Coaching
Program Objective
1. Why do we need Coaching? 2. Coaching and effective leadership at Shangri-La 3. Skills & behaviors of effective coaches 4. Coaching Model 5. Tools to use when coaching
Structure
1. Coaching Definition. Why is it needed?
2. Skills and behaviours of effective coaches
3. Coaching Model
4. Tools to coach effectively
Why do we need Coaching?
Group Activity
Scan the QR Code
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Read the blog / watch the video
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Brainstorm among your team
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Make 2 minutes presentation on
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what you learnt
Leadership Competencies – 3Ps
What are the effective behaviors of DEVELOPS PEOPLE
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DEVELOPS PEOPLE
Recognizes potential and understands development needs of team members; listens and encourages regular development discussions
Jointly creates development plans, sets and gets buy-in to challenging and stretch developmental goals; revisits development needs in times of change
Builds feedback loop into work and provides regular, timely and
Support a culture of lifelong learning by providing opportunities for both formal informal learning; encourages diversity
Monitors progress throughout the year; recognizes and celebrates successes; provides support through coaching
constructive feedback for performance and development
History of Coaching
Coaching is…
• Coaching is a thought-provoking and creative process that inspires individuals to maximize their personal and professional potential. • Coaches use active listening and powerful questioning . • Coach focuses on the coachee finding their own answers and solutions
The Skills & Behaviors of Effective Coaches
2 . Establishing Coaching Agreement
1. Meeting Ethical Guidelines and professional Standards
• Define the duration of the coaching sessions, schedules and other logistics
• Maintain confidentiality
• Communicates distinction
between coaching, counselling and mentoring.
• Responsibility of the coach an coachee
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3. EstablishingTrust
• Show genuine concern for coachee’s welfare and future • Keep the commitments made • Respect coachee’s perception and learning style • Ask permission to coach in sensitive and new areas • 4. Coaching Presence • Present and be flexible during coaching process • Use humor to create lightness and energy • Shift perspective of coachee in new areas • Self manage own emotion and not overpowered by • coachee’s emotions
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5. Active Listening
7. Direct Communication
6. Powerful Questioning
• Focus on what the coacheeis saying and notsaying
• Clearly state the coaching
• Ask questions that evoke discovery, insight, commitment and action
objective and meeting agenda
• Summarize, paraphrase, mirror back what the coachee said
• Clear, articulate and direct in sharing and providing feedback
• Distinguish between words, tone of voice and body language
• Ask questions to move forward
• Use appropriate and respectful language
• Ask open ended questions for new learning and possibilities
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11. Managing Process and Accountability
9. Designing Actions
Engage coachee to explore ideas and move to take actions to achieve goal.
10. Planning and Goal Setting
Promote coachee’s self discipline and hold coachee accountable for the action and results
8. Creating awareness
Helps coachee to
Help the coachee with a plan with results that are attainable, measureable and have target dates
discover about themselves new thoughts, beliefs, and perceptions and strengthen their ability to take action
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Step to coach effectively
Steps to coach effectively – GROWSmodel
Reality
Options
Will
Success
Goal setting
Inspired by John Whitemore coaching model
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Goal Setting
Help the coachee to determine the goal that are SMART to achieve.
Questions to ask
• What would you like to get out this time together?
• What outcome would make this conversation a great success
• What specifically do you want to accomplish?
• By when do you want toachieve?
• How will you know that you have achieved?
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Reality
• When the reality is clear, it brings the goal to sharper focus. • Help the coahee to understand how things stands now as opposed to coahee’s subjective. impression of reality.
Questions to ask
• What have you achieved in this so far?
What has and has not worked?
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• What is the impact of your actions so far?
• What learning have you had so far?
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Options
• This options step is a process of thinking creatively to develop several potential solutions and come up with the options which will help to achieve the goal.
• Allow the Coahee to do the hard work of thinking through instead of making suggestions. Questions to ask
• What could you do about this? • What are some ideas you can think of? • What else? • What another potential course of action you can take? • Who could help you? • What obstacle might you meet along the way? • What if this obstacleremoved?
• What could you do if this obstacle removed? • What will you do to remove this obstacle? • Which option do you want to pursue? • How will this action support your goal?
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Will
In this step, help the coachee to turn the preferred solution into concreate action steps with timeline and create accountability.
Questions to ask
• What will youdo? • When will you do? • How will you know that you have completed this action?
• What support do you need? • How will you get that support? • How committed to do this on a scale of 1-10? • What prevents it from being10?
• How can you help you yourself to keep you accountable? • When do you want to meet again to share your progress / achievement?
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Success Celebration
Often when we achieve our goals, we forget to stop and celebrate oursuccess. To keep coachee motivated ask, • What will it mean to you when you achieve this? • How will you celebratewhen you achievethis goal? • What will you do to recognize yoursuccess?
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Tools to use
Circle of Control
Often coachee’s may come up with blame / excuse and be dramatic by playing the victim.
Instead of reasoning , coaches need to direct coachee towards these circles .
Questions toask
• Where do you think that fits in this circle? • Ok. I hear you, it fits in “out of your control” circle. Where do you want to focus now? • What could you do to shift your focus to “your control”?
CARD Activity
Powerful Questioning
Arrange the pack of cards based on the GROWS Model.
You have 2 minutes for the exercice
Role Play Activity
Practice your coaching skills using the GROWS model There will be 2 participants coach and coachee You will have 15minutes for the activity and 10 minutes for feedback Coachee will pick a chit from the bowl that has an intent and build the coaching conversation around the same Participant playing the role of a coach, will guide and assist the coachee in his journey through active listening and powerful questioning
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How did you feel practicing coaching steps?
What could have been better?
What went well?
Effective Coaching Skills
Goal Setting
Listen
Provide Feedback
Source – LinkedIn Learning
Effective Coaching Skills
Give Feedback
Specific Timely
• • • • •
Goal setting
Listen
Purposeful
Tactful
Ongoing
Listen on deeper level
• • •
Involve Coachee Make connections Keep the commitment alive
• • •
Be patient
Manage your body language Clarify confusion
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Be flexible
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Summarize and Paraphrase
Source – LinkedIn Learning
Why can’t they coach?
Why can’t they coach?
Why can’t they coach?
Listening (Learning Journal)
Listen to this audio and fill in the blank in your learning journal
Coach Vs Manager
Asking
vs
Telling
No opportunity for analysis and creativity
Increase Analysis and Creativity
Creates ownership and accountability Lack of ownership and accountability
Colleagues feel inclusive and valued
feel less inclusive and valued
Accepts failures/gaps in performance
Lack of acceptance
Reduce future supervision / direction
Less future opportunity
Colleagues feel empowered
Feel not respected / empowered
Opportunity for leaders to learn from colleagues
No opportunity for new learnings
Coaching Moments
Coaching Moments
Active Coaching Coach initiates the coaching process
Passive Coaching Coach turns the coachee's approach to a coaching moment. This could be for one time or short time for particular task
Passive Coaching Opportunities
Turn telling into coaching
Everyday Coaching Opportunities
As a pair, identify 4 situations in your daily work, which you can turn “telling” into “coaching”!
Learning Journal
Post work
Identify one passive coaching moment
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Coach using the GROWS Model
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Record it in the journal
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Structure
1. Coaching Definition. Why is it needed?
2. The skills and behaviours of effective coaches
3. The Coaching Model
4. Tools to coach effectively
Content Inspiration
Thank You!
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