What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss:
• Why coaching skills are important
• Traditional coaching models and how we can improve them
• Emerging principles and competencies for managers and leaders
• The difference between coaching and mentoring
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2. ? HOW WOULD YOU
DESCRIBE YOUR
MANAGER TRAINING
AND DEVELOPMENT?
3. ? WHAT IS YOUR
MANAGERS BIGGEST
CHALLENGE WHEN
COACHING EMPLOYEES?
4. WHAT WE HOPE YOU’LL
TAKE-AWAY
How coaching can improve the performance of your
employees and organization.
How to develop your managers coaching skills based on
leadership styles.
How to develop a coaching method/model that will work
for your managers and organization.
6. WHY COACHING SKILLS ARE IMPORTANT
FOR YOUR MANAGERS?
Organizations with senior leaders
who coach effectively and frequently
IMPROVE BUSINESS RESULTS BY
SOURCE: BERSIN BY DELOITTE
21%
According to CEO’s the top missing skills of
mid-level managers are COACHING SKILLS.
BERSIN BY DELOITTE
7. Coaching is a process that enables
learning and development to occur
and thus performance to improve.
To be successful a Coach requires a
knowledge and understanding of
process as well as the variety of
styles, skills and techniques that are
appropriate to the context in which
the coaching takes place.
Eric Parsloe,
The Manager as Coach and Mentor
13. COACHING MODELS
Help the coach assess current
performance
Help develop a plan to close gaps
or improve performance
Identify gaps or areas for
performance improvement
How to deliver and act on the plan
14. Coaching is building
one-on-one relationships
and managing a process
that result in specific
improved performance in
targeted areas.
16. Today’s coaches must be multi-functional,
and be equally competent as a manager,
tactician, trainer, psychologist,
physiologist, and sometimes even a
counselor. You simply cannot coach the
same way as you did ten, fifteen, or
twenty years ago for a number of
reasons.
Gary Curnee,
Professional Coach and Blogger
18. A COACHING PROCESS
1. Positive approach
2. Future orientation
3. Two-way communication
4. Coach listens more than talks, employee
must be committed to frank discussion about
needs
5. Coach heavily invested in success of
employee
6. Commitment to continuous learning by BOTH
parties
7. Desire for improvement
COACHEE
21. COMMUNICATION
1. Identify obstacles to
employee success
2. Find solutions or ways to
overcome obstacles
3. Establish agreed upon
definitions of success and
plan of action
4. Gain commitment and
engagement
KEY SKILLS
• Active listening
• Learning to frame
and ask effective
questions
• Courageous
conversations
22. QUESTIONS A MANAGER
SHOULD ASK3Does the employee have the
capacity to perform?
Is the employee curious?
Does the employee have a
positive attitude?
23. PERFORMANCE MANAGEMENT
1. Identify strengths and
weaknesses
2. Outline goals and
objectives
3. Understand how to
prioritize and capitalize on
strengths
4. Improve performance in
targeted areas
KEY SKILLS
• Understand
employee
engagement and
motivation
• Goal setting
• Delegation
24. With each generation entering the workplace, a
greater emphasis is placed on continual
development as these new employees know that
they are unlikely to stay more than a few years;
…it’s about what they can develop and acquire to
take to the next stop in the career journey.
We know that effective leaders are one of the most
important influences on levels of engagement.
Rebecca Ray, Employee Engagement in a VUCA World
25. BUSINESS ACUMEN
1. Professional level
understanding
2. Influencers and key
stakeholders
3. The decision-making
process
KEY SKILLS
• Business
operations and
functions
• Making decisions
• Industry
knowledge
26. EMOTIONAL INTELLIGENCE
KEY SKILLS
• Self awareness,
motivation and
regulation
• Build effective
relationships
1. Guide employees through
workplace conflicts and
difficult situations
2. Adaptability in a fast-
changing work world
3. Positive response to
diversity in thought and
culture
27. COACHING VS MENTORING
To be successful, a coach requires a
knowledge and understanding of process as
well as the variety of styles, SKILLS AND
TECHNIQUES that are appropriate to the
context in which the coaching takes place.
Eric Parsloe,
The Manager as Coach
and Mentor
28. COACHING VS MENTORING
Mentoring is off-line help by one person to
another in making significant transitions in
KNOWLEDGE, WORK OR THINKING.
Clutterbuck, D & Megginson, D, Mentoring Executives
and Directors
29. KEY TAKE-AWAYS
How you can develop the coaching skills of your
managers to improve the performance of your
employees and organization.
How you can develop a coaching method/model that will
work for your managers and organization.
Online learning resources from BizLibrary to develop the
coaching skills of your employees.