All managers need some guidance on the whys and hows of coaching, but most organizations can’t afford to train them on a large scale, so the least you can do is make an effort to create a culture of coaching. The key is to create a pool of manager-coaches who can be role models, supporters and sustainers of a coaching mindset. When you select the right people and invest in their development and position them as coaching advocates, you plant the seeds for expanding coaching well beyond the individual manager-direct report relationship. Your role models demonstrate effective coaching both formally and informally, and they help motivate others to use and improve their own coaching capabilities. Always link the purpose and results of coaching to the business. Managers have to know the business case for coaching and developing others if they’re to value it and use it effectively. Where is the business headed? What leadership skills are needed to get us there? How should coaches work with direct reports to provide the feedback, information and experiences they need to build those needed skills? Set strategic coaching goals, tactics and measures for the organization as well as including coaching as an individual metric.

1. Coaching Promotes Creativity, Breakthrough Performance And Resilience, Giving
Organizations A Competitive Edge And An Effective Way To Flow And Operate
Within An Environment Of Continuous Change. Successful Organizations Like
Hewlett Packard, IBM, MCI And Others Have Recognized That Managers Must
Be Able To Coach Their Employees And Each Other, And Have Included Coaching
In Their Management/Leadership Development.
Coaching Has Been Identified By These Organizations As A Critical Leadership
And Management Competency.
Organizations Are Discovering That The Traditional “Command And Control”
Style Of Management Is No Longer Effective In Today’s Environment, Which
Requires Rapid Response, Leveraged Creativity, Resilience, And Individual Effort
And Performance In Order To Remain Competitive.
1

2. 2
Retention is critical, and coaching supports employee
career/professional development and satisfaction, which keeps
valued employees.
Employees who are coached to performance rather than managed
to performance are more committed to and invested in the
outcomes of their work and achievement of organizational goals.
Successful organizations have also discovered that on-going training
of the workforce is necessary to remain competitive. However,
without coaching, training loses its effectiveness rapidly, and often
fails to achieve the lasting behavioral changes needed. While
training is an “event”, coaching is a process, which is a valuable next
step to training to insure that the new knowledge imparted, actually
becomes learned behavior

3. 3
Today the nature of business
is completely different from a
generation ago.
Organizations are more decentralized
There are fewer management levels
in organization
Employees are becoming more
empowered
Old career patterns doesn’t exist
Competition and globalization have
increased
Innovation and rapid response to
market place changes can be key to
success
Change is rapid and continuous
Increasingly, new technologies and
work processes are being adopted
In general, work pressures are
greater than ever

4. WHAT MAKES A GOOD COACH?
4
The key skills of being a good coach are:
Building rapport
Empathy
Listening skills
Communication skills and
overcoming resistance
Understanding human
behavior
Problem-solving and
negotiating skills
Forward thinking and
proactive
Flexible, yet consistent
Enthusiasm and commit-
ment to the individual

5. CHARACTERISTICS OF GOOD COACH
5
Coaching
Positive
Supportive
Goal Oriented
Focused
Observant

6. CHARACTERISTICS OF GOOD COACH
6
Positive
• Coach job is not correcting mistakes, finding fault and assessing
blame
• Instead, a coach function is achieving productivity goals, by
coaching his/her staff to peak performance
Supportive
• Coach need to get workers what they need to do their job well,
including tools, time, instruction, answers to questions, and
protection from outside inference
Goal oriented
• Base your assignments on clear, definable goals
• Tie specific tasks to these goals
• Communicate those goals to the people who actually have to do
the work

7. CHARACTERISTICS OF GOOD COACH
7
Focused
• Effective communication is specific and focused
• Coaches are far more likely to get action of that employee leaves
the office focused on resolving an issue at hand
Observant
• Being observant means more than just keeping your eyes and ears
open
• Coaches need to be aware of what is not said as well as what is. If
coaches are paying attention, they no need to wait for somebody to
tell about a problem

8. PERSONAL QUALITIES OF A COACH
8
To become a good coach there are some personal
qualities which he/she will require. Those are
Analyze the change in mood and body language
Should be good in observing
Should maintain confidentiality wherever required
Warm and confidence-inspiring personality
Should not show bias while dealing with people
Willing to spend time and energy to learn coaching skills

