1. COMPETENCY OF COACHING FOR RESULTS Knowledge is Power Develop and Share

6. If you responded “No” to items 2,3, and 4, consider working on these specific skills before initiating a coaching activity. If you responded “No” to any of the remaining items, you may want to discuss the coaching process and its long-term benefits with an HR or training specialist. You may want someone to coach you in now to conduct coaching.

7. Dimensions of Coaching COACH GUARDIAN NETWORKER (Facilitator) COUNSELLOR Influence (Directive) Influence (Non-directive) Mentor Need (Intellectual) Need (Emotional) Mentee

8. Coach Helping Roles & Behaviours Learning Support Career Management Self-Reliance Career Counselling Sounding Board “ Bridging” Catalyst Collaborating Challenging Critical Friend Guiding Role Modelling COUNSELLOR COACH GUARDIAN NETWORKING FACILITATOR Goal-setting Protecting (Active) (Passive) (Active ) (Passive) Making casual contacts Therapy Listening Goals Mentor Behaviours Non-Mentor Behaviours

9. COACH Competencies Goal clarity Conceptualising Self-awareness (understanding self) Communicating Sense of proportion/ humour Interest in developing others Behavioural awareness (understanding others) Business/ professional savvy Committed to own learning Relationship management

10. Four competency pairs for relationship management Learn Prepare Open Be Challenged Challenge Reflect Question Teach

12. Senior Manager Chooses High Potential, A”, From Another Functional Area For One On One Development Coaching Overview of Coaching Roles Completes Development Profile Using Karle Competencies. To Build On Towering Strengths or Address Crippling Weaknesses High Potential Works With HR and Senior Management Coach With Goal Of Eventual Move Into Band 1 A’s HR A A A A A A A A A Level I Level II Level III

18. “ WHAT LIES BEHIND US & BEFORE US ARE TINY MATTERS COMPARED TO WHAT LIES WITHIN US” Oliver Wendell Holmes

19. Coaching Process Initiate the Coaching Relationship Define the Structure for Coaching Discover the Needs of the Individual Observe the Individual Provide Coaching Based on Employee Needs Develop Training Curriculum Review Annual Performance & Set Goals Continue Ongoing Process

22. Push (directive) Telling Instructing Giving advice Offering guidance Giving feedback Asking questions that raise awareness Summarising Paraphrasing Making suggestions Reflecting Listening to understand Solving someone’s problems for them Helping someone to solve their own problems Pull (non-directive)

24. My ideal self – who do I want to be? My gaps – where my ideal and real self differ My learning agenda – building on strengths while reducing my gaps Practising the new behaviours, building new neural pathways Experimenting with new behaviours, thoughts and feelings Developing trusting relationships that support, help and encourage each step in the process Boyatzis Model of Intentional Change My strengths – where my ideal self and my real self overlap My real self – Who am I?

25. Benefits of Good Coaching Improve employee performance Help develop employee’s competence Help diagnose performance problems Help correct unsatisfactory performance Foster productive working relationship

26. Characteristics of Good Coach Positive Goal Oriented Supportive Focused Observant

28. Elements of Good Coaching Session Establish a purpose Establish ground rules Keep focused Develop dialogue Speak clearly Discuss one specific issue

29. Communication Skills for Effective Coaching

33. Asking Questions in Coaching Session An effective question is brief An effective question is focused An effective question is relevant An effective question is constructive

34. Exploring Questions Open Questions Open questions yield lots of information because they allow a person to explain what is most important or interesting and encourage elaboration. Probing Questions Probing questions are those that relate to the topic we want to explore further. They encourage the speaker to flesh out the details.

35. Closed vs. Open Questions When did that happen? What led up to that? Was your trip successful? What did you manage to accomplish on your trip? Did you like the candidate? In what ways do you think that candidate meets our need? Did you have a good meeting? What happened at the meeting?

37. Five Steps of Coaching Describe performance issue a professional manner Discuss the causes of the problem Identify and write down possible solutions Develop specific action plan Conduct follow up session

38. Diagnosing Performance Problem Role Expectations Ability (skills and knowledge) Job Design Work Environment Personal/Motivational Problem Most performance problems are due to one (or more) of five factors :

39. Four Styles of Behavior Dominance Influencing Steadiness Compliance