Manager as a coach PPT

MANAGER AS A COACH

THE MANAGERIAL GRID

1,9

9,9

9

High

8

Country club style

Team style

5,5

7

6

Middle of the road style

5

1,1

9,1

4

Produce or perish

3

Impoverished style

style

2

Concern for Production

1,1

Low

High

1

SITUATIONAL LEADERSHIP

Follower’s/Team’s profile

S3

S2

Moderate

Low willingness

willingness and

and low ability

moderate ability

S4

S1

High willingness and high

Low willingness and

ability

low ability

Low

High

Task focus

SITUATIONAL LEADERSHIP

Leader’s behaviour

S3 – Facilitate

S2 - Sell

(Participate, encourage,

(Sell, explain, clarify,

collaborate, commit)

persuade)

S4 - Delegate

S1 - Tell

(Delegate, observe, monitor)

(Tell, guide, direct)

Low

High

Task focus

SITUATIONAL LEADERSHIP

Situational adaptation

S1

Crisis

Cross functional teams

S2

S3

Routine work

S4

Strategic thinking

SITUATIONAL LEADERSHIP

Leadership style can be identified based on what kind

of questions subordinates ask

S1

“What to do?”

S2

“Shall I do this?”

S3

“I have done this”

S4

“Don’t bother! I will handle”

SITUATIONAL LEADERSHIP

Matching leadership style with team ability and willingness

S3 and S4

S1 and S2

S1

S3

High

Low

Willingness

STRATEGIC HUMAN RESOURCE DEVELOPMENT MATRIX

7

8

9

Black holes

Stunted stars

Stars

4

5

6

Lazy bones

Utility players

Budding stars

1

2

3

Losers

Explorers

Hungry samurais

Low

Medium

High

Willingness

PEOPLE DEVELOPMENT METHODS

Training

Mentor

Feedback

Counseling

Coaching

Buddy

Quadrant

(Skills and

(Life

(Attitude)

(Competencies)

(Skills)

(Performance)

competencies)

skills)

Losers

Explorers

Hungry samurai

Lazy bones

Utility players Budding stars

Black holes

Stunted stars

Stars

OLD MANAGERIAL EXPECTATIONS

Planning

Organizing

Staffing

Directing

Controlling

NEW MANAGERIAL EXPECTATIONS

Planning

Aiding

performance

Organizing

Staffing

Directing

Coaching

Controlling

CHARACTERISTICS OF MANAGER AS A COACH

Trust

Feedback

Intrinsic motivation

Hands off

Understand the

Accountable to result

subordinate

Give responsibility and authority

COACHING PROCESS

Clearly define the objective

Set coaching objective

Coaching objective is formalized by

Zero meeting

consensus

Review past performance,

Reality check

talk to boss, peers and former bosses

Discussion on reality check

Very uncomfortable for protégée

Strategy/Plan

Plan out the duration and timings

Implement the plan, Keep talking

Action the plan

immediately after giving feedback

Review

Monitor the effectiveness

Coaching ends the moment person is not

End

part of the team

KUBLER-ROSS GRIEF CYCLE

Active

Anger

Acceptance

Stability

Bargaining

Testing

Denial

Time

Passive

Immobilization

Depression

STYLES OF COMMUNICATION

Ok

They

Not ok

Win/Lose

Win/Win

Self aware

Energetic

AGGRESSIVE SHARK

ASSERTIVE OWL

Acceptance

Lonely

Change

I’m right

Learn

I

Insecure

Insecure

FOX

Negative

Negative

Low energy

Low energy

TEDDY PASSIVE GIVERS

Lovable

Frustrated

TURTLE RETRACTING

Lose/Win

Lose/Lose

DIRECTIVE VS NON DIRECTIVE COACHING

Directive coaching is where the coach offers you

solutions, tools and techniques for moving forward. You

may like to be offered solutions, however the danger is

that the solution may not be appropriate for your

situation and consequently may not feel fully committed

to the solution provided

Non directive coaching is where the coach simply asks

you questions to allow you to find their own solutions. He

will help you to see your situation from a different

perspective, gain clarity, challenge inconsistencies and

hold you accountable to your actions

DIRECTIVE COACHING

 Directing/telling/instructing

 The person giving advice has to know

the answer already

Directive

 Unrealistic proposition – Given today’s

coaching

dynamic business environment and knowledge

driven economy

NON DIRECTIVE COACHING

 Understand their problem

 Be a mirror and not an advice giver

 Use open ended questions to

Non directive

determine what has been tried,

coaching

protégée’s understanding of the

issue and what he/she is wanting

right now

 Give feedback in case there is a

discrepancy between desired and

actual behaviour

 Try for incremental or staged

solutions

THE GROWTH MODEL

G

Goals

R

Reality check

O

Create opportunities

W

Will to deliver

GOAL

Step

Activity

Coaching questions

 What is the challenge

or opportunity?

Establish upon and

 What is your goal?

Goal

agree to a goal

 How will you know if

or outcome

you have reached

the goal?

REALITY

Step

Activity

Coaching questions

Describe, examine

 What is the current

current reality and

situation?

distance to reach

Reality

 What is missing?

desired outcome

 What barriers exist?

OPTIONS

Step Activity

Coaching questions

Consider the

 What options exist?

options to solve

 What are the pros and

problem or seize

cons?

Options

opportunity

 What alternatives you

might consider?

WILL

Step Activity

Coaching questions

 What are the next steps?

Commit to specific

 How will you measure

actions and timings

Will

progress?

(so that motivation

 What will you do to

is established)

overcome barriers?

SIX CAP COACHING SYSTEM

Declaring possibilities cap

Drawing others out cap

The assessment cap

Reframing cap

Teaching and advising cap

Forwarding action cap

PYGMALION EFFECT

Manager’s expectations

Influence

Reinforce

from subordinates

Subordinate’s

Manager’s behaviour

Pygmalion

performance results

towards subordinates

effect

Effect

Impact

Subordinate’s self-

esteem and self-concept

THANK YOU

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