Management Coaching

A New Way to Work

AmeriCorps*National Best Practices ConferenceMay 6, 2009

LEADING CHANGE; FORGING SOLUTIONS

Janis Glenn, Project TAAP

Pathways, Coaching and Consulting, LLC www.pathways-llc.com

WHY COACH?

• * What’s the return for investing valuable time in coaching?

• * Coaching is interactive…you listen, ask questions, share views and negotiate solutions

• * Coaching helps individuals to grow as professionals and contribute fully to the success of the organization

Why Coach (cont)

• *Coaching focuses on what needs improvement and what’s going well.

• * In today’s environment of change technology and evolving organizations, coaching can have a strategic impact.

• * Coaching is an investment that you make in developing your key resource….people…for the long term benefit of your organization.

Management and Coaching

• Managing: Command and Control• Talks more than listens• Tells• Responsible for Fixing• Assumes• Seeks Control• Orders• Works on• Keeps Distant

Management and Coaching (cont)

• Coaching: Cultivate and Develop• Listens more than talks• Asks• Creates space for the other to fix• Explores• Seeks Commitment• Invites• Works with• Connects

Outcomes of Integrating Coaching

into Management/Leader

ship1.To strengthen and grow your organizational capacity

2.To retain your talented staff

3.To Become a magnet for more talented staff

4.To ‘get more things done’

A New Way to Work

MANAGEMENTCOACHING

PERFORMANCE DEVELOPMENT

What is Coaching?

• Coaching is a partnership that focuses on supporting the client to reach her/his goal through engaging in powerful conversations that offer a new way of seeing and encourages effective action.

Power of Three

• Critical Components of Coaching

• 1. PRESENCE: Listen more effectively, deal with the source of a problem rather than symptoms, hear what the client isn’t saying, focus solely on the client’s agenda.

Power of Three (cont)

• 2. PERSPECTIVE: Point to what is working, keep client focused on forward movement, offer a new way of seeing a situation/issue, point of client’s strengths.

• 3. POWERFUL CONVERSATIONS: Asking questions helps to unlock the Client’s wisdom and potential, empower client, teach client to be self-reliant, put the burden of discovery where it belongs, teach the client to find the answer within.

Coaching Skills

• Preparation

• Observation and Assessment

• Questioning

• Listening

• Feedback

• Follow-up

Create a Culture of Coaching

• First Step: Embedding Coaching Mind-Set

• * Establish the value and impart effective coaching skills to as many managers and leaders as possible. These experiences will have a powerful ability to help sustain individual and organizational growth.

Creating a Culture of Coaching

• Second Step: Role Modeling by Leaders

• * Least expensive

• * Requires constant self-development; namely, constant reflection, self-assessment, about her own strengths and weaknesses as a coach

Creating a Coaching Culture

• Third Step: Incorporate coaching as a strategic competence and leverage your leadership role

• * Incorporate Peer Coaching Circles as a component of a structured leadership process

• Fourth Step: Practice, Practice, Practice

• * Provide opportunities for practice and skill-building

Peer Coaching Circles

• The Power of Peer Coaching

• 1. Staff from different functions of the organization form a Peer Coaching Circle

• 2. Committed to meet on a regular basis and adhere to a structured process

• 3. Each peer functions as a coach and asks questions of the individual with a challenge

Peer Coaching Circles

• How does learning occur?

• 1. Each person develops and refines her questioning skills which is fundamental to effective coaching

• 2. Each learns to examine the organizational challenge with new perspectives and in that process discover alternative solutions

Peer Coaching Circles

• Learning continued….

• * Use of powerful questions, the disciplined process employed, and underlying belief in the capability of individuals to solve their own challenges.