Embed Size (px)
DESCRIPTION
A slide set giving a basic introduction to business coaching. The fundamental principles of the GROW model are used. This is a model developed by John Whitmore. It has often been built upon and changed but has not been surpassed. That is because the model works!!
Citation preview
Coaching for Performance
Ei4Change
Definition of coaching
Coaching
“The process of empowering others.” Whitmore, 1997
“Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.”
Whitmore, 2002
“Coaching helps individuals access what they already know. They may never have asked themselves the questions but they have the answers. A coach assists, supports and encourages individuals to find these answers.”
Zeus and Skiffington, 2002
“I give you focus and somehow my mere presence moves you to action.”
Lowe (undated) a coaching Haiku
Definition of coaching
Coaching
The Power of the Coaching Process
“I never cease to be amazed at the power of the
coaching process to draw out the skills or talents
that was previously hidden within an individual, and
which invariably finds a way to solve a problem
previously thought insolvable.”
John Russell, MD Harley-Davidson
Underlying belief within coaching
Intent to help
The underlying belief in coaching is that the coachee
has within them the ability, competence and
knowledge that will enable them to effect changes
that will result in improvement.
The role of the coach is to draw
these out and gain commitment to action.
Within organisations benefits are seen in
financial performance
retention
development of executives
in communications
- 99% of executives who have been coached believe
that coaching delivers tangible benefits
- 92% saw an increase in the bottom line
Benefits of coaching
Impact of coaching
Develop managers
and leaders
Support change
Develop talent
Improve
performance
Improve skills
Problem solving
Motivate and inspire
Manage conflict
Manage time and
stress
Improve
communication
When to use coaching
What are the sorts of situations in which you might
use a coaching approach?
Who should generate the coaching discussion?
Think back over the last month - were there any
situations you could have turned into a coaching
opportunity?
When to coach?
Management development
Improving performance
Problem solving
Realising potential
Managing conflict
Team development
Could be formal (planned) or informal (at the vending machine)
Core coaching skills
Coaching is characterised by:
Creating rapport
Deep listening
Effective questioning
Insightful feedback and enabling learning
Intense focus on process and results
Levels of listening
Cosmetic listening
Conversational listening
Active listening
Deep listening
Questioning skills
?
Questions and the coaching process must not get in
the way of building rapport and empathising with
the individual.
It is better to retain a curious concern than find the
killer question.
Questioning skillsOpen ended probes
Neutral probes
Brief assertions
Pause
Reflective probes
Summary statements
Leading questions
Close ended probes
?
Questioning skills
?
Are your questions relatively simple (but detailed
enough to avoid ambiguity)?
Do they build sequentially from the previous
question to keep the whole sequence connected
and follow the coaching framework?
Do they have clarity of purpose and intention?
Push and Pull Model
Listening to understand Reflecting Paraphrasing araphrasing Summarising Asking questions that raise awareness Making suggestions Giving feedback Offering guidance Giving advice Instructing
PULLHelping someonesolve their own
problem
PUSHSolving someone’s
problem for them
Non-directive
Directive
(Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)
WILLmilestones
actionscommitment
REALITYevidence
awarenessunderstanding
OPTIONSWhat’s possible?
GROW coaching
framework
What do you want?
What is happening now?
What could you do?
What WILL you do?
GOALsituationvision
objective
The coachee explains what they would like to achieve or change
What is wanted as an outcome from this conversation?
Is this realistic - or does the goal need to be separated into bite-size chunks?
What are the time frames for the short and long term goals?
GOALsituationvision
objective
The coachee describes and explores the issue / situation from all angles
Ask questions to open up different aspects of the issue
Identify what’s working well in respect of the issue as well as the barriers and the challenges
Expand the conversation, BEFORE focusing on the detail
REALITYevidence
awarenessunderstanding
The coachee reflects on the options and generates ideas for potential solutions
Resist solving the problem by providing solutions
Encourage the coachee to be creative in considering alternatives and options
Review advantages and disadvantages of each
Keep the questions short and open
Include feeling questions such as: ‘What solution appeals the most?’
OPTIONSWhat’s possible?
The coachee commits to specific actions in a time frame by being asked “What will you do?”
Encourage the coachee to take actions to which they are drawn, feel positive about and motivated to do
Ask questions that will facilitate the coachee to be explicit about the benefits of the action
Ask them to rate their intention, enthusiasm and commitment on a 10-point scale
WILLmilestones
actionscommitment
Key questions for a coachee in a coaching session
What issues would I most value the coach’s support
with?
What outcomes do I want, or do I want to avoid?
What can I do to make the most of the time
together?
Lightbulb Moments CD
Our Lightbulb Moments CD includes 18 Lightbulb Moments cards – Introduction to Coaching.
A free copy is available for one lucky person each month.
To win a copy send your name and email address to [email protected]
Ei4Change Ltd.
www.twitter/@EI4Change
www.linkedin.com/company/ei4change
www.facebook.com/pages/EI4Change
www.ei4change.com
![Coaching for High Performance [0761214615]](https://img.pdfslide.net/doc/110x75/55cf9488550346f57ba2a34c/coaching-for-high-performance-0761214615.jpg)
