DSC
Management &
Leadership Fair
Coaching For Successful Performance
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Coaching for Successful Performance
• Coaching is best used as one of a range of
learning and training activities. It can be a good
way to reinforce learning and help employees to
apply theoretical knowledge-based learning
acquired from formal training. Increasingly line
managers are undertaking coaching within
organisations. The session will identify some
Coaching Frameworks to support managers in
their coaching sessions and strategies to help
improve staff performance.
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Why is it important to Coach?
• Your organisation’s success depends on
developing all employees
• Coaching is a key factor in attracting and
retaining the best employees
• Employees are inspired to work to their
greatest potential when they are given
support and encouraged to develop their
skills
• Coaching prepares both the employee and
the organisation for the future
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The New Approach to Coaching
This operates on the premise that
• Everyone can be developed through coaching
• Employee development is every manager’s
responsibility and every employee’s
responsibility as well
• Moving employees through new challenges
strengthens their professional abilities
• Development more likely means informal, onthe-job ways of learning
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What is the difference?
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Instructional training/Teaching
Mentoring
Coaching
Counselling
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Definitions
Coaches
Mentors
• Advisory relationship
• Experts in the field
• Guide, answer questions, give
opinions, and direct
• Career advice and direction
• One to One and Confidential
Employee sets agenda
Employee provides answers
May be less expert
Asks questions and poses
challenges
• Holds employee accountable
• Encourages taking
responsibility
• One to One and Confidential
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A manager’s role in coaching
– Guide your employees by helping to match their skills,
interests, and work values with job opportunities.
– Conduct frequent discussions of developmental needs.
– Give timely and specific feedback about an individual’s
performance against established expectations.
– Provide opportunities for coaching, when necessary.
– Act as informal teacher by being conscious of the
behaviours and attitudes you model.
– Work with your employees to draft individual development
plans and follow through to achieve them.
Have a Quick Chat
Think about people who have brought out
the best in you.
What did they do to bring out your best?
What personal qualities did they have?
Continuum of Coaching Styles
NON-DIRECTIVE: Learner (Coachee) does the
Leading
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DIRECTIVE: Coach does the Leading
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Coaching: Provide Consistent and
Constructive Feedback
• What is the purpose of feedback?
• Is it motivational?
• Does it guide behaviour?
5-10
Feedback
• Take a moment and think about the best
feedback you ever received.
• What was it?
• What about the worst?
• Care to share?
• What examples of constructive and
destructive feedback have you got?
5-11
Feedback is a gift for Leaders . Why?
1. it is an opportunity to see the my blind
spots;
2. it helps me grow with others better;
3. the intention of the givers is to help,
because s/he cares;
4. it must giver value to the receiver, not
release to the giver;
5. it must focus on behaviour which can be
changed.
GIVER OF FEEDBACK
1.
2.
3.
4.
5.
On behaviour NOT THE PERSON
Based on observation NOT INFERENCE
As description NOT JUDGMENT
Giving information NOT GIVING ADVICE
Sharing ideas, exploring alternatives with real
care NOT PROVIDING ANSWERS
Critical Elements of Good Feedback
• Be timely
• Be specific
• Focus on the Problem,
not the Person
• Listen
• Focus on the future
• Include information
for improvement
• Focus on Behaviour
that can be changed
5-14
Communication barriers
for both Coach and Coachee
Different perceptions of words and actions
Only hearing what you want to hear
Using jargon
Not responding to questions
Judging too quickly
Looking for personal agendas
Allowing emotions to blur the message
Assuming ‘I’m right’ and not being open to other
views
• Asking antagonising questions
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Use Three Levels of Listening
Internal Dialogue
Other Focused
Global Listening
Active listening
• Stop – Pay attention and don’t interrupt
• Look – Make eye contact and get onto the
same level as the person
• Listen – Focus on what the person is saying
• Respond – Restate what has been said and
use open questions to prompt for further
information
Use Powerful Questions
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Short
Succinct
Open Ended
Reflecting Back
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Dealing with the Problem Employee
• Diagnose the problem first
• Hold a performance improvement discussion
• Train employees, when appropriate
5-19
Performance Improvement Discussion
1.
2.
3.
4.
Agree on the problem
Mutually discuss problem solutions
Create an action plan
Provide ongoing feedback – reinforce
improvement
5-20
Coaching the Star Performer
1. Do they value difficult feedback?
2. Do stars usually thank you?
3. Why do managers spend more time with problem
employees?
1. Give Them:
• Reward and recognition
• Challenging job assignments
5-21
Some Do’s and Don’ts of Coaching
• Like an athletic coach, you need to motivate your
people. But your responsibilities go far beyond
giving pep talks.