9. PRINCIPLES OF COACHING
9
There are 5 key principles of coaching. They are:
Build
Self Esteem
Validate
Understanding
Generate
Options
Inspire Action
Recognize Results

10. CHARACTERISTICS OF COACHING
10
Coaching tries to maximize the staff in an
organization. Good coaching and management
have some features in common. They are:
Challenging
way of thinking
Getting
employees to
get involved
in new
experiences
Eager to learn
Welcoming
new ideas
Making time
available
Enthusiasm

11. WHAT ARE COACHING SKILLS? (1/2)
11
• There are number of approaches to coaching.
• At present, these include Transpersonal, Solution Focused Coaching,
Cognitive-Behavioral and Co-Active.
• Although many individuals train as professional coaches, with a number of
courses, being university accredited starting from basic certificated training
through to that of PhD, the basic skills of coaching are now often taught to
managers in the form of two to four day training programmes.
• Few decades back managers were allowed to undergo “counseling”
session. However, the term ‘counseling’ was often felt to be an inappropriate
one as it tended to suggest that those who would benefit from such
interventions, were linked to the needs of a clinical population.
• The term coaching has none of these negative connotations and is regarded
as a way of helping individuals to maximize their performance.

12. Coaching is a business. You need to
sell yourself, schedule your time,
invoice clients, pay taxes and so on.
This need not be complex for a
business of one person.
Running your
business
Integrity
It is the duty of the coach to keep the
deep and dark secrets within them
and they should not share this even
with their life partner
Resilience
As a coach you have to control your
emotions. There will be more
negative aspects than positive things
sometimes.
Insight
Whilst connecting with others, you
also need to be able to stand back
and look critically at them, seeing
their inner issues and the way
forward for them.
WHAT ARE COACHING SKILLS? (2/2)
12
Empathy
To be a good coach, you should have
a good rapport and connect to other
people at a personal level.

13. MYTHS AND REALITIES
13
Reality: Coaching is for winners who seek to go to the next level
Myth : Coaching is for losers, a last-grasp effort before being shown the door
Reality: Coaching is about an impossible future and changing your life
Myth: Coaching is about filing leadership behaviour gaps
Reality: Coaching integrates leadership development and results
Myth: Coaching is a separate leadership development activity

14. MYTHS AND REALITIES
14
Reality: The Coaching is like a sports coach on the playing field, doing whatever
it takes to win
Myth : The Coach is a Process Consultant who ask questions from a distance
Reality: Coaching requires continuous, but not continual communication
Myth: Coaching is an activity that happens in annual reviews

15. CATALYTIC COACHING CONVERSATIONS
15
Creating an extraordinary coaching relationship
Declare impossible future
Declare possible outcomes
Formulation
Provide 360-degree leadership feedback
Mount a successful change insurgency
Monitor successful change on a regular basis
and give feedback
Concentration

16. CATALYTIC COACHING CONVERSATIONS
16
Create a source document and winning game plan
Build a team of talented A players
Instill winning game plan for each individual in a team
Momentum
ive
Executive Time Management: You = Your calendar
Executive catalytic breakthrough projects
Be a coach and mentor: Leader as coach
Breakthrough

17. CATALYTIC COACHING CONVERSATIONS
17
Make a great decisions and judgment calls
Focus on the scoreboard
Executive Life Coaching: non-financial wealth
Sustainability

18. THE SEVEN MASTERFUL COACHING ‘COME
FROMS’
18
1 A Masterful Coach stands totally committed to the person being coached
2 A Masterful Coach stands in people’s greatness even when they fall from it
3 A Masterful Coach comes from getting people to work backward from a vision
versus foreard from the part
4 A Masterful Coach speak from his or her stand versus reactions, never belittle
5 A Masterful Coach focuses in what is missing (the solution), not what is wrong
(the problem)
6 A Masterful Coach is committed to honest feedback needed for growth and
learning
7 A Masterful Coach comes from the view that anything is possible, every
situation is transformable, and the actions are up to you

