Introduction to Coaching
Module 1
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Module Overview and Objectives
 This module will introduce the topic of coaching for
performance.
 We will define :
 What is and is not coaching
 The benefits of coaching
 Your role as a coach
 When to coach
 Who to coach
 You may go through this module at your own pace using the
previous/next slide buttons on the bottom right of each slide.
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The History of Coaching
 Coaching can be traced
back to the time of
Socrates, over 2,400
years ago!
 Socrates used dialogue
and questioning to elicit
greater insight and
understanding through
questioning and
reflective reasoning.
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History of Coaching
 Coaching entered the workplace in the 1950s
 It was recommended as an effective
management tool for guiding and developing
subordinates (Mace, 1950)
 Coaching grew slowly throughout the next few
decades, and then worked its way into common
management practices in the 1990s
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Coaching Definitions
Coach – person who provides one-on-one teaching,
training or development in which an individual gets
support while learning to achieve a specific personal or
professional result or goal.
Coachee - individual receiving coaching service
Internal Coaches – employees of the organization who
are coaches.
 You will be internal coaches, and will receive the
necessary training to use coaching effectively to
develop your subordinates throughout this course.
(Carey, et al., 2011)
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What is Coaching?
Coaching has numerous definitions, but for our purposes
we will define employee coaching as:
 A developmental activity in which an employee works
with his/her direct supervisor,
 to improve current job performance and enhance
his/her capabilities for future roles and/or challenges,
 the success of which is based on an effective
relationship between the employee and supervisor
 The use of objective information, such as feedback,
performance date, or assessments
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Coaching
 Affects individual performance by encouraging
(or discouraging) specific behaviors
 Provides a context to guide future performance
 Gives employees an opportunity to express their
needs, concerns, and expectations
 Can enhance employees’ motivation and
commitment when delivered constructively
 Offers the opportunity to make modifications to
job requirements/goals
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Coaching
 IS:  IS NOT:
 An ongoing collaborative  A one time interaction
process  A one way method for
 A partnership between everyone
employee and direct  Telling people what to do
supervisor  Counseling
 Focuses on immediate
performance problems
and learning opportunities
 Unique to each person
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Benefits of Coaching
You may be asking yourself, “Why am I doing this training?”.
Coaching can provide a variety of benefits including:
 Growth & development of associates
 Improved associate performance, which can lead to increased
productivity
 Fostering a positive work culture in the form of greater job
satisfaction and higher motivation
 Generates new ideas to solve problems
 A way to manage change, conflict, and improve
communication & relationships
 Improved retention- associatess are more committed and
motivated when their supervisor takes time to help them
improve their skills
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What is your role as a coach?
 Broadly, your role as a coach is to help your
associates grow and develop
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Coaching includes a variety of
activities…
 Observing performance
 Correcting poor performance
 Providing instruction
 Recognizing excellent performance
 Directing associate efforts
 Listening to associate concerns and ideas
 Providing support and encouragement
 Removing barriers to performance
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Important Elements
So, how will you help your employees grow and develop?
 By building a strong relationship
 Communicating clear expectations
 Helping to define problems and set goals
 Addressing skill and performance problems
 Providing feedback
 Following up to check progress and understanding
We will discuss each one of these elements in detail in other
modules
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When should I coach?
 Don’t expect to solve problems in one session -
Coaching is an ongoing process, taking place as the
need or opportunity arises.
 Often, coaching occurs informally as you discuss goals,
challenges, and on-the-job performance with employees
and provide helpful feedback during day-to-day
encounters.
 The coaching process can be more focused and formal,
setting up structured meetings with a coachee to
establish goals and review progress.
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When to coach
 Offer coaching if you see a need, but first explain what
you’ve observed and why you think coaching would be
valuable.
 Avoid coaching if unproductive behavior is deeply
rooted and occurs across a broad range of situations.
Such problems usually don’t clear up with coaching.
 Find opportunities to strengthen your coaching skills.
Regular practice improves a coach’s effectiveness.
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Who do I coach?
 Associates who either have a performance problem or
skills gap - both are ideal targets for coaching.
 As an experienced supervisor, you have plenty of
knowledge to share with each of these associates.
 Since you have limited time, it’s best to invest it in
coaching opportunities that will deliver the highest
return. For example:
 A new associate that needs direction
 A direct report that is almost ready for new responsibilities and needs
just a bit more help
 A problem performer that can be brought up to an acceptable level of
work if he/she receives some guidance
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Who to coach
 Coach associates who are aware of a
performance problem or skill gap and who are
motivated to address the situation.
 Don’t try to force coaching on someone who
doesn’t want to improve, or who isn’t aware that
he or she has a performance problem.
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 But remember, because coaching is based on
mutual agreement, it’s not always the best way to
handle certain performance problems.
 You need to intervene more directly when an
associate has clearly violated Shaw policy or
organizational values, or performance remains
the same despite multiple coaching sessions
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This completes Module 1
 We have finished our introduction to coaching.
The next module will go into detail about
coaching skills you will need to conduct
coaching effectively.
 You must complete the short quiz about Module
1, Introduction to Coaching, before moving on
to Module 2.
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