Soft skills workshop: The manager as a coach and mentor - September 2017
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This workshop covered those other skills that you need running an in house team including how to manage, mentor, coach and encourage other members of your team.
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Soft skills workshop: The manager as a coach and mentor - September 2017
- 1. Soft skills workshop: The manager as a coach and mentor September 2017
- 2. The role of a manager Drucker's 5 Functions 1. Set objectives and establish goals 2. Organize tasks, coordinate allocation, right roles for right people 3. Motivate and communicate 4. Establish targets that measure results and clarify outcomes 5. Develop people, training and nurturing
- 3. Six leadership styles defined by Goleman (2000) • Coercive • Authoritative • Affiliative • Democratic • Pace Setting • Coaching
- 4. Coaching perspectives “Coaching is helping another person reach higher levels of effectiveness by creating a dialogue that leads to awareness and action” Brian Emerson and Anne Loehr “coaching is the predominant style of managing and working together, and where a commitment to grow the organisation is embedded in a parallel commitment to grow the people in the organisation.” Clutteruck and Megginson (2005) describing a coaching culture
- 5. Push v Pull Letting go Asking questions that raise awareness Making Suggestions Giving Feedback Offering Guidance Giving Advice Instructing Telling Push Providing solutions Pull Helping someone identify their own solutions
- 6. A spectrum of interventions 1. Give 2. Impart 3. Seek 4. Enable 5. Elicit 6. Affirm Directive Non-Directive
- 7. A spectrum of interventions 1. Give 2. Impart 3. Seek 4. Enable 5. Elicit 6. Affirm Directive Non-Directive Coach usually relies on more facilitative interventions Mentor, imparting knowledge and advise
- 8. Definition of coaching “Coaching is unlocking a person’s potential to maximise their own performance. It is helping them learn rather than teaching them.” (Whitmore 1992)
- 9. Ask your neighbour What does coaching and mentoring mean to you in the context of being a manager?
- 10. Listening 5 ways to listen better by Julian Treasure
- 11. Presence What do you think the benefits are for the coach and the individual of remaining present? How easy is it to remain present? What stops you?
- 12. ICF coaching competencies A. Setting the Foundation 1. Meeting Ethical Guidelines and Professional Standards 2. Establishing the Coaching Agreement B. Co-creating the Relationship 3. Establishing Trust and Intimacy with the Client 4. Coaching Presence C. Communicating Effectively 5. Active Listening 6. Powerful Questioning 7. Direct Communication D. Facilitating Learning and Results 8. Creating Awareness 9. Designing Actions 10. Planning and Goal Setting 11. Managing Progress and Accountability www.coachfederation.org.uk
- 13. Coaching Competencies Candid & Challenging Creating Trust Giving Encouragement & Support Context Style Skill Areas Building Rapport Being Objective •Active Listening •Questioning •Observation •Feedback Focusing on future opportunities Working from the other persons agenda
- 14. Ten Keys to happiness • Giving • Relating • Awareness • Trying out • Direction • Residence • Emotions • Acceptance • Meaning Vanessa King (2016) Forbes (2015) / Virgin (2017) Happy employees Happy clients Profitable business
- 15. Coaching models GROW OSCAR (Andrew 2009) CIGAR (Cook 2009) Goal Reality Options Will Outcome Situation Choices & consequences Actions Review Current situation Ideal outcome Gap between C & I Action plan Review Coaching and the GROW model
- 16. Time to coach! In groups of 3 practise coaching: 1. Coach 2. Coachee 3. Observer Timing: • 10 minutes each to coach one another • 5 minute to feedback and review
- 18. “If we treat a man as he is, we make him less than he is. If we treat a man as though he already were what he potentially could be, we make him what he should be.” Goethe
- 19. Contact us… Sharn Atherton E: Sharn.Atherton@brownejacobson.com T: +44 (0)115 976 6068
- 20. All information correct at time of production. The information and opinions expressed within this document are no substitute for full legal advice. It is for guidance only and illustrates the law as at the published date. If in doubt, please telephone us on 0370 270 6000. © Browne Jacobson LLP 2017 – The information contained within this document is and shall remain the property of Browne Jacobson. This document may not be reproduced without the prior consent of Browne Jacobson.