Coaching skills

Coaching Skills

Contents

2

Coaching – Introduction and Background

Coaching principles and characteristics

Important concepts of coaching

Coaching models

Types of coaching and coaching styles

Coaching sessions and approaches

Key Learning's

Copyright © 2008 - 2012 managementstudyguide.com

Background

3

Why we need coaching? Why is effective coaching the key to organizational success

in the 21st century? The reason is simple – the role of managers have changed

fundamentally over the last decade and a new approach to people management is

essential for companies to succeed. Historically the evolution of coaching has been

influenced by many other fields of study including those of personal development,

adult education, psychology (sports, clinical, developmental, organizational, social

and industrial) and other organizational or leadership theories and practices. Since

the mid-1990s, coaching has developed into a more independent discipline and

professional associations such as the International Coach Federation have helped

develop a set of training standards


What is not coaching?

4

Coaching is not just another form of management or supervision. As

we will see, the key to successful coaching lies in the individual’s

willingness and ability to identify their own abilities or shortcomings

and to take action as needed. The coach can’t just tell the person

what to do, nor can the individual become too reliant on the coach’s

views and suggestions. The individual must be an active participant

in the process at all times and accept ultimate responsibility


Importance of coaching

5

Today the nature of business

is completely different from a

generation ago.

Organizations are more decentralizedThere are fewer management levels

in organization

Employees are becoming more

empoweredOld career patterns doesn’t exist

Competition and globalization have

increased

Innovation and rapid response to

market place changes can be key to

success

Change is rapid and continuousIncreasingly, new technologies and

work processes are being adopted

In general, work pressures are

greater than ever


What makes a good coach?

6

The key skills of being a good coach are:

Building rapport

Empathy

Listening skills

Communication skills and

overcoming resistance

Understanding human

behavior

Problem-solving and

negotiating skills

Forward thinking and

proactive

Flexible, yet consistent

Enthusiasm and commit-

ment to the individual


Characteristics of good coach

7

Coaching

Positive

Supportive

Goal Oriented

Focused

Observant



8

Positive

• Coach job is not correcting mistakes, finding fault and assessing

blame

• Instead, a coach function is achieving productivity goals, by

coaching his/her staff to peak performance

Supportive• Coach need to get workers what they need to do their job well,

including tools, time, instruction, answers to questions, and

protection from outside inference

Goal oriented

• Base your assignments on clear, definable goals

• Tie specific tasks to these goals

• Communicate those goals to the people who actually have to do

the work



9

Focused

• Effective communication is specific and focused

• Coaches are far more likely to get action of that employee leaves

the office focused on resolving an issue at hand

Observant

• Being observant means more than just keeping your eyes and ears

open

• Coaches need to be aware of what is not said as well as what is. If

coaches are paying attention, they no need to wait for somebody to

tell about a problem


Personal qualities of a coach

10

To become a good coach there are some personal

qualities which he/she will require. Those are

Analyze the change in mood and body language

Should be good in observing

Should maintain confidentiality wherever required

Warm and confidence-inspiring personality

Should not show bias while dealing with people

Willing to spend time and energy to learn coaching skills


Contents

11




Coaching models



Key Learning's


Principles of coaching

12

There are 5 key principles of coaching. They are:

Build

Self Esteem

Validate

Understanding

Generate

Options

Inspire Action

Recognize Results


Characteristics of coaching

13

Coaching tries to maximize the staff in an

organization. Good coaching and management

have some features in common. They are:

Challenging

way of thinking

Getting

employees to

get involved

in new

experiences

Eager to learnWelcoming

new ideas

Making time

availableEnthusiasm


What are coaching skills? (1/2)

14

• There are number of approaches to coaching.

• At present, these include Transpersonal, Solution Focused Coaching,

Cognitive-Behavioral and Co-Active.

• Although many individuals train as professional coaches, with a number of

courses, being university accredited starting from basic certificated training

through to that of PhD, the basic skills of coaching are now often taught to

managers in the form of two to four day training programmes.

• Few decades back managers were allowed to undergo “counseling”

session. However, the term ‘counseling’ was often felt to be an inappropriate

one as it tended to suggest that those who would benefit from such

interventions, were linked to the needs of a clinical population.

• The term coaching has none of these negative connotations and is regarded

as a way of helping individuals to maximize their performance.


