Coaching

• What is coaching?

• What is the difference • What is the difference between coaching and teaching?

Coaching:

The Power of QuestionsThe Power of Questions

Stephen Remedios

Learning Objectives

After this short session, you will:

• be able to explain what coaching is and how it

differs from teaching or training.

• be able to explain the importance of asking • be able to explain the importance of asking

questions when coaching

• be able to describe the different types of

question a coach may use

• be able to demonstrate the ability to frame and

ask different types of questions whilst coaching.

My definition of coaching

A style of management in which the coach encourages people to reach their full encourages people to reach their full potential by encouraging self-belief and self-development.

Teaching and training

Involve transferring knowledge and skills to other people.other people.

?

How does a coach help someone to improve if that individual is already a better improve if that individual is already a better performer than the coach?

What is Coaching?

A style of management in which the manager encourages people to reach their manager encourages people to reach their full potential by encouraging self-belief and self-development.

How do people improve?

• Self-belief gives people the drive• Self-belief gives people the drive

• Self-development gives them the means

Encouraging success...

• Helping people to set goals for themselves that stretch them beyond what they can comfortably achieve but which are within their capacitytheir capacity

• Helping them to achieve those goals by encouraging them to devise and implement their own effective action plans

Encouraging self-development

• Helping them to review their experiences and to draw appropriate lessons from them

• Helping them to understand themselves better by providing neutral, objective feedback

More aware

By providing feedback

By asking questionsBy asking questions

Neutral feedback

“Your right foot was about two inches in front of your left when you landed.”front of your left when you landed.”

Judgemental feedback

“No, your feet are still not together all the way through.”way through.”

Judgemental feedback

“You are really good with people”

Neutral feedback

“Three of your people have told me that they feel very motivated working for you. When I asked why this was, they said it was because you worked so hard yourself.was because you worked so hard yourself.

One person told me that she felt you took too much on yourself and did not delegate enough to her.”

Providing feedback

Choose a piece of feedback that you would like to give to one of your staff or to a colleague.

1. Devise a judgemental form of words

2. Devise a neutral form of words.

Questions

• Help people become more aware

• Help people think things through

Types of questions

Clarify

Simplify

MultiplyMultiply

Will it fly?

Do it by?

Questions that increase awareness

• What do you think is the effect on your team of your adopting this approach?

• How confident are you that you are going to achieve your goal at the current rate of progress?the current rate of progress?

• How stressed do you feel about this?

• How would you characterise your attitude to the HR department?

Questions that help people think

• What would happen if your supplier missed the delivery date?

• What other approaches might you consider?might you consider?

• What would the effect of that be on the accounts department?

• How would you know if you had succeeded in this goal?

Identify an area of performance that you would like a colleague to think like a colleague to think about. Devise a question that would help him or her to do this.

• Avoid manipulative questions

• Be open about your reasons for asking

Coaching and G.R.O.W

G.R.O.W

• Goal

• Reality

• Options

• Will/What/When/Where etc• Will/What/When/Where etc

G.R.O.W and the power of

questions

• G.R.O.W is only a framework

• What matters is your intention

• Principles and skill are more important