19. OPPORTUNITIES FOR COACHING
19
1
2
Excessive errors
3
Missing
deadlines
4 5

20. 5-PHASES OF BREAKTHROUGH
20
A Coach alters his or her approach in moving from one phase to the next
Formulation
Concen-
tration
Momentum
Break-
through
Sustain-
ability
Engage and
inquire into
impossible goals,
plans, leadership
and business
challenges
Launch an
initiative, a wow
project, or rapid
phototype, and
keep going in the
absence of results
Create a widening
circle of small
successes
Build on success
by scaling up
Set up business
process;
intituitionalize
gains

21. SOCIAL GREASE VERSUS COACHING COMMUNICATION
21
Help and
Support
Give approval and praise to others.
Tell others what you believe will make
them feel good about themselves.
Reduce their feelings of heart by
telling them how much you care, and,
if possible, agree with them that
others acted improperly
Increase other people capacity to
confront their own ideas, create a
window into their own ind, and face
their unsurfaced assumptions, biases
and tears by acting in these ways
towards other people
Respect
for Others
Defer to other people, and do not
confront their reasoning or actions
Attribute to other people a high
capacity for self-reflection and self-
examination without becoming so
upset that they lose their
effectiveness and sense of self-
responsibility and choice. Test this
attribution

22. A COACH IS A THINKING PARTNER
22
1. What unintented results are you getting?
Good questions to ask are:
2. How are you contributing to the unintented results?
3. How are you looking at the things now?
4. How do you need to look at things differently?
5. How could you look at the problem or solution in a different way?
6. Where are you stuck in an old pattern?
7. How do you need to shift your way of being, thinking, or behaving?

23. Generate Options
Explore Reality
COACHING MODELS – GROW MODEL
23
One of the models named ‘The GROW model’ was developed by Sir John
Whitmore for developing coaching skills for Managers. The GROW (goals, reality,
options, wrap up) model provides structure for coaching discussions with more
experienced learners. For less experienced learners, the process can be time
consuming and often too complex. The GROW model has 4 clear stages
Establish Goals
Agree action
Wrap up

24. COACHING MODELS – THE 7-STEP PROBLEM-
SOLVING MODEL
24
The seven-step problem-solving sequence
and accompanying questions that people
can ask themselves at each step:
Steps Actions
Evaluation
Which plans and strategies worked and
amending our action plans7
Problem identification Analyze the problem and challenge1
Goal selection What do I want to achieve?2
Generation of alternatives What can I do to achieve my goal?3
Consideration of the consequences Discuss the pros and cons4
Decision making What am I going to do?5
Implementation Time to do it!6

25. COACHING MODELS – SHORTER MODELS
25
For instance, there are 2 models namely – STIR and PIE models
Select a problem
Target a solution
Implement a solution
Review outcome
Problem definition
Implement a solution
Evaluate outcome
The shorter models of problem-solving helps the manager to solve problems
quickly. These models are used for rapid processing of a problem. These
models provide the structure for coaching to take place, and once the process
is understood, the manager is then provided with the basic coaching skills
that he or she will require in order to make the coaching effective.

26. A PUSH VERSUS PULL APPROACH TO COACHING/
LEADERSHIP DEVELOPMENT
26
Push Programs
Pull Programs

27. FORMAL AND INFORMAL COACHING
27
Informal coachingFormal coaching
Most of the conversation in
'coaching mode'
Manager can switch from coaching
mode to other management styles
Used explicitly Used explicitly or implicitly
Scheduled appointments Normal day-to-day conversations
Programme with beginning and end Ongoing process, a style of management

28. TRADITIONAL VS. COACHING-BASED
ORGANIZATION
28
Traditional organization Coaching-based organization
Loses best employee Attracts and keeps quality people
Hierarchical Decentralized
Top-down management Empowered staff
Command and control Collaborative
Rigid and inflexible Innovative
Learning is stifled Learning is encouraged
Risk-averse Entrepreneurial
Annual performance appraisals Ongoing performance assessment
Training via courses Training via coaching
Resists change Responds quickly to change

29. ELEMENTS OF GOOD COACHING SESSION
29
Establish a
purpose
Establish
ground rules
Keep focused
Develop a
dialogue
Speak clearly Discuss one
specific issue

30. ELEMENTS OF GOOD COACHING SESSION
30
Establish a
purpose
• Have a clear purpose at the beginning of coaching session will
enable you to conduct focused and productive discussion
Establish
ground rules
• As with any meeting, you and your employee need to have a
common understanding of certain factors like time and roles
Keep focused
• Avoid making ‘noise’ – anything that distracts from the atmosphere
• Do not look at your desktop or PDA
• Do not touch your papers
• Do not answer telephone/mobile

