Slide Share Notes.

1. Practical Coaching Skills for Managers
(DA1067 )
9 Traits of Effective Teams (dvd- 41042DVD or
cd 10292CD)
New Relationship Strategies (14321CD )
Assertive Communication (dvd 41104DVD or
cd 10173CD )
Strength Finder 2.0 (Amazon)
Use Discount Code 2316 www.Pryor.com

2. What is Difference Between
Managing & Coaching?
Managing has to do with things
— Projects, materials, time and money
Coaching has to do with people
— People respond enthusiastically to
coaching

3. What is Coaching?
Technical definition
A coach is a person responsible for guiding
people to winning results through a
continuing process of discovering each
individual’s strengths and weaknesses, and
then matching information, resources,
advice and understanding to those strengths
and weaknesses.

4. What is Coaching?
Real-world definition
A coach needs to know who you are,
what you can and cannot do, what your
goals are and how to help you achieve
them.

5. What is Coaching?
The coach brings real objectivity
Emotional distance can provide
clarity

6. What is Coaching?
All performance can be enhanced
Bad, good, even great performance
Your role as coach is to identify areas for
improvement as measured against
predetermined performance standards
Guide and encourage desired change

7. What is Coaching?
The coach keeps the individual and team
focused on the goals
You give people a clear answer to “Why
am I doing this?”
— Goals must be properly constructed
— Work must center on reaching goals

8. Benefits to the Coach
More productive
Less stress
Improves leadership skills
Department/team working more
effectively
Increase loyalty and commitment
More satisfying relationships

9. Benefits to Others
More productive
Better leverage of strengths
Coaching assists individual with
minimizing impact of weaknesses
Opportunity to grow, develop and
advance

10. Keys to Coaching
By asking the right questions, the coach
can utilize the experiences and insights
of all the team players
Draw people in
Let them participate in the process

11. Keys to Coaching
Leave some of the decision making up
to them
They’re much more likely to buy into the
goals that the team is trying to achieve
than if they’re just continuously told
the what, how and when

12. Coaching Model

13. Steps for Effective Coaching
1. Assess where the person is now
2. Determine the individual’s goals and
expectations
3. Develop a plan to achieve the goals
4. Implement the plan
5. Evaluate the performance
6. Give feedback

14. Assess Where the Person is Now
Skills
Job knowledge
Attitude and satisfaction

15. Determine the individual’s goals
and expectations
Are the goals and expectations
reasonable?
Is there a realistic timeline?
Are the goals measurable,
quantifiable and attainable?

16. Develop a plan to achieve the
goals
Training — What kind?
• Technical skills
• Team skills
• Personal skills

17. Develop a plan to achieve the
goals
Training — How can it be taught?
Modeling/mentoring
Classroom/seminar on site
Outside training
Audio/video
Colleges/universities/adult ed.

18. Develop a plan to achieve the
goals
Training — When should it be
taught?
Closely related to implementation
of new skills
On the job
Regularly and continuously

19. Implement the plan
Taking action
Taking chances

20. Evaluate the performance
Measured against the standard

21. Give feedback
Keep it focused on achieving the
goal of continuous improvement

22. More Aspects of Good Listening
 Listen “between the lines”
 Focus on the speaker – entirely
 Use silence effectively
 Look at it from their standpoint, addressing feelings
before facts
 Ask open-ended questions for clarification and
elaboration
Resource for Your ACTion Plan:
Active Listening
www.MindTools.com

23. Unmotivated Employee
Does the employee just not want to
work?
— People get excited about work
they enjoy
— People can find enjoyment
through being challenged

24. Unmotivated Employee
— Focus on group and personal
goals to see if there’s any overlap or
alignment that the person hasn’t
recognized
— Ask enough questions

25. Know-it-All Employee
In order to redirect the person, focus
on the goals of the whole group as
well as on individual goals
If the know-it-all is wrong, ask
enough questions that it becomes
apparent

26. Know-it-All Employee
Increase the employee’s
responsibility to prevent meddling
Confront the behavior before it
causes problems with others

27. “BALTY” (Been Around Longer
Than You )
Communicate often how you
appreciate the person’s
contribution to the team
Let the person know that he or she
makes a difference, that his or her
talents are welcomed

28. “BALTY” (Been Around Longer
Than You )
Ask what the person would like to do
differently
Seek the person’s advice and use it
whenever you can
Make the person a resident expert

29. “BALTY” (Been Around Longer
Than You )
Encourage other team members to go to
the person and look to him or her for
experience and expertise
— The person will feel more valued by
the team
— Make the person a mentor or trainer
for the group