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
CHECKLIST
Positive approach
Future orientation
Two-way communication
Coach listens more than talks, employee must be
committed to frank discussion about needs
Coach heavily invested in success of employee
Commitment to continuous learning by BOTH parties
Desire for improvement
21. 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
COMMUNICATION
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. 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
25. 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
26. 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
“
27. 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
“
28. How you can develop a coaching method/model that will
work for your managers and organization.
KEY TAKE-AWAYS
Essential traits, skills and behaviors to focus your
manager and leader development efforts.
Online learning resources from BizLibrary to develop the
coaching skills of your employees.