*I$+* 'he rater identifies a performancegap or an opportunity to improve

I!C!!I$+ and #%'((M(+** #oach and

coachee agree on (. problems to be fixed (0 an

opportunity to move 6ob performance two notcheshigher!

#C*I)( C$#CI+%* #oach and coachee create

and agree on the action plan to address the gap/$00$W-* etting follow-up sessions to check

on the status of the agreed on action plan!

CONDUCTING DISCUSSION AND


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CONDUCTING DISCUSSION ANDAGREEMENT SESSIONS

Step 1 Opening / Climate Setting / Establishing Rapport

(achieving a comfort level that encourages openness)

" reet employee with a smile > establish

eye contact" 5sk employee9 ?ow are you and listen

to his 2 her answer with interest

" imply acknowledge the answer by a nod,and maintain eye contact



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Step 1 Opening / Climate Setting / Establishing Rapport

(achieving a comfort level that encourages openness)

" 'hank employee for making time for themeeting

" 8xpress your hope that you will find the

meeting useful



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Step 2: Obective Setting

" 'ell employee things he2she is doing right > express

sincere appreciation

" 'ell your reason for calling the meeting with him2her

" ive ;eedback on performance deficiency you have

observed

" =isten with empathy, i!e! give an empathicresponse, paraphrase what he2she had said, and

reflect his2her feelings



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Step !: "iscussion an# $greement %roper

" 'ell what you want him2her to do, how you want

it done, and why (standards of performance" &f possible, show (model how it is to be done

" 'hen ask him2her to do it while you observe

" ive positive ;eedback and2or correction> offer

suggestions



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Step !: "iscussion an# $greement %roper

" =et him2her know you respect his2her ability

" 5gree upon appropriate actions> employee%s and

yours

" =et him2her know you will closely monitor his2her

performance


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ELEMENTS OF ACTION %LANS

" 5 statement of the current

situation

" pecific goals

" 'imeline (@ilestones of +rogress

" 5ction steps

" 'he rater%s and ratee%s role


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Step &: Closing

" hare how you feel about the meeting

" 5sk him2her how he2she feels about the meeting" chedule a follow-up meeting on a specific date

" 'hank him2her and express confidence that

he2she can do it! 5ssure him2her of your support" hake hands and smile, while maintaining eye

contact


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/ STE% %ROCESS OF COACHING


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/0STE% %ROCESS OF COACHING

$"!(')#*I$+* 'he rater identifies a performancegap or an opportunity to improve

I!C!!I$+ and #%'((M(+** #oach and

coachee agree on (. problems to be fixed (0 an

opportunity to move 6ob performance two notcheshigher

#C*I)( C$#CI+%* #oach and coachee create

and agree on the action plan to address the gap/$00$W-* etting follow-up sessions to check

on the status of the agreed on action plan!

WH+ FOLLOW U%?


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WH+ FOLLOW0U%?

&t provide opportunities to remindemployees about goals and the

importance of these goals

+eriodic checks give you a

chance to offer positive

;eedback about the good things

that employees do

'hese checks can help spotsmall problems before they

become large ones!


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Mo"e G#i.eline an.Ti! in Coaching

I the"e a .i1e"ence?


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MANAGING AND COACHING

@anaging focuses on9

" 'elling

"7irecting" 5uthority

" &mmediate Aeeds

" 5 pecific


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erfor(ance Coac)in" is

not

" advice giving and does not involve

the coach sharing their experience

or opinions

" a one time process

" fault finding and put the employeedown

CREATE THE RIGHT ATMOS%HERE


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'utual rust this has several sources

" 7emonstrated concern for the coachee%s well-being and

success! howing empathy, genuine interest,

consultation, providing opportunities for the coachee tomove ahead are demonstrations of concern!

" 8xperience in the matter at hand! 'rust can be gained

when the coach has a reputation of success in the area!

" )eing as good as your word! 'rust is built throughrepeated demonstration! 7o what you say everytime!

" Aot disclosing information held in coachee%s desire for

confidentiality!



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$ccountabilit for Results

" 5 person who isn%t held accountable for results will not

take #oaching seriously!

" ;ormal #oaching plan- this makes accountability explicit!




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'otivation to *earn an# +mprove here are ,or-placemotivation that encourage people:

" @astering an important skill will open the door to

advancement!" 5n employee sees that improved productivity is reflected

in her paycheck!