Coaching is a business. You need to

sell yourself, schedule your time,

invoice clients, pay taxes and so on.

This need not be complex for a

business of one person.

Running your

business

Integrity

It is the duty of the coach to keep the

deep and dark secrets within them

and they should not share this even

with their life partner

Resilience

As a coach you have to control your

emotions. There will be more

negative aspects than positive things

sometimes.

Insight

Whilst connecting with others, you

also need to be able to stand back

and look critically at them, seeing

their inner issues and the way

forward for them.

What are coaching skills? (2/2)

15

Empathy

To be a good coach, you should have

a good rapport and connect to other

people at a personal level. Coaching

is not for introverts


Myths and realities

16

Reality: Coaching is for winners who seek to go to the next level

Myth : Coaching is for losers, a last-grasp effort before being shown the door

Reality: Coaching is about an impossible future and changing your life

Myth: Coaching is about filing leadership behaviour gaps

Reality: Coaching integrates leadership development and results

Myth: Coaching is a separate leadership development activity


Myths and realities

17

Reality: The Coaching is like a sports coach on the playing field, doing whatever

it takes to win

Myth : The Coach is a Process Consultant who ask questions from a distance

Reality: Coaching requires continuous, but not continual communication

Myth: Coaching is an activity that happens in annual reviews


Contents

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Coaching models



Key Learning's


Catalytic coaching conversations

19

Creating an extraordinary coaching relationship

Declare impossible future

Declare possible outcomes

Formulation

Provide 360-degree leadership feedback

Mount a successful change insurgency

Monitor successful change on a regular basis

and give feedback

Concentration



20

Create a source document and winning game plan

Build a team of talented A players

Instill winning game plan for each individual in a team

Momentum

ive

Executive Time Management: You = Your calendar

Executive catalytic breakthrough projects

Be a coach and mentor: Leader as coach

Breakthrough



21

Make a great decisions and judgment calls

Focus on the scoreboard

Executive Life Coaching: non-financial wealth

Sustainability


The seven Masterful Coaching ‘Come Froms’

22

1 A Masterful Coach stands totally committed to the person being coached

2 A Masterful Coach stands in people’s greatness even when they fall from it

3A Masterful Coach comes from getting people to work backward from a vision

versus foreard from the part

4 A Masterful Coach speak from his or her stand versus reactions, never belittle

5A Masterful Coach focuses in what is missing (the solution), not what is wrong

(the problem)

6A Masterful Coach is committed to honest feedback needed for growth and

learning

7A Masterful Coach comes from the view that anything is possible, every

situation is transformable, and the actions are up to you


Opportunities for Coaching

23

12

Excessive errors

3

Missing deadlines

4 5


5-phases of breakthrough

24

A Coach alters his or her approach in moving from one phase to the next

FormulationConcen-

trationMomentum

Break-

through

Sustain-

ability

Engage and

inquire into

impossible goals,

plans, leadership

and business

challenges

Launch an

initiative, a wow

project, or rapid

phototype, and

keep going in the

absence of results

Create a widening

circle of small

successes

Build on success

by scaling up

Set up business

process;

intituitionalize

gains


Social Grease versus Coaching Communication

25

Help and

SupportGive approval and praise to others.

Tell others what you believe will make

them feel good about themselves.

Reduce their feelings of heart by

telling them how much you care, and,

if possible, agree with them that

others acted improperly

Increase other people capacity to

confront their own ideas, create a

window into their own ind, and face

their unsurfaced assumptions, biases

and tears by acting in these ways

towards other people

Respect

for OthersDefer to other people, and do not

confront their reasoning or actions

Attribute to other people a high

capacity for self-reflection and self-

examination without becoming so

upset that they lose their

effectiveness and sense of self-

responsibility and choice. Test this

attribution


Social Grease versus Coaching Communication

26

StrengthAdvocate your position in order to

win. Hold your own position in the

face of advocacy. Feeling vulnerable

is a sign of weakness

Advocate your position, and combine

it with inquiry and self-reflection.

