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Coaching Conundrum
1. The Coaching
Conundrum
Danielle Henderson
Regional Director
danielleh@bwinc.com
312.755.0129
25 February 2009
2. THE COACHING CONUNDRUM
Who We Are
A global training and consulting firm dedicated to
creating sustainable high-performance organizations
Founded in 1973 by
Buck Blessing and
Tod White
Š 2009 BlessingWhite, Inc. All Rights Reserved / 2
5. THE COACHING CONUNDRUM
Agenda
⢠What is âcoachingâ?
⢠Is coaching a way of life at your organization?
⢠What did we learn in our research?
⢠How do you build a coaching culture?
⢠What have organizations done to solve the conundrum?
Š 2009 BlessingWhite, Inc. All Rights Reserved / 5
6. What do we mean
when we sayâŚ
⌠âCoachingâ?
Š 2009 BlessingWhite, Inc. All Rights Reserved / 6
7. THE COACHING CONUNDRUM
A Coach Is⌠âA vehicle to transport very
important people from where
they are to where they want to
beâŚâ
âŚand to where you need them to be.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 7
8. THE COACHING CONUNDRUM
Coaching IsâŚ
âŚhelping another person
⢠achieve his or her goals
⢠build skill sets or expertise
⢠produce the results the organization needs.
Coaching is not telling someone what to do. It is not
stepping in to actually do the work. Coaching is also not
restricted to formal or scheduled discussions.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 8
9. Is coachingâŚ
âŚa way of life?
Š 2009 BlessingWhite, Inc. All Rights Reserved / 9
10. THE COACHING CONUNDRUM
A Reality Check
⢠Complete 15 questions.
⢠Score yourself.
â Count the number of
4s and 5s e2 009
Š hit
â Donât add them!
ss ingW rved
Ble R ese
⢠Share your findings hts
Al l Rig
with a small group.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 10
11. Our researchâŚ
Š 2009 BlessingWhite, Inc. All Rights Reserved / 11
12. THE COACHING CONUNDRUM
About Our Study
⢠3rd study in the series
⢠Global online survey
â 2,041 respondents
â 70% North America,
14% Europe, 8% Asia,
6% Australia/New Zealand
â 50% hold the title
of supervisor or above
⢠60 interviews with HR and line leaders
⢠Coaching profile analysis
â Assessments for 8,100+ managers
Download a copy for free from
http://www.blessingwhite.com/research
Š 2009 BlessingWhite, Inc. All Rights Reserved / 12
13. co¡nun¡drum
kÉ-ânÉndrÉm noun.
A confusing and difficult problem or
question. A question asked for
amusement, typically one with a pun
in its answer; a riddle.
The Oxford Pocket Dictionary
of Current English, 2008
Š 2009 BlessingWhite, Inc. All Rights Reserved / 13
14. THE COACHING CONUNDRUM
High Expectations, Low Accountability
% who agree
or strongly
agree
I am expected to coach and develop my team 84%
There is an established organizational belief that 67%
coaching by managers leads to greater business
results
A portion of my compensation is tied to my coaching 24%
activities
Š 2009 BlessingWhite, Inc. All Rights Reserved / 14
15. THE COACHING CONUNDRUM
The Believers (Managers)
⢠84% of managers agreed or strongly agreed that they
love to coach.
