"Power of coaching for people and organization development"

1. Turn to with
Program
www.humanikaconsulting.com

2. OR
AN EMPLOYEE WITH THE
“RIGHT”
COMPETENCE, CAPABILITY
ATTITUDE ?
“RIGHT” FOR TODAY OR
TOMORROW ?
OR
TODAY AND TOMORROW ?

4. is ... everything you do to
Release
aspirations
Produce
Build Capacity extraordinary
results
Amid change, complexity, competition
Robert Hargrove. Masterful Coaching Field book ©2000

5. B Having a
A Desire for a positive
positive impact
outcome with an individual

6. Coaching is about expanding
people’s capacity to create the
desired future. It is NOT TELLING
PEOPLE WHAT TO DO, but ASKING
THEM to examine the thinking
behind what they’re doing so it is
consistent with their goals.
Coaching is about giving people
the gift of your presence, asking
questions, listening.
Robert Hargrove. Masterful Coaching Field book ©2000 p52

7. • A way to facilitate learning
• A mutual endeavor; not done to someone
• Helps coachees gain clarity about themselves
and the challenges they face
• Assists coachees to expand options and make
choices among them
• Supports coachees to develop themselves and
reach their goals

8. Status
CE Strategy
Business Objectives
Impact
Ready, Willing and Able
System A
Coaching S
Cx
S
Cx Status
E
Cx Strategy
S
Business Objectives
Cx S
Impact
M
Cx Priorities and Practices
E
Cx CxO N
Coaching T
Assessment
Ready, Willing and Able

9. • Self-Management
• Alignment
• Engagement
• System Evolution

10. TYPES OF CAUSES: Absence of or insufficient
C Skill/Knowledge Motivation Incentives or improper Environmental
L incentives support
A
S
S Training Additional or Process, output or outcome Simplify work
E fewer feedback or evaluation
S
responsibilities
O
F Job aids Role or goal Reward Change process
S clarification
O
L Modeling Motivational Praise Improve
U
T feedback tools/equipment
I
O Documentation Values clarification Punishment Change policy
N
S
Coaching Coaching Contingency management Change work
conditions
Mentoring Task variation Removal of reinforcement Replace performer
Source: Adapted from Lazar (1991)

11. • Individual performer
• Department/Unit/Program
• Organization-wide
Source: Adapted from Bergquist (2004)

12. If Role is Then Coaching can be used to
Supervisor • Increase self-awareness, self-management &
others-related awareness S/K
• Develop interpersonal & communications S/K
• Sustain learning of technical and functional S/K.
Managers Above plus
• Development of effective management practices.
Directors; Above plus
Project Mgrs. • Effective project management practices.
C-level; Vice Above plus
Presidents; • Increase ability to manage and lead change
General • Shift old habits—then develop new habits & S/K
Managers • Provide reflection and thought partnership.
Source: Lazar (2006c)

13. Include & move beyond one on one coaching:
– Group coaching
– Team coaching
– Peer coaching
– Shadow coaching
– Cross-supervisory coaching
– Coaching culture

14. Coaching to support:
– Training & education
– Onboarding & orientation
– Expatriation & repatriation
– Promotional transitions
– Job changes
– Leadership changes
– Health and work-life
balance concerns

15. Active Building
Promoting Creating the
Providing questioning Trust
positive right
feedback and and
outcomes environment
listening rapport

16. Ownership
Increased Clarity and Increased
and positive
motivation direction Productivity
Responsibility outcomes

17. COACHING LEADERS
COACH WHOM FOR WHAT ?
HOW TO COACH
WHAT DOES IT TAKE TO BE A COACH
THE COACHING PROCESS

18. “Your work is some of the
best I've seen on the
contexts of leadership, and
you've made a real
contribution to our
collective thinking about
the subject.”
-co-author of The Leadership
Challenge and Encouraging the
Heart and chairman emeritus of
tompeters!company

19. • Time
• Energy
• Knowledge and Skills
• Influence on Information Flow
• Access to Influence on Decision-Making
• Credibility

24. DRIVER FEATURE
MANAGEMENT LEADERSHIP EFFECTIVENESS
QUALITY POWER CHART THE UNKNOWN
POLICY
DIRECTING
SHOW THE WAY
MANAGING
DETAILED PROCESS MANAGEMENT
SUPERVISING
PROCESS
PEOPLE
MANAGING DETAIL
PROCESS DOING
QUALITY MANAGING SELF EFFICIENCY
INDIVIDUAL EXCELLENCE IS RELEVANT TO ALL LEVELS

25. BUSINESS
ENVIRONMENT
ORGANIZATIONAL
ORGANIZATIONAL
STRATEGY
ENTERPRISE
CULTURE
PERFORMANCE
BUILDING
EFFECTIVE LEADERS

