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Manager as coach
1. Manager as a Coach
Possible options (for exploration)
Think Talent Services Pvt Ltd
Sole India Licensee NEWS® Coaching
2013, NCR, India
2. How a coaching culture enhances
Strategic Performance Management
People Strategy Culture
Strategic
Performance
Management
Strategic performance management makes the connection between the strategy and the
culture of an organization and its ability to manage employees’ performance to better
impact on business performance
Creating a coaching culture supports this by helping managers understand this and gain basic
skills to manage this linkage on a day to day basis with employees. It also enables a culture of
sharing, learning and openness, improving employee engagement.
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3. We use a Coaching Framework
-which applies to each manager and his team members..
HOW?
How do you plan?
How do you execute?
WHY?
What motivates you?
What are your drivers?
WHERE TO?
Where are you going?
What is your direction?
What is your strategy?
WHY NOT?
What are your
limiting beliefs,
stoppers and difficulties?
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4. ..and deals with practical issues managers
face on a daily basis
Compass
Direction
North
West
South
East
Mind set
Leading for success
It is part of my role as a manager to help
my team members succeed and
contribute to the organization according
to their potential and greatness.
Managing for high performance
It is my responsibility as a manager
to coach my team members
for a better performance
Leading beyond limits
It is part of my role as a manager to
assist my team members to overcome
difficulties and mental limits
Motivating and driving
It is part of my role as a manager to keep
my team members motivated and
driven
Examples of Organizational Situations
1. A team member with an unclear direction of career development
or a situation which requires major decision making
2. On-boarding of a new team member
3. A team member who is not clear about desired results
1. A team member who lacks required skills
2. A team member who has challenges in planning and execution
3. A team member with time management and productivity issues
1. A team member who complains regularly
2. A team member who does not expand his/her responsibility
3. A team member with difficulties in accepting changes
1. A team member with low motivation
2. A team member with derailing behavior
3. A team member who does not work according to team’s values
Pull- Push Ratio
3 Vectors of
Questioning
Effective
Listening
CO.M.P.ACT
Model
Coaching Skill-set Role play &
Feedback
5. Implementation Options
• Four options are being suggested, with 1A and 1B being marginal variants. (please
see next few slides for options)
• All options would be preceded by a short organization diagnosis through interviews
with select leaders, managers and employees.
• All options would also be supported by an effectiveness check after 6 months, in
collaboration with internal HR.
• While options have been provided, adjustments could be made for further
customization if required. Some customization would happen post the diagnosis.
• Resources for delivery would be allocated based on final design and implementation
dates.
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6. Implementation Option 1A:
Standard 2 day Corridor Coaching workshop in batches of 12-15
“Corridor Coaching” is a process of coaching both formal and informal that a manager can
offer to his team members. It can be a short process offered in casual settings such as in
the corridor or in the cafeteria or as a pre-arranged organized process in the office or the
meeting room. It provides an opportunity for managers to empower and support their team
members, on a daily basis (not necessarily a full coaching process) to improve
performance, achieve results, overcome “stuck situations”, unleash their talent, and express
their greatness
Workshop Benefits:
Managing others with coaching attitude and techniques, on a routine daily basis
Managing performance coaching sessions more effectively
Getting new perspectives on management and leadership
Assisting the development and growth of managers and employees in their organization
Acquiring updated tools and knowledge, approaches, skills and practice in organizational coaching
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6
7. Implementation Option 1B
Modified coaching workshop with in-camera feedback- 3days
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Corridor Coaching (Complete Option 1A)
Coaching with video playback on specific themes,
to enhance learn by practice techniques. This
would be followed by feedback from self, peers
and coach.
It uses the principles and methodologies of Group
Coaching
Workshop Benefits:
All benefits of Corridor Coaching
Enhanced self awareness with respect to coaching &
feedback and rigorous real time practice
The additional elements
in this workshop ensure
significantly enhanced
learning. However, this is
conducted in smaller
groups (8-10) and
requires prior
preparation of coaching
cases, with involvement
of HR/ Line managers
prior to the program.
8. Implementation option 2
Building in-house facilitation skills for corridor coaching
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Certify in-house resources for conducting coaching
skills workshops for managers ( 2+ 3 days Train
the Trainer)
Handhold and audit implementation for first
couple of workshops
Benefits:
All benefits of Corridor Coaching through in-house
resources
Future scalability
This option is a good
option if there are in-
house resources who can
train managers on an
ongoing basis.
Dependence on external
resources becomes
limited (only training
material needs to be
procured). However, this
requires prior facilitation
experience for the internal
resources and brings
limited width of external
experience for managers.
9. Implementation option 3
Use learning styles as ongoing methodology for managers
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Assess all managers on ‘learning styles inventory’
and get an ‘organization and team profile’ + teach
managers how to use learning styles for their
subordinates in coaching.
Run corridor coaching for all managers with one
additional day on using learning styles (total 3 days
workshop)
Benefits:
All benefits of Corridor Coaching but managers can
use in a much more focussed way for individuals
Creates cultural shift around learning elements in the
organisation.
This option is a good option if
there is a focus on creating
an ongoing learning
organization. The learning
styles assessments can also
help in other developmental
processes and help
managers and employees to
plan own learning better.
However, this requires at-
least one internal resource to
be certified on learning styles
inventory for ongoing support
to managers. The
organization develops a
common language around
learning and can track it’s
overall and team profiles on
an ongoing basis.
