The document discusses the evolving role of managers from directors to coaches. It outlines how coaching differs from other development methods like training and mentoring by facilitating thinking and helping employees learn through live work issues. Effective coaching involves understanding employees' competency, skills, behaviors, attitudes, values and beliefs. Coaches must adapt their approach based on the employee's willingness and ability using a situational leadership model. The document also discusses empowering employees at different stages, providing directive versus non-directive coaching, and how to avoid common coaching pitfalls like talking too much and failing to listen.

1. MANAGER AS A COACH

2. FROM OLD MANAGERIAL
EXPECTATIONS…
Planning
Organizing
Staffing
Directing
Controlling

3. … TO NEW MANAGERIAL
EXPECTATIONS
Planning
Aiding performance
Organizing
Staffing
Directing Enhancing skills and
competencies
Controlling

4. MANAGER OR COACH?
Column 1 Column 2
Do you direct? Or do you guide?
Do you control? Or do you empower?
Do you randomly select Or do you have a people
subordinates for training? development strategy?
Do you penalize poor Or do you reward
performers? achievement?
If your responses to most of the answers in column
2 are “Yes”, then you are on the path of becoming
an effective coach

5. NEED FOR COACHING
Expectations from the job role
Need for coaching
The job role
People challenges
Lack of accountability
Increased need for change in business
Dearth of skills and competencies
An underperforming team

6. COACHING V/S OTHER
DEVELOPMENT METHODS
Coaching Training Mentoring Counselling
Facilitating Training is a Mentoring is an Counselling is all
protégée’s learning process ongoing learning about analyzing
thinking, that involves process where the reason for the
helping them the acquisition reciprocal problem arising or
learn by of knowledge relationships are built underperformance
working on live and skills between the mentor
work issues and the mentee
The next step: The next step: The next step: It is a one time
Follow up Checking Handholding session
effectiveness

7. WHAT IS COACHING?
Technical assistance
Emotional
bond
Individual challenge Personal support

8. TOWARDS UNDERSTANDING THE COACH -
PROTÉGÉE RELATIONSHIP

9. UNDERSTANDING COACHING
FUNDAMENTALS
Sense
of
purpose
Competency
Skill
Behaviour
Attitude
Value
Belief
Environment

10. SITUATIONAL LEADERSHIP
Follower/Team/Protégée profile
High
S3
S2
Moderate
Low willingness
willingness and
and low ability
People focus
moderate ability
S4 S1
High willingness and Low willingness and
high ability low ability
Low
Low Task focus High

11. SITUATIONAL LEADERSHIP
Leader/Coach behaviours
High
S3 – Facilitate
S2 - Sell
(Participate,
(Sell, explain,
encourage,
People focus
clarify, persuade)
collaborate, commit)
S4 - Delegate
S1 - Tell
(Delegate, observe,
(Tell, guide, direct)
monitor)
Low
Low Task focus High

12. SITUATIONAL LEADERSHIP
Identify your protégée based on the
questions he asks, before you start with
the developmental plan
S1 “What to do?”
S2 “Shall I do this?”
S3 “I have done this”
S4 “Don’t bother! I will handle”

13. STRATEGIC HUMAN RESOURCE
DEVELOPMENT MATRIX
High
7 8 9
Black holes Stunted stars Stars
Competency
4 5 6
Medium
Lazy bones Utility players Budding stars
1 2 3
Losers Explorers Hungry samurais
Low
Low Medium High
Willingness

14. COACHING DIFFERENT PROTÉGÉES
High
Review 7 Review 8 Low focus 9
People capability/Coach focus
S1 coach S2 coach S4 coach
Instructing Directive coaching Shadow coaching
High focus 4 Moderate focus 5 Moderate focus 6
Medium
S2 coach S3 coach S3 coach
Directive coaching Non directive coaching Non directive coaching
High focus 1 High focus 2 Low focus 3
S1 coach S2 coach S3 coach
Low
Teaching Directive coaching Non directive coaching
Low Medium High
Probability of task accomplishment

15. NUANCES OF A COACH
At this level the protégée is most empowered.
The coach here functions as a business coach.
The protégée is empowered enough to make decisions.
Period of time
The coach functions as a performance coach.
The coach empowers the protégée to a certain
extent and focuses on competency coaching.
The protégée is not empowered. The coach
focuses on skill coaching.
Empowerment

16. DIRECTIVE VS NON DIRECTIVE
COACHING
Coaching Directive coaching Non directive coaching
Directive coaching is where Non directive coaching is
the coach offers you solutions, where the coach simply asks
Meaning
tools and techniques for you questions to allow you to
moving forward. find your own solutions.
Style Directing/Telling/Instructing Advising/Reflecting
Coach is presumed to be more Coach facilitates the
The coach
experienced discovery process
Directive coaches give the fish Non directive coaches teach
An analogy
to the protégée the protégée how to fish

17. FEEDBACK PROCESS
Critical feedback
Negate
Who, source, where, when
Again put data
Complete negotiation
Reviews
Anger
Decision to change

18. WHERE THE BEST COACHES
FALTER…
Talking too much
Failing to listen
Not being able to contain emotions
Directing protégées towards goals without emotional
preparation

19. A COACH MUST INSTEAD…
Probe and allow the protégée to talk
Listen with an intent and assume you have a personal
gain in what the protégée is saying
Check your emotions and be in control of them
Prepare the protégée and then put them to the
challenge

20. PYGMALION EFFECT
Manager’s expectations
Reinforce Influence
from subordinates
Subordinate’s Pygmalion Manager’s behaviour
performance results effect towards subordinates
Subordinate’s self-
Effect Impact
esteem and self-concept

21. THANK YOU