26. • DIRECTORS AND BOARD MEMBERS
– Sounding board
– Master coach
• SENIOR MANAGEMENT
– Developmental coaching
• HIGH POTENTIAL EXECUTIVES
– Performance coaching
26

27. Leaders Benefit From Coaching …….. ?
A Leader Is One Who:
• Has Followers……………
• Can Ask The Right
Questions……
• Can Help People Adapt &
Change

28. Understanding...
Own Strategic
WHAT YOU NEED TO MAKE
STRATEGIC CHOICES?
Customer Business Context
Execution...
Customer Visible Leadership/ Cross- Managing &
HOW YOU DELIVER Results
RESULTS? Communication Functional Developing
Orientation Focus Effectiveness Talent
ATTRIBUTES/ VALUES
UNDERPINNING THE
BEHAVIOURS INTEGRITY SENSE OF EXECUTIVE SELF
& TRUST URGENCY PRESENCE AWARENESS

29. FOCUS OF COACHING

30. – ASSESSMENT-HELP CANDIDATES
UNDERSTAND THEMSELVES, THEIR
MOTIVATIONS, & RELATIONSHIPS
• INVENTORY of Strengths
• INTERVIEW OR DIALOGUE
• SYNTHESIS - through evaluation tools 360/450
– CHALLENGE-DEVELOP INSIGHTS
• CURRENT MINDSETS & LIMITATIONS
• TO SURFACE DRIVERS & ENABLERS TO
DEVELOP NEW PARADIGMS
– SUPPORT- CONFIDENCE IN THOUGHT
PROCESSES
• TO LEARN TO BELIEVE IN THEMSELVES
• TO REDUCE THE PAIN & TIME OF LEARNING
• THOUGH POSITIVE REINFORCEMENT

31. BEYOND A POINT PERFORMANCE HAS TO BE
LEARNED, IT CANNOT BE TAUGHT

32. • MENTORING:
– Is the use of a senior executive or director
– To oversee career progression of a junior
person
– Over a long period of time
• COACHING:
– Is working with a senior executive or
external business coach
– To achieve specific business solutions
– In a focused, short term effort.

33. MENTORING:
– PROS:
• Gives the junior person a sheet
anchor
• The regular ( but not frequent)
meetings allows a better perspective
• Of career paths within the
organisation
• Organisation learning is high
– CONS:
• Can become a political tool
• Can degenerate if mentor uses
mentee as a political “pawn” in power
plays.

34. COACHING:
– PROS:
• Helps develop solutions quickly and
effectively
• Provides an unbiased view of both the
problem and the solution.
• Brings multiple perspectives in
generating an effective solution.
• Prevents derailment –replacement cost
high
• Career development
– CONS:
• Relationship can become parasitic- over
dependence.
• Organisation learning is poor

35. A FACILITATOR OF
“EXPERIENTIAL” LEARNING
IT IS ABOUT SHARING NOT INSTRUCTING

36. • COACH- DRIVE
EXPERIENTIAL LEARNING
FOR RESULTS AS
APPROPRIATE
• COACHEE- ABILITY &
WILLINGNESS TO LEARN &
CHANGE
• PERSONAL CHEMISTRY-
Chemistry between coach
and coachee is very
Important

37. • COACH • COACHEE
• ASSESSMENT • ASSESSMENT
– FEEDBACK SUPPLIER – PROACTIVE WHEN ASSUMPTIONS ARE
– FACILITATOR FOR REFLECTION & CHALLENGED
THINKING – CRITICALLY EVALUATE & ACCEPT
– EXPERT/MENTOR FEEDBACK
– PROVIDE A PERSPECTIVE – IDENTIFY DEVELOPMENT NEEDS
• CHALLENGE
• CHALLENGE – INTERACTIVELY DEVELOP ACTION
– DIALOGUE PARTNER PLANS
– ACCOUNTANT – DETERMINE LEARNING NEEDS & TIME
FRAME
• SUPPORT
• SUPPORT – OWNS THE SITUATION AND FINDS OWN
– POSITIVE REINFORCER SOLUTIONS
– ROLE MODEL
– COUNSELOR
– SOUNDING BOARD

38. SOFT HARD
• THROUGH EXPERIENTIAL LEARNING • PERSONAL SCORECARDS
• FREE FORM • STRUCTURED LEARNING
• DEVELOP INSIGHTS THROUGH • DEVELOP A GOAL ORIENTED &
QUESTIONING RESULT DRIVEN SOLUTION
DEVELOPMENTAL SKILLS
SOUNDING BOARD PERFORMANCE