Feeling vulnerable while encouraging

inquiry is a sign of strength

Honesty

• Tell other people no lies, or tell

others all you think and feel

• Stick to your principles, values

and beliefs

• Encourage yourself and others to

say what they know yet fear to say

Minimze what might be otherwise

subject to distoration and covering

up the distoration

• Advocate your principles, values,

and beliefs in a way that invites

inquiry into them and encourage

others to do the same


Creating a predictable future versus possible future

27

The context that shapes

your perspectives,

beliefs and assumptions

your horizon of

possibility, automatic

self, winning strategy

paradigms

History

Your unconscious

success formula; how

you compensate for

what is not possible;

how you maximize

winning and avoid

losing; the source of our

success and limitations

Winning strategy

The future you inherited

by staying in your

historical horizon of

possibilities, winning

formula, unwritten rules

of the game; what you

do to improve on the

possibly reacting to the

part

Predictable future

The future you invent by

unearthing what you

passionately care about

and declaring the

impossible possible; the

future that matters to

you enough for you to

invent your whole self

and your organization

Possible future


A coach is a thinking partner

28

1. What unintented results are you getting?

Good questions to ask are:

2. How are you contributing to the unintented results?

3. How are you looking at the things now?

4. How do you need to look at things differently?

5. How could you look at the problem or solution in a different way?

6. Where are you stuck in an old pattern?

7. How do you need to shift your way of being, thinking, or behaving?


I selectData

I addMeaning

I makeAssumptions

I drawConclusions

I adoptBeliefs

I take

The ladder of inference

29

Actions


Boss vs. Coach

30

Talks a lot Listens a lot

Tells Asks

Presume Explores

Seeks control Seeks commitment

Orders Challenges

Works on and keeps

distantWorks with and makes

contact

Assign blame Takes responsibility


Contents

31




Coaching models



Key Learning's


Generate Options

Explore Reality

Coaching models – GROW model

32

One of the models named ‘The GROW model’ was developed by Sir John

Whitmore for developing coaching skills for Managers. The GROW (goals, reality,

options, wrap up) model provides structure for coaching discussions with more

experienced learners. For less experienced learners, the process can be time

consuming and often too complex. The GROW model has 4 clear stages

Establish Goals

Agree action

Wrap up


Coaching models – The 7-step problem-solving

model

33

The seven-step problem-solving sequence

and accompanying questions that people

can ask themselves at each step:

Steps Actions

EvaluationWhich plans and strategies worked and

amending our action plans7

Problem identification Analyze the problem and challenge1

Goal selection What do I want to achieve?2

Generation of alternatives What can I do to achieve my goal?3

Consideration of the consequences Discuss the pros and cons4

Decision making What am I going to do?5

Implementation Time to do it!6


Coaching models – Shorter models

34

For instance, there are 2 models namely – STIR and PIE models

Select a problem

Target a solution

Implement a solution

Review outcome

Problem definition

Implement a solution

Evaluate outcome

The shorter models of problem-solving helps the manager to solve problems

quickly. These models are used for rapid processing of a problem. These

models provide the structure for coaching to take place, and once the process

is understood, the manager is then provided with the basic coaching skills

that he or she will require in order to make the coaching effective.


A Push versus Pull approach to Coaching/

leadership development

35

Push Programs

Pull Programs


Contents

36




Coaching models



Key Learning's


Formal and Informal coaching

37

Informal coachingFormal coaching

Most of the conversation in

'coaching mode'

Manager can switch from coaching

mode to other management styles

Used explicitly Used explicitly or implicitly

Scheduled appointments Normal day-to-day conversations

Programme with beginning and end Ongoing process, a style of management


Traditional vs. Coaching-based organization

38

Traditional organization Coaching-based organization

Loses best employee Attracts and keeps quality people

Hierarchical Decentralized

Top-down management Empowered staff

Command and control Collaborative

Rigid and inflexible Innovative

Learning is stifled Learning is encouraged

Risk-averse Entrepreneurial

Annual performance appraisals Ongoing performance assessment

Training via courses Training via coaching

Resists change Responds quickly to change


Coaching styles (1/3)

39

There is no one right way to coach. There are some skills required

and some fundamentals to be followed. Different individuals in

different situation need different approaches. The idea of

switching styles may seem odd to some – but it is justified given

the variety of experiences one is likely to encoutered during

coaching session. There are 5 different scenarios

The Supporter or Enabler

The Teacher The Parent

The Listener The Task master



40

The Teacher: This is a traditional role. Here the coach is seen as someone with expertise

and knowledge that they can impart to more junior or less experienced staff members. For

e.g., a coach with experience in project management might be chosen to guide a new

manager who has just been assigned a major project

The Listener: This coaching style is quite different from previous one. As the name

suggests, the focus in this style is primarily on listening and the coach would either act as a

sounding board, an advisor or whatever the situation requires. There are many situations

where the ‘Listener style’ of coaching would be appropriate. Often individuals with specific

problems will need a safe place to vent their feelings or to seek help

The Supporter: This is a combination of teacher and listener. In this style, the individual

has a fairly clear idea of what they want to accomplish but need to do so. E.g. someone with

a fear of public speaking. An individual looking for help in dealing with a boss who is a bully.