31. ELEMENTS OF GOOD COACHING SESSION
31
Develop
dialogue
• Do not launch into a monolog
• If you are coaching effectively, your employee should probably do
most of the talking
Speak clearly
• Use the simplest, most common terms
• Avoid the jargon
• Ensure to pass specific, short and clear message
• Use the known to explain the unknown
• Define the issue and limit the discussion to something manageable
• You need to resolve specific concern right away, though you get
other chances to discuss other concerns
Discuss one
specific issue

32. 32
Business goals
BECOMING A
NEW MANAGER
TIME
MANAGEMENT
PERSONAL
GROWTH
DEALING WITH
CHANGE IN THE
ORGANIZATION

33. THE COACHING SESSION – 7 STEP APPROACH
33
Set the ground rules – time, place, duration, frequency, process etc.
Create a supportive and safe environment – establish rapport
Agree on the goals and objectives
Analyze the current situation and come to an agreement on key issues or
any problems at hand
Devise an action plan
Gain a commitment from the individual to the action plan
Monitor the situation and provide feedback

34. KEY LEARNING'S FROM COACHING
34
Coaching is the most effective way to
develop your staff/employees
Coaching is the key to managing
multiple priorities
Coaching leads to improved employee
performance, which leads to increased
productivity and bottom-line results
Coaching increases employees’ self-
esteem and job satisfaction

35. BENEFITS OF COACHING
35
• Receive personalized, one-to-one support focusing on individual
strengths and weaknesses
• Be able to ask questions, express a views and voice concerns in a
safe environment
• Have a sounding board for new ideas and suggestions
• Deal with specific problems or a general lack of confidence
• Identify personal and organizational goals and the steps needed to
realises them
• Manage their career and personal development
• Work on shortcomings or problems in a non-judgmental settings
• Feel valued and trusted in the organization, also get more involved

36. RESPONSIBILITIES OF THE COACH
36
The first rule of coaching is that it is a collaborative process and the coach’s job
is to act as a facilitator. The coach cannot end up solving the individual’s
problems at all time. But in general a coach should do the following
Be adept to
problem-solving
Be able to build
rapport with
others
Be honestly
interested in the
individual
Listen and be
seen to listen
very well
Be patient,
supportive and
enthusiastic
Have sound
communication
and negotiating
skills

37. MEASURING SUCCESS
37
What is the
client doing
well?
How could they
improve?
What
suggestions do
you have for their
future?
The executive coach is vested with the duty of the whole coaching project. It is his/her
responsibility to take surveys, interviews to gather initial and continuous feedback. The
following questions are considered important for measuring success
The coach has to probe for specific comments or answers if the reply given by the client
is general. The person conducting the interview will take careful, verbatim notes of all
comments and suggestions.

38. BARRIERS TO EFFECTIVE COACHING
38
Setting a benchmark which is unrealistic to achieve
Mismatch between the coaches and the audiences The unclear role boundaries between the role of
manager and coach
No proper support from the management Bitterness from those people who are not selected
in the program due to bias shown by the
management

39. COACHING QUALITY – COACHING FEEDBACK
SESSION
39
There are certain key points which has to be considered
to analyze the quality of coaching
Define what a
good job
looks like
Provide
Coaching
&
Training
Measuring
Success
Feedback
loop

40. THINGS I DO
40
• I Stand totally committed to the person I am coaching
• I Invite people to discover their own greatness and play a bigger game
• I Reset people’s mind-set. Make sure they understand the Masterful Coaching paradigm
• Make sure people have something personally at stake in the goal
• Imagine an extraordinary relationship; define my 100 percent and my coachee’s 100
percent
• Get coaching on the calendar with a monthly meeting and a regular coaching call
• If the chemistry is not good, suggest another coach
• If the person does not have big goals and enough at stake, I backoff because I coach
Kings!
• I Do not pretend things are better from they really are; I discuss the undiscussable

41. 41
1
2
One one one
Coaching
3
Team Building
4 5

42. CONTACT US TODAY
JEFF@DLC.CO.KE
0722992111
WWW.DLC.CO.KE
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