⢠88% of managers overall believe that the time spent
coaching team members pays off by helping them
achieve their goals.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 15
16. THE COACHING CONUNDRUM
True Believers (Managers)
⢠âIf I do nothing else with my staff during the week, we
always have a scheduled one on one. It is a time where
I have the opportunity to coach and it pays more
dividends then any other activity I do.â
⢠âIf you coach your team members they are more
efficient and effective. Itâs a more cost-effective way of
working in the long run. On a personal level, you also
get to see your team develop and blossom.â
⢠âIt is fun and one of my favorite parts of the job. Itâs also
important. It makes the difference between a good
team and a great team.â
Š 2009 BlessingWhite, Inc. All Rights Reserved / 16
17. THE COACHING CONUNDRUM
Employees: âI like to be coached ANDâŚâ
100%
90%
âThe coaching I receive from my manager has
significantly improved myâŚâ
80%
87% agree
70% or
strongly
% Agree or Strongly Agree
agree with
60%
statement
âI like to
50% be
coachedâ
40%
69% 68% 73% 74% 71% 73% 70%
67% 64% 63% 65%
30% 60%
20%
10%
0%
Asia Australia/New Continental North America UK/Ireland Total
Zealand Europe
Job performance Job satisfaction Š 2009 BlessingWhite, Inc. All Rights Reserved / 17
18. THE COACHING CONUNDRUM
1 in 2 Employees
48% Receive Coaching
52%
Are NOT coached Are coached
Š 2009 BlessingWhite, Inc. All Rights Reserved / 18
19. THE COACHING CONUNDRUM
Mismatched Perceptions
Employees⌠ManagersâŚ
⢠Want to be stretched. ⢠Worry about having all
the answers.
And
⢠Want help coming up with
their own answers.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 19
20. THE COACHING CONUNDRUM
Many Managers Canât Find the Time
⢠Survey saysâŚâIt takes too long.â (32%)
⢠Leaders say:
â âThereâs no time to coach. I know I should develop my people.
Iâm too busy with other tasks.â
â âMost companies now expect their people to be working
managers who tend to do âworkâ more and âmanageâ less.â
â âIn a rapid-paced environment like ours, todayâs deliverables
get attention and tomorrowâs requirements take a back seat.â
â âMy goal is to help my team of highly expert scientists become
more like business partners. But it has been hard to create the
time to coach to this issue. We are so activity-driven. The
culture rewards completion of tasks.â
Š 2009 BlessingWhite, Inc. All Rights Reserved / 20
21. THE COACHING CONUNDRUM
Relationships Rule
Organizations⌠Employees and managersâŚ
⢠Invest in models, skills, ⢠Rate behaviors that create
and processes/procedures supportive, encouraging, and
that structure planning and trusting relationships as
interactions. most important.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 21
22. THE COACHING CONUNDRUM
The Conundrum in a NutshellâŚ
⢠Managers love to ⢠Managers struggle to âfind
coach and see the the timeâ
payoff
⢠Employees like to be ⢠Half donât receive
coached and see the coaching currently
payoff
⢠Organizations expect
BUT ⢠Few hold managers
managers to coach accountable or reward it
⢠Organizations invest in ⢠Employees & managers
skills, processes, value trusting, supportive
models relationships
⢠Managers worry they ⢠Employees want to be
donât have all the stretched and help in
answers finding their own answers
Š 2009 BlessingWhite, Inc. All Rights Reserved / 22
23. BuildingâŚ
âŚa coaching culture
Š 2009 BlessingWhite, Inc. All Rights Reserved / 23
24. THE COACHING CONUNDRUM
Building a Coaching Culture
Timely
Timely
Relevant to the situation
Relevant to the situation
Skills Establish trust, Build confidence
Establish trust, Build confidence
Unleash potential
Unleash potential
Coaching One-on-one, Unique,
One-on-one, Unique,
Essentials Joint accountability
Joint accountability
Individualized The culture values and
Partnerships The culture values and
reinforces coaching
reinforces coaching
The leaders value coaching
The leaders value coaching
Belief & Backbone
Business strategy &
Business strategy &
results, employee
results, employee
satisfaction & aspirations
satisfaction & aspirations
Organizational & Employee Success
Š 2009 BlessingWhite, Inc. All Rights Reserved / 24
25. THE COACHING CONUNDRUM
Whatâs Important to YOU?
