1. LEADERSHIP DEVELOPMENT PROGRAM/ LDP 2012
Leadership Development Program/
LDP 2012
Day 3 - Unit 4 - Workbook
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2. Day 3 - Unit 4
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4. Coaching and Feedback
“People don’t care how much you know until they know how much you care”.
The Coaching Context
Michael Phelps (the multiple Olympic and World
Cup gold medal swimming champion) was once
asked ‘what did you do to be so successful?’ His
response? ‘I listened to my coach’.
Roger Federer (at the time of writing) the
world’s best tennis player has a coach? Why
does he need a coach if he’s the best in the
world?
Elite sporting success is almost always
accredited, at least in part, to the coach. Yet frequently the coach was not the world number one
at whatever sport is being coached. They may not even have competed at the same level.
To innovate and grow in today’s competitive business environment, leaders must do more than
manage others well. They must also excel at managing and developing themselves, teams and
the organisation in order to drive
performance and productivity. An
organisation’s key competitive
advantage is to develop individuals
who can transform themselves and
others, and create balanced working
environments in which people,
productivity and profits thrive.
Increasingly, organisational leaders
and executives have turned to one-
to-one executive coaching to help
them increase their effectiveness as
leaders, enhance and practice critical skills, and manage challenges or direct major
organisational changes.
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5. Team Exercise
The Value Of Coaching - Exercise
The value of Compare Best vs What stops us from coaching:
Coaching to the: Coaching to: Worst Coach:
• person being •personally
coached • what •organisationally
•mentoring
• coach behaviours do
•training you see
• organisation •performance • how do they
management make you feel
•counselling • public or
personal
examples
Answers:
Team 1:
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Team 2:
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7. What is coaching?
Section One
Coaching is:
• Unlocking someone’s potential to maximise their
performance
Performance = Potential - Interference
• A collaborative solution-focused, results-orientated,
systematic process in which the coach facilitates the
enhancement of performance, self directed learning and
personal growth of the individuals
Feedback
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8. Giving Feedback
• Example – What was said or done/not done
• Impact – What was the result or impact
• Continue/change – What needs to change
or continue
Feedback is often difficult to give but is imperative in creating successful outcomes.
EIC is a simple framework which helps you to be able to give specific facts, get the other
persons buy-in and try and take emotion from the conversation.
Feedback Exercise in 3's: The Gift
Coaching Structure
Coaching Structure
In any situation it is important to structure the coaching conversation or have an agenda -
otherwise it is just a conversation or ‘chat’. As defined earlier, coaching is a goal-orientated
conversation aimed at bringing about a positive change.
3Ws
The 3Ws is a simple, probing model that gives managers a powerful coaching tool and provides
a sustaining process which individuals at all levels can use to manage themselves in day to day tasks.
These questions can be asked by a coach or by the individual themselves. It is a highly versatile
tool that can be used in an informal or formal coaching session.
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9. Three Fundamental Questions
3W
W1 Where are we going and why?
Where are we now? W2
W3 What next?
Exercise in 3's
Using the 3W's - Coach each other on a challenge that you are facing in delivering your project.
One will be the coach, one the coachee and the third the observer who gives feedback using EIC
You have 15 mins each:
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10. Final Session
Outcomes session - what are you committed to developing and what have you already
achieved?
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