Coaching

A Path to Long Term Excellence

1

Presented by

Shakti Ghosal

What is Coaching? What do Y U Want…….. ?

•In life

•At work.

How is Coaching relevant to what you

want?

International Coach Federation defines Coaching:

Professional coaches provide an on going

partnership designed to help clients produce

fulfilling results in their personal and

professional lives. Coaches help people

improve their performance and enhance the

quality of their lives.

International Coach Federation

(ICF) Competency Model • Meets ethical guidelines and professional standards—

Understands coaching ethics and standards and applies them

appropriately in all coaching situations.

• Establishes coaching agreement—Understands what is

required in the specific coaching interaction and comes to

agreement with the prospective and new client about the

coaching process and relationship; identifies how the

coaching goals link to enhanced business performance.

• Establishes trust and intimacy with the client—Creates a

safe, supportive environment that produces ongoing mutual

respect and trust.

International Coach Federation

(ICF) Competency Model • Displays coaching presence—Is fully conscious and creates

spontaneous relationship with the client, employing a style that is open, flexible, and confident.

• Demonstrates active listening—Focuses completely on what the client is saying and is not saying, to understand the

ea i g of what is said i the co text of the clie t’s desires and to support client self-expression.

• Asks powerful questions—Asks questions that reveal the information needed for maximum benefit to the coaching relationship and the client.

• Uses direct communication—Communicates effectively during coaching sessions and uses language that has the greatest positive impact on the client.

International Coach Federation

(ICF) Competency Model

• Creates awareness—Integrates and accurately evaluates multiple sources of information and makes interpretations that help the client to gain awareness and thereby achieve agreed-upon results.

• Designs actions—Creates with the client opportunities for ongoing learning, during coaching and in work/life situations, and for taking new actions that will most effectively lead to agreed-upon coaching results.

• Develops goals and plans—Develops and maintains an effective coaching plan with the client.

• Manages progress and accountability—Holds attention on what is important for the client and leaves responsibility with the client to take action.

Why Coaching Now?

• Fast changing, often disruptive environment

• More competitive, low lead time, diminishing product/ service life cycles

• High need for Innovation & enterprise

• Retention of people

• Working in a multicultural environment

• Any others?

Desired Results of Coaching

• Long Term Excellent Performance

• Self-Correction

• Self-Generation

Where to focus for change?

ROI? The e a e a y optio s… • Leverage strengths to

accelerate change

• Address development needs to remove obstacles

• Manage stakeholder perceptions

• Improve overall leadership and/ or team effectiveness

• Focus on how to succeed in handling a particular project, then transfer learning to other situations

Amoeba Model vs.

What Really

Happens

•Does ’t have lo g term effect

•Rewards can occur w/o effort

•Eliminates self-correction

•Action only taken when prompted

•Eliminates self-generation

Sugar

(reward)

Premises of Coaching

Job of coach:

• U de sta d the clie t’s st uctu e of i te p etatio / Occurring

• In partnership alter this structure to get desired outcomes

• By providing a new language (self-correction and self-generation) and

• By providing practices (long term excellent performance)

Behavior Structure of Interpretation/

Occurring

Practices Language

Coaching Principles Relationship

Mutually Satisfying Based on Mutual Respect

Mutual Trust

Freedom of Expression

• Pragmatism

• Outcome based

• Relentless Correction

• Always/Already

• Always in the middle of

• something

• Not empty vessels

• Immediate concerns

• Current commitments

Two Tracks

•Client and coach engaged in

learning

•Breakdowns may occur in

eithe ’s co it e t o competence

Tech i ues Do ’t Wo k

•Manipulative

•Undermine dignity

•Foster resistance and

resentment

Coaching Process

Establish

Relationship

Recognize

Opening

Observe/

Assess

•

• Enroll

Client

Coaching

Conversation

Coaching Process

Establish Relationship

• Shared commitment

• Mutual Trust

• Mutual Respect

• Mutual Freedom of Expression

• Confidentiality

Coaching Process

Recognize Opening • Types of Openings

Performance Review

New Skill

Expressed frustration, need or

disappointment

Interruption in accomplishment

Broken promises

Requests

Business needs: higher revenue /lower costs

• Resistances Habit

Social Identity

Coaching Process

Observe/ Assess

• Separate the person from the problem.

• Underlying concerns / needs / aspirations.

• Flexibility of process based on assessment.

Coaching Process

Enroll Client

• Define outcomes

• Establish commitment of coach

• Establish commitment of client

• Confront potential hindrances

• Continue steps until completion

Coaching Process Coaching Conversation

Type Timing Examples

One Once Intervention

Request

Clarifying standards

Addressing lack of

Two Several Not open to input

Not organized

Complex skill attainment

Over-commitment

Three Months Discovering purpose

Long-term financial

commitments

Beginning/Ending

relationship

Coaching- What it is ot…..

• Coaching vs. Therapy.

• Coaching vs. Consulting.

• Coaching vs. Mentoring.

THANK YOU FOR YOUR PARTNERSHIP

TODAY

Should you need to discuss

any aspect further, do

contact:

• Shakti Ghosal

• +968 99374044 • Shakti.ghosal@empathinko.com

• http://www.empathinko.com