" 5 person knows that his 6ob is in danger unless he learns

to do a particular task better!" 5n employee has reached the point where she is eager

to learn something new or move on to a more

challenging 6ob!


%RACTICE ACTI&E LISTENING


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$ctive listening encourages communication an# putsother people at ease. $n $ctive *istener pas attention to

the spea-er an# practices the follo,ing goo# listening

s-ills:

" @aintain eye contact

" mile at appropriate moments

" )e sensitive to body language

" =isten first, and evaluate later" Aever interrupt except to ask for clarification

" &ndicate that you%re listening by repeating what was said

about critical points

%RACTICE ACTI&E LISTENING

AS* THE RIGHT 2UESTIONS


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5sking the right questions will

help the coach to understand the

coachee and get to the bottom of

performance problems!

'wo ;orms of Buestions9


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'hese questions invite

participation and idea sharing!

'hese helps the coach to know

the coachee%s feelings, views

and deeper thoughts on the

problem, and in turn help to

formulate better advice!

O%EN0ENDED 2UESTIONS

O%EN ENDED 2UESTIONS


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" 'o explore alternatives9hat ,oul# happen if0

" 'o uncover attitudes9 3o, #o

ou feel about our progressto #ate

" 'o establish priorities and

allow elaboration9 hat #oou thin- the maor issues

are ,ith this proect

O%EN0ENDED 2UESTIONS

CLOSED ENDED 2UESTIONS


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'hese questions lead toC8 or A


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Li'e e)e"3thing ele-Coaching 'illi(!"o)e 4ith !"actice5So ta'e e)e"3o!!o"t#nit3 to!"actice5


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SMALL GROU% DISCUSSION


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1&nsights and learnings on#oaching

SMALL GROU% DISCUSSION

2-1kills and #ompetencies we

need to develop to be effectivecoaches


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VIDEO


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SBILLS 0UILDING

ACTIIT

!ituationCharactersho is thecoach an#coachee

Coaching lan


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REFERENCES


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" Brown, D. (2011).An experiential approach to organization development. Boston, MA: Prentice Hall.

" Clutterback, D. (2009).Coaching and mentoring in support of management development. In S.

Armstrong & C. Fukami (Eds.) The SAGE Handbook of Management Learning, Education andDevelopment (pp. 476-497). London: Sage Publications Ltd.

" Emerson, B. & Loehr, A. (2008).A managers guide to coaching: Simple and effective ways to get thebest out of your employees. New York: AMACOM.

" Hechanova, M.R., Teng-Calleja, M. & Villaluz, V. (Eds.)Understanding the filipino worker andorganization. Quezon City: Ateneo de Manila University Press.

" Kotter, J. & Rathgeber, H. (2006).Our iceberg is melting: Changing and succeeding under anyconditions. New York: St. Martin's Press.

" Kouzes, J. & Posner, B. (2012).The leadership challenge: How to make extraordinary things happenin organizations (5th ed.). San Francisco, CA: Jossey-Bass.

" Lawler, E. & Worley, C. (2006).Built to change: How to achieve sustained organizationaleffectiveness.San Francisco, CA: Jossey-Bass.

" Middelberg, T. (2012).Transformational executive coaching: A relationship-based model forsustained change. Austin, TX: River Grove Books.

" Neitlich, Andrew (2006).Elegant leadership: Simple strategies, remarkable results. San Anselmo,

California: Chatham Business Press." Ortigas, C. (2008).Group process and the inductive method: Theory and practice in the Philippines.

Quezon City: Ateneo de Manila University Press.

" Somers, Matt (2012).Successful coaching in a week: Teach yourself. Hachette, United Kingdom:Hodder.

REFERENCES

REFERENCES


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Video References:

" Painless Performance Improvement Purchased fromhttp://www.media

partners.com/coaching_training_videos/painless_performance_improvement.htm" How Coaching Works https://www.youtube.com/watch?v=UY75MQte4RU

" Coaching in the Workplace https://www.youtube.com/watch?v=eKC6qNvI3Kw

Others:

" A Managers Guide to Coaching: Simple and Effective Ways to Get the Best out of YourEmployees [Abstract]. (2010). Retrieved fromhttp://www.getabstract.com/en/summary/leadership-and-management/a-managers-guide-to-

coaching/14459/

REFERENCES


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Documents

9 RPMS Coaching Ntf