A middle aged manager trying to plan the end of his career and ensuring retirement



41

The Parent: In the Parent style, the coach becomes something of an authority figure and

needs to direct the coaching process with a firm hand. In these cases, the individual may be

reluctant to accept coaching or somewhat immature in general and strict guidelines need to

be set. In this situation the individual often resists coaching while simultaneously looking for

praise and validation from the coach

The Taskmaster: The Taskmaster, taken the ‘Teacher’ several steps further. In this style

the coach needs to be very firm in order to deal with fairly serious problem. The typical case

where this style comes into play is with the chronic underachiever who is performing far

below their potential


Coaching downwards

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Coaching downwards means coaching individual who

report directly to coach. There are several benefits for the

individuals because of this coaching culture. They are:

• Learn to solve own problems

• Improve managerial and interpersonal skills

• Have better relationships with colleagues

• Learn how to identify and act on development needs

• Have greater confidence

• Become more effective, assertive in dealing with people

• Have a positive impact on performance

• Have greater self-awareness and gain of new perspectives

• Acquire new skills and abilities

• Develop greater adaptability to change

• Improve work-life balance

• Reduce stress levels


Coaching upwards

43

Coaching upwards, means the

relatively unusual situation of coaching

one’s superior.

The Idea In Brief

By coaching your

boss you're

helping him or her

understand how to

be a better leader.

The underlying

principle: We all

have blind spots.

The end result: A

deeper awareness of

the intricate

workplace

relationships that

govern successful

companies.

The benefit to you:

Since you're being

the change there's a

strong chance that

you will achieve the

growth you desire.


Coaching sideways

44

Coaching sideways, means coaching one’s

colleagues or equals in the organization

In this type of coaching, each participant acts as both the coach and coachee (or client).

The result is a more collaborative leadership base committed to continuously becoming

more successful.

Benefits are

Enable leaders to give and receive ideas Share successful practices

Personal developmental plan Transfer training to workplace

Reduce isolation among leaders Encourage reflective practices

Establish collaborative norms More cohesive organizational culture

Build a shared knowledge base Accelerate leadership development


Contents

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Coaching models



Key Learning's


Elements of good coaching session

46

Establish a

purpose

Establish

ground rules

Keep focused

Develop a

dialogue

Speak clearly Discuss one

specific issue



47

Establish a

purpose

• Have a clear purpose at the beginning of coaching session will

enable you to conduct focused and productive discussion

Establish

ground rules

• As with any meeting, you and your employee need to have a

common understanding of certain factors like time and roles

Keep focused

• Avoid making ‘noise’ – anything that distracts from the atmosphere

• Do not look at your desktop or PDA

• Do not touch your papers

• Do not answer telephone/mobile



48

Develop

dialogue

• Do not launch into a monolog

• If you are coaching effectively, your employee should probably do

most of the talking

Speak clearly

• Use the simplest, most common terms

• Avoid the jargon

• Ensure to pass specific, short and clear message

• Use the known to explain the unknown

• Define the issue and limit the discussion to something manageable

• You need to resolve specific concern right away, though you get

other chances to discuss other concerns

Discuss one

specific issue


Typical issues addressed in coaching session

49

Business goals

BECOMING A

NEW MANAGER

TIME

MANAGEMENT

PERSONAL

GROWTH

DEALING WITH

CHANGE IN THE

ORGANIZATION


The coaching session – 7 step approach

50

Set the ground rules – time, place, duration, frequency, process etc.