– Start with your behavior.
• Be a role model for excellence. Take your own advice, and
your staff will be more likely to emulate your actions.
Managers who tell their people, “Do as I say, not as I do,”
quickly lose the respect of their employees.
– Encourage their growth by creating a positive
environment.
• Build rapport with your employees. Point out their strengths
and note any improvement in performance. Treat their
mistakes as learning opportunities; never threaten them.
Some Do’s and Don’ts of Coaching
– Make sure people understand how their jobs tie
into the company’s overall strategy and mission.
• Clearly explain what you expect of them.
– When you conduct performance appraisals, be
specific about what each individual can do to
improve.
• Write down their development goals and recommend
training programmes and resources that will help your
employees achieve those goals
Some Do’s and Don’ts of Coaching
• Don’t
– Make implied promises.
• Don’t promise to reward added effort with a raise or
promotion if you can’t deliver.
– Change from coach to autocrat.
• Be consistent in the way you treat your employees: Once a
coach, always a coach. If you change styles in mid-stream,
your employees won’t trust you.
– Be impatient.
• If you have to, patiently repeat those instructions a tenth
time. Deal calmly with dumb mistakes. Losing patience sends
a message to employees that you think they’re stupid and
erodes their self esteem.
Some Do’s and Don’ts of Coaching
– Focus on attitudes.
• Rather than calling someone lazy, you might say, “You
don’t lend a hand to other workers and have been seen
reading a newspaper when coworkers need help.” This
calls attention to behavior that can be changed.
– Ignore the problem.
• Don’t allow little problems to grow into big ones. Deal
with them as they arise
The Coaching Session
Should Answer for the Coachee
–How is this relevant to what I do?
–What, specifically, should I do?
–How will I be measured, and what are
the consequences?
–What tools and support are available?
–What's in it for me?
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Steps in coaching
• Coaching employees and teams is the most
critical role of a manager/supervisor in
business today.
– There are various techniques, styles and
approaches available for coaching
• One approach is
– The GROW Model
Source: Coaching Discussion Approach by Pam Martin
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The GROW Model
– G – GOAL: What do you want?
– Establish the Goal
• First, you and the employee need to look at the behaviour that
you want to change, and then structure this change as a goal that
s/he wants to achieve.
• Make sure that this is a SMART goal: one that is Specific,
Measurable, Attainable, Realistic, and Time-bound.
• When doing this, it is useful to ask questions like:
– How will you know that your employee has achieved this
goal? How will you know that the problem or issue is solved?
– Does this goal fit with his/her overall career objectives? And
does it fit with the team's objectives?
The GROW Model
– R – REALITY: What is happening now?
– Examine the Current Reality
• Next, ask the employee to describe his current reality.
• This is an important step:
– Too often, people try to solve a problem or reach a goal
without fully considering their starting point, and often
they're missing some information that they need in order to
reach their goal effectively.
• As your team member tells you about their current
reality, the solution may start to emerge.
The GROW Model
– O – OPTIONS: What could you do?
– Explore the Options
• Once you and the employee have explored the current
reality, it's time to determine what is possible – meaning all
of the possible options for reaching the objective.
• Help the employee reflect on as many good options as
possible. Then, discuss these and help them decide on the
best ones.
• Offer your own suggestions in this step. But let your team
member offer suggestions first, and let him/her do most of
the talking. It's important to guide them in the right
direction, without actually making decisions for them
The GROW Model
W – WILL: What will you do?
– Establish the Will
• Finally, decide on a date when you'll both review
progress. This will provide some accountability, and
allow the employee to change their approach if the
original plan isn't working
Coaching discussion approach
• The five key principles of coaching are:
– Maintain or enhance self-esteem
– Listen and respond with empathy
– Ask for help and encourage involvement
– Share thoughts, feeling and rationale
– Provide support without removing responsibility
Coaching discussion approach
1. Clarity
Open
The five coaching guidelines
Close
Clarify
1. Confirmation
1. Communication
1. Commitment
Agree
Develop
Additional Information
Books
• Co-Active Coaching: Changing Business, Transforming Lives by
Henry Kimsey-House, Karen Kimsey-House, Philip Sandahl and
Laura Whitworth
• Coaching for Performance: GROWing Human Potential and
Purpose - the Principles and Practice of Coaching and Leadership
by John Whitmore
• Effective Modern Coaching by Myles Downey
Websites
• The Chartered Institute of Personnel and Development
www.cipd.co.uk
• The Association of Coaching www.associationforcoaching.com
• The School of Coaching www.theschoolofcoaching.com
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Thank you
• Thank You for Listening
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