Real Estate

1. Coaching and
Developing Others
Coaching and
Developing Agents & Staff
Will Armstrong | will.armstrong@lnf.com
Director of Training
Leadership and Business Planning

2. How to Coach? - Behaviors
What good coaches do:
 Help people understand themselves more
fully so they leverage their strengths
 Advance the clear formation of goals
 Facilitate self-assessment – what worked
well? What did not?
 Listen carefully and show a keen interest
in what the coachee shares
 Ask thought provoking questions
 Help the coachee consider ideas, actions
and strengths not considered before
 Act as a safe sounding board
 Provide praise and encouragement
 Tap untested potential
Traps coaches need to avoid:
 Acting like experts and giving the answers
 Lecturing, telling and pontificating
 Analyzing the reasons for the problems
 Gathering facts and information that only
satisfies the coach’s curiosity
 Giving advice
 Imposing own opinions and solutions

3. Asking Questions
• Facilitating
• Stimulating Thinking
Active Listening
• Focusing
• Connecting
Motivating Action
• Challenging  Confirming
• Encouraging
3 Fundamental Skills for Coaching

4. Skill # 1: Asking Thought-provoking Questions
What?
Ask Questions about the situation and context
How?
Ask Questions about approach, attitudes, process, systems/ supports needed
What if?
Ask Questions about implications of action or non-action, lead listener in
considering new perspectives/ alternative possibilities
What's next?
Ask Questions about what is required to take action and make progress

5. Skills # 2 & # 3: Active Listening & Motivating Action
1. Pay Attention - Give the speaker your undivided attention. Recognize that non-verbal
communication also "speaks" loudly.
TIP: Don't mentally prepare a rebuttal!
2. Show That You're Listening - Use your own body language & gestures to convey attention.
TIP: Note your posture and make sure it is open and inviting.
3. Provide Feedback - Our personal filters, assumptions, judgments, and beliefs can distort
what we hear. As a listener, your role is to understand what is being said.
TIP: Reflect what has been said by paraphrasing. "What I'm hearing is…" & "Sounds like
you are saying…" – Both are great ways to reflect back the speaker’s main points.
BONUS TIP: If you find yourself responding emotionally to what someone says, you
might say: "I may not be understanding you correctly, and I find myself taking what you
said personally. What I thought you just said is ____; is that what you mean?"
4. Defer Judgment - Interrupting is a waste of time. It frustrates the speaker and limits full
understanding of the message. You are gaining information and perspective. You add nothing
by attacking the speaker or otherwise putting him or her down.
TIP: Treat the other person in a way that you think they want to be treated.
Content modified with permission from MindTools.com – find other great leadership resources on their website!

6. 6icfi.com |
Without trust, there is no coaching.

7. 7icfi.com |
What does it take to forge a trusting coaching partnership?
What does it take to build trust? What causes the loss of trust?
Truth Tests:
1. Do people know what to expect from you?
2. Do people believe that you do what you say?
3. Do people believe that you pay attention to their interest

8. 8icfi.com |
Tips for Building Trusting Coaching Partnerships
 Suspend your agenda – tune into what is important to the other person
 Stop and listen when people’s emotions enter the conversation
 Spend 3 minutes to learn about their interest and feelings about work
 Convey empathy for the challenges people are facing
 Ask people how well you have grasped their views and feelings
 Do what you say you are going to do – follow through
Adapted from PDI; Leader as Coach

9. Coaching and Developing Others:
Applying the G.R.O.W. Model

10. G Set a GOAL for the conversation …move to Commitment!
R Identify what the coachee's REALITY looks like,
how realistic the goal is and the roadblocks to achieving it
O Explore the OPTIONS to achieve the goal
W Determine the person’s WILLINGNESS to pursue the
identified options and wrap-up by defining next steps
Coaching Model: G.R.O.W.

11. G Set a Goal
• Agree on topics for discussion
• Agree on specific objectives for the
session
• Set a long-term aim if this is appropriate
• What is important to discuss from your
point of view?
• What would you like to achieve in this
session?
• How can we make the most of the time
we have?
• How would you propose we begin?
Coaching Model: GROW

12. R Identify what the coachee’s Reality looks like, how realistic the goal is
and the roadblocks to achieving it
• Invite self assessment
• Offer specific feedback
• Avoid or check assumptions
• Discard irrelevant history and focus on
present and future
• Define the confidence to act in the face
of challenge
• What factors are working for/working
against you at this time?
• How do you know that this is an accurate
assessment? (Confidence)
• What effects do these factors have?
• What other factors are relevant?
• What is your perception of the situation?
• What will it take to be successful?
Coaching Model: GROW

13. O Explore the Options to achieve the goal
• Cover the full range of options
• Invite suggestions form the coachee
• Offer suggestions carefully
• Challenge/enlarge the space for
solutions
• Ensure choices are made
•What steps have you taken? What have
you tried so far?
•What ideas do you have? What
alternatives can you think of?
•Who might be able to help?
•What are the benefits and pitfalls of
the options you have generated?
•Which idea/option would you like to
act upon?
Coaching Model: GROW

14. W Determine the person’s Willingness to pursue the identified
options and wrap-up by defining next steps (The Way)
• Get a commitment to act
• Identify possible obstacles
• Plan detailed actions on a timeframe
• Agree on what support will be given
• What are your next steps?
• When will you do what?
• What might get in the way?
• What would help you stay committed?
• How can I best support you? What
support do you need from others?
• How and when can you get that support?
• Closing thoughts?
Coaching Model: GROW

15. The Coaching Process
Build
Trust
G.R.O.W
the
coachee
Follow-up
• Demonstrate interest
and caring
• Disclose your
motivations – be clear
about why you want
to coach
• Use the G.R.O.W
model to guide your
coaching
• Ask open, probing
questions:
• What?
• How?
• Ensure determined
actions will achieve
desired goals
• What is next?
• Revisit goals
• Check in on coachee‘s
progress
• Help coachee make
any necessary
adjustments (offer
your ongoing support)
• Ask for feedback
about your approach
and degree of
helpfulness

16. Structuring the Coaching Conversation
Review: The GROW Model
Goal
AIM
Set long term aim if
appropriate
OBJECTIVE
Agree on specific
objective of session
TOPIC
Agree on topic of
discussion and
expected outcomes
Reality
ASSESSMENTS
Invite self assessment
EXAMPLES
Offer specific
examples of feedback
PROVIDE FEEDBACK
Offer observations,
Implications and make
suggestion/request
Options
RANGE
Cover the full range of
options
SUGGESTIONS
Invite suggestions
from the player. Offer
suggestions carefully
CHOICES
Ensure choices are
made
Wrap-up
ACTION
Commit to action
OBSTACLES
Identify possible
obstacles and how to
overcome them.
Agree support
MILESTONES
Make steps specific
and define timing

17. for participating!