Step 1
⢠Consider your current work
priorities and what
motivates you to do your e2 009
Š hit
best workâŚ
ss ingW rved
⢠Identify the 3 most Ble R ese
hts
important coaching actions Al l Rig
you need from your
manager right now.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 25
26. So what have
organizations doneâŚ
âŚto solve the conundrum?
Š 2009 BlessingWhite, Inc. All Rights Reserved / 26
27. THE COACHING CONUNDRUM
5 Recommendations
1. Tackle your next problem with a coaching initiative.
2. Get new managers on the coaching track.
3. Think beyond coaching skills.
4. Coach the coaches.
5. Build belief & backbone into your culture.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 27
28. THE COACHING CONUNDRUM
Tackle Business Problems with Coaching
Initiatives
Donât just tell managers to coach.
Give your managers a reason to coach:
⢠Culture change
⢠Innovation
⢠Increased engagement or retention
⢠A new business strategy
⢠Leadership bench strength
Š 2009 BlessingWhite, Inc. All Rights Reserved / 28
29. THE COACHING CONUNDRUM
Set New Managers on the Coaching Track
⢠Define coaching.
⢠Dispel myths. Coaching is not:
â An event
â A discrete tactic for performance problems
â A one-size-fits-all approach
â Something you do to employees
â Advice
⢠Emphasize relationships when on-boarding.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 29
30. THE COACHING CONUNDRUM
Think Beyond Coaching Skills
âWe had an assistant store manager who
transferred to a new location. She never took the
time to build relationships and just told people
what to do. Then she went to a coaching
workshop, came back, and started coaching â
but things didnât go well. She did it âtoâ her
team. She eventually left the company.â
⢠Encourage manager-employee dialogue.
⢠Stress authentic leadership.
⢠Address trust issues.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 30
31. THE COACHING CONUNDRUM
The Impact of Trust
Coaching ActionsâŚ
With Trust Without Trust
Conversation Interrogation
e2 009
Feedback Š t
hiReprimand
s ingW Micromanaging
ved
Check-in
Bles ser
s Re
Concern ight âSpyingâ
A ll R
Interest Meddling
Goal-Setting Orders
Delegating Dumping
Partnership Boss-Subordinate
Š 2009 BlessingWhite, Inc. All Rights Reserved / 31
32. THE COACHING CONUNDRUM
Coach the Coaches
⢠Set the tone.
⢠Cascade from above down through the ranks.
⢠Model it.
⢠Provide support.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 32
33. THE COACHING CONUNDRUM
Build Belief & Backbone into Your Culture
⢠Change your talk.
⢠Set expectations.
⢠Build accountability and rewards.
Š 2009 BlessingWhite, Inc. All Rights Reserved / 33
34. THE COACHING CONUNDRUM
Whatâs Next?
Timely
Timely
Relevant to the situation
Relevant to the situation
Skills Establish trust, Build confidence
Establish trust, Build confidence
Unleash potential
Unleash potential
Coaching One-on-one, Unique,
One-on-one, Unique,
Essentials Joint accountability
Joint accountability
Individualized The culture values and
Partnerships The culture values and
reinforces coaching
reinforces coaching
The leaders value coaching
The leaders value coaching
Belief & Backbone
Business strategy &
Business strategy &
results, employee
results, employee
satisfaction & aspirations
satisfaction & aspirations
Organizational & Employee Success
Š 2009 BlessingWhite, Inc. All Rights Reserved / 34
35. THE COACHING CONUNDRUM
How BlessingWhite Can Help
Coaching Culture
Diagnostics
Executive Coaching Senior Leader Master Class
& Consulting Solving the Coaching Conundrum
Helping Others Leading Technical High Performance
Career Coaching
Succeed Professionals Coaching
Workshop
Process Program Workshop
Š 2009 BlessingWhite, Inc. All Rights Reserved / 35
37. Questions?
Thank you ODN Omaha!
danielleh@bwinc.com
312.755.0129
www.blessingwhite.com/research
Š 2009 BlessingWhite, Inc. All Rights Reserved / 37