39. FEED FORWARD- THE LEADERSHIP LEARNING ARCHITECTURE FOR
MANAGING THE ENTERPRISE
ORGANIZATION
COMMON LEADERSHIP KNOWLEDGE
FEEDBACK – RICH ENVIRONMENT
HIGH PERFORMANCE TEAMS
INDIVIDUAL
HIGH PERFORMANCE TEAMS
HIGH PERFORMANCE TEAMS
ORGANIZATION
ORGANIZATION
VISION
INDIVIDUAL
INDIVIDUAL
CORE VALUES
BASE
AND
STRATEGIC
OBJECTIVES
INDIVIDUAL
HIGH PERFORMANCE TEAMS
ORGANIZATION
PJ NEARY
COMMON LEADERSHIP LANGUAGE AND
© Ram RAMAKRISHNAN 39
EXPERIENCE BASES

40. THE RATE OF INTERNAL
LEARNING HAS TO BE
FASTER THAN THE RATE
OF EXTERNAL CHANGE

42. Four Levels of Knowledge and Achievement
Management

43. COACHING IS NOT A CRUTCH!

44. ASPIRATIONS
CONTRIBUTION DEVELOPMENT
PERSONAL DEVELOPMENT PLANNING
COACHING AND DEVELOPMENT

45. ECONOMIC SOCIAL ENVIRONMENTAL
PERFORMANCE PERFORMANCE PERFORMANCE
SUSTAINED, PLANNED RENEWAL
VALUE QUALITY OF LIFE ECO EFFICIENCY
LEARNING ORGANISATION
STRATEGY FOCUSED, ADAPTIVE, EFFECTIVE
CLASS ROOM EXPERIENTIAL
MDP CONTINUOUS MENTORING COACHING
IMPROVEMENT INTERNAL EXTERNAL
EXPERTS EXPERTISE

47. • SKILL CENTERED
• PERFORMANCE DRIVEN
• DEVELOPMENTAL
• SOUNDING BOARD

48. SKILL CENTRED
IMPROVE SKILLS- BE AN EXPERT TO HELP EXECUTIVE
LEARN HOW TO MANAGE “TASKS”- INVOLVES
REFINING SKILLS, BEHAVIOUR, ATTITUDE
IT IS A TRAINING-MENTORING INTERFACE
• Deliverables Clear Cut As It
• Relates To Current Job
• Short Term
• Easy To Agree On What’s Needed
• Usually “On The Job” Or For A Specific
• New Assignment

49. LEARN NEW OR ADAPT EXISTING BEHAVIOURS, ATITUDES AND SKILLS TO IMPROVE
PRODUCTIVITY ON THE JOB
IT REPRESENTS THE MENTORING TO COACHING TRANSITION
•Often The Need Is Not Recognized Early Enough
•Develop Management/Directing Skills
•Deliverables Less Clear Cut
•Medium Term Duration
•Perceived As A Threat As It Addresses Blind Spots

50. •Usually forms part of a well planned succession management program
•Usually requires “unlearning” behaviours that was relevant earlier
•Assimilate new attitudes in “anticipation” of shift to directing hence can be
perceived as being vague, analytical, personal and even threatening!

51. •it involves developing a whole new set of “aptitudes”
•almost always requires a change in mind set
•truly free form learning
•coach usually ends up as an “alter ego”
•retainer works best long term 51

54. • COME WITH ‘HOT SEAT’
EXPERIENCE
– HAVE WORKED FOR 10+
YEARS AS PROFESSIONALS
• HAVE LEARNT A STRUCTURED
PROCESS TO
– UNDERSTAND THE
‘CORPORATE’ NEEDS
– EVALUATE A ‘COACHEES’
NEEDS
– USE A ‘COHERENT’ PROCESS
TO DEVELOP THE INDIVIDUAL
• HAVE A PASSION FOR WORKING
WITH AND THROUGH PEOPLE
– HAVE ACQUIRED THE
ADDITIONAL ‘SKILLS’ NEEDED
TO COACH

55. A Coaching conversation model that
helps to structure the conversation
and get maximum participation from
your staff.
This model is called

56. G.R.O.W.
Coaching Conversation Model
• Goal (1) set a goal and time limit for the
session (2) state the goal for the issue
WRAP after defining the Reality
GOAL
UP
• Reality define current reality & desired
reality & agree on any gap(s); explore
reasons
• Options explore alternative strategies/
courses of action for eliminating the
OPTION REALITY gaps
• Wrap up agree on WHAT is to be done,
WHEN & by WHOM – set a date for
review

57. “You cannot lead, coach or teach anyone without his or her permission-even someone who reports to
you. Sure, you can use all the authoritarian, heavy-handed tactics you want to make people
accountable for showing up and doing certain tasks. However, it won’t make people feel responsible
for the larger mission or be open to your teachable point of view. The idea is to inspire individuals
and groups to produce extraordinary and tangible results, not to extract the results out of them. The
ability to accomplish your goals depends ultimately on investing in your relationships until you have
built a powerful partnership that can move mountains. This means realizing your goals by helping
others realize theirs. It means building your success by building the success of others. It means
engaging in coaching conversations in which you support one another’s growth and development,
regardless of who reports to whom.
Hargrove, Robert. Masterful Coaching Field book. p 164