Create a supportive and safe environment – establish rapport

Agree on the goals and objectives

Analyze the current situation and come to an agreement on key issues or

any problems at hand

Devise an action plan

Gain a commitment from the individual to the action plan

Monitor the situation and provide feedback


A new paradigm for Coaching

51

A leader is a coach and teacher versus commander and controller

The new paradigm of coaching is based on these guiding principles

Coaching is about standing in people’s greatness, not leadership lobotomies

Coaching is about creating impossible futures versus filling leadership

competency gaps

Coaching is about creating a winning game plan versus fluffy mission

statements

A Coach is a transformational agent, not a purveyor of transactional tips and

techniques

Coaches focus on the scoreboard and relationship needs to be robust - more

like an NFC football Coach with the quarterback versus a typical consulting

engagement


Masterful coaching wheel

52

Masterful Coaches inspire people to go to for extraordinary resuts and then call

forth for actions that are needed. This creates a pull for new leadership

competencies

It allows you to get a

handle on coaching

people of years time

It tells you what is

involved in producing

break-through results

It tells you how to

adjust your coaching

style, teachable points

of view and game plan

according to which

phase you are in


Contents

53




Coaching models



Key Learning's


Key learning's from Coaching

54

Coaching is the most effective way to

develop your staff/employees

Coaching is the key to managing

multiple priorities

Coaching leads to improved employee

performance, which leads to increased

productivity and bottom-line results

Coaching increases employees’ self-

esteem and job satisfaction


Benefits of coaching

55

• Receive personalized, one-to-one support focusing on individual

strengths and weaknesses

• Be able to ask questions, express a views and voice concerns in a

safe environment

• Have a sounding board for new ideas and suggestions

• Deal with specific problems or a general lack of confidence

• Identify personal and organizational goals and the steps needed to

realises them

• Manage their career and personal development

• Work on shortcomings or problems in a non-judgmental settings

• Feel valued and trusted in the organization, also get more involved


Responsibilities of the coach

56

The first rule of coaching is that it is a collaborative process and the coach’s job

is to act as a facilitator. The coach cannot end up solving the individual’s

problems at all time. But in general a coach should do the following

Be adept to

problem-solving

Be able to build

rapport with

others

Be honestly

interested in the

individual

Listen and be

seen to listen

very well

Be patient,

supportive and

enthusiastic

Have sound

communication

and negotiating

skills


Coaching mistakes to be avoided

57

Taking on other people’s

responsibilities

Coaching for the wrong

reasons

Too much talking; too little

listeningUnrealistic expectations

Empathising to a faultUnderestimating people’s

ability to change

Failing to coach the whole

person


Measuring success

58

What is the

client doing

well?

How could they

improve?

What

suggestions do

you have for their

future?

The executive coach is vested with the duty of the whole coaching project. It is his/her

responsibility to take surveys, interviews to gather initial and continuous feedback. The

following questions are considered important for measuring success

The coach has to probe for specific comments or answers if the reply given by the client

is general. The person conducting the interview will take careful, verbatim notes of all

comments and suggestions.


Barriers to effective coaching

59

Setting a benchmark which is unrealistic to achieve

Mismatch between the coaches and the audiences The unclear role boundaries between the role of

manager and coach

No proper support from the management Bitterness from those people who are not selected

in the program due to bias shown by the

management


Training the coach

60

To take up to the role of a coach, not everyone will be suitable. The candidates selected should be able

to coach and train others and they should be released from their own job function

To be a good trainer one should demonstrate the following skills:

Good verbal skills: The trainer should have the ability to listen, good presentation skills, ability

to summarize information, experience of giving feedback.

Good writing skills: ability to write business documents and summarize briefs

Knowledge in coaching and mentoring topics: These topics/skills include assertiveness,

conflict resolution, leadership, managing difficult people, negotiation and presentation skills

Prior experience: Previous experience will help in presenting new ideas, encouraging

colleagues to speak, managing disagreements


Coaching quality – Coaching feedback session

61

There are certain key points which has to be considered

to analyze the quality of coaching

Define what a

good job

looks like

Provide

Training

Measuring

Success

Feedback

loop


Things to do

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• Stand totally committed to the person you are coaching

• Invite people to discover their own greatness and play a bigger game

• Reset people’s mind-set. Make sure they understand the Masterful Coaching paradigm

• Make sure people have something personally at stake in the goal

• Imagine an extraordinary relationship; define your 100 percent and your coachee’s 100

percent

• Get coaching on the calendar with a monthly meeting and a regular coaching call

• If the chemistry is not good, suggest another coach

• If the person does not have big goals and enough at stake, backoff

• Do not let coaching be adhoc, schedule it

• Do not pretend things are better from they really are; discuss the undiscussable


Coaching skills

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