Contenu connexe


Coaching & Mentoring

  1. By: Ahmed Hussein Yasser CoaChing & Mentoring
  2. AGENDA Introduction  Coaching  GROW Model  Mentoring  Giving Feedback Time Management Conclusion Agenda
  3. Coaching and Mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. Introduction It is possible to draw distinctions between coaching and mentoring although in practice the two terms are often used interchangeably.
  4. Coaching is …. Helping someone expand and apply skills, knowledge and abilities by: Coaching  Teaching  Motivating  Listening  Encouraging Setting Goals
  5. Establish and take action towards achieving goals. Coaching reduce employees’ fear.  Life satisfaction. Contribute more effectively to the team and the organization. Work more easily and productively with others (boss, direct reports, peers). Communicate more effectively. Benefits Of Coaching :
  6. Have a Plan. Act on what You Know. Lead. HEAD COACH:
  7. Diego Armando Maradona Won the world Cup Trophy as a player in 1986 Argentina Knocked out from World Cup Mondial in 2010 when he was the coach
  8. Claudio Ranieri Lose all tournaments when he coach biggest European teams like Juventus , Atletico Madrid and Inter Milan Won the English Premiere League when he coach very poor team ( Leister City ) in 2016
  9. Even on the most wildly successful projects, there are setbacks. How you react affects how others will react. Respond never react. Showing Confidence:
  10. Coaching is …. Helping someone expand and apply skills, knowledge and abilities by: GROW Model
  11. You need to know what is needed to be changed in order to set it as a goal. 1- Goal Setting:
  12. Case Study The GIT Institute generate high number of prescriptions for PPIs , the pharmacy of this account contain Downoprazole , Treato Ulc and pepzole , the rate of All products is1000 units per month ( Pepzole = 500 units , Dwnoprazole = 300 units and Treato Ulc = 200 units ) . Now APIC need to penetrate this account by Azgovanc , So we need to design SWOT analysis for this case.
  13. SMART Goals are more likely to be achieved. Goal Should Be:  Specific. Measurable.  Actionable. Realistic. Timing.
  14. You Need To. Goal Achieving Check:  Review performance appraisal. Go for mystery shopper. Conduct a 360 degree assessment. Ask for direct feedback.
  15. 2- Reality Check:  Framing the reality of the situation for your employee is an important step to accepting the coaching process. Neglecting to do this could result in an non-responsive employee. They may go along with your coaching , but their attitude is that of just getting the coaching session over with in the least amount of time .
  16. You need to use Fish Bone Diagram ( Ishikawa Diagram). Obstacle:
  17. Case Study In April 2016 when you calculate your sales achievement as a District Manager you found that you have a deficit in your achievement ( - 2000 units Azgovance 20 mg ) and you should close the first semester target ( 100% or above ) by the end of June , Use Fish Bone Diagram to solve this problem .
  18. Obstacle Overcome:  Identify the obstacle : Have a frank discussion with your employee and determine what is blocking their performance. Root out the cause : Many times underlying emotions or problems may be the cause of the obstacles. Antidote given: A remedy to the situation is needed to get past this obstacle, Brainstorm with your employee on ways to remove the obstacles.
  19. When You allow your employee to participate in the development options, You get B.I.G result . 3- Option Development:  Buy-In by your employee because the options developed was a collaborative effort. Innovation, because more creativity is possible when two work at it. Growth, because the options developed will have more meaning and lasting commitment.
  20. The 3T questioning technique helps you document three major milestones. You ask, “ What are you going to do?” . 4- Will ( Create a Plan ):  Tomorrow ? Two weeks from today ? Thirty days from today ?
  21. Mentoring is a unique interpersonal relationship between two individuals, a mentor and a protégé . Mentoring The mentor generally a higher-ranking employee who has advanced organizational experience and knowledge who is commented to providing guidance and support to the protégé’s career development.
  22. Benefits both protégé and mentor. Protégé receive more promotions , higher incomes, higher career satisfaction and higher job satisfaction . Protégé gain more skills in both his life and job . Mentor have been able to increase his interpersonal skills and gain insight into his ideas. Mentor will increase his awareness through diverse experience . Benefits Of Mentoring :
  23. Expertise and experience. Enthusiastic . Desire and energy to help others . Good Interpersonal skills. Honest and supportive in their work. Ability to work well with a diverse group of people . Characteristics of Effective Mentors:
  24. Formal mentoring : The relationship will be officially designed by the institution through a formalized mentoring process . Informal mentoring : The relationship develop spontaneously and without a specific plan . Types of Mentoring Relationship:
  25. Respect the Mentor Time . Be mindful of the mentors’ credibility and reputation. Be realistic. Be willing to accept all feedback from the mentor. Demonstrate your trustworthiness. Seek out multiple mentors. Keys For protégé :
  26. Feedback is the information that enables individual or groups to compare actual performance with a given standard or expectations . Feedback
  27. Benefits those with whom you work. Show how others perceive you. Provides you with information needed to change behaviors and attitudes to be more efficient and effective. Benefits Of Feedback :
  28. Others : By Interacting with others to provide input about how we are doing. The task itself : Scheduled checkpoints help monitor progress toward goals and keep projects on track. Self : Our own perception and thoughts regarding our performance . Sources Of Feedback :
  29. 1. Specific . 2. Non personal . 3. Work related . 4. Documentable . 5. Descriptive . Characteristics of Effective Feedback: 6. Non Perspective . 7. Timely . 8. Frequently . 9. Constrictive . 10. Interactive .
  30. Managers are uncomfortable giving negative feedback and discussing performance weaknesses.  Employee tend to have an inflated view of their own performance .  managers are afraid of the reaction they might get when delivering a negative feedback to some employee. Challenging In Providing Feedback:
  31. Prepare a script . Ask for input.  Offer help, support and suggestion.  Clarify expectations and specify the next step . Tips For Preparing & Leading A feedback Session:
  32. Time Management Management Time Self Imposed Time System Imposed Time Boss Imposed Time
  33. What is the Self Imposed Time: Subordinates Time Discretionary Time Self Imposed Time
  34. Time Management Chart:
  35. Subordinate “ Good morning , By the way we have got a problem …… “.  Manager “ So glad you brought this up , I am in the rush right now , let me think about it … “ Or in another way the manager says : “ Fine send me a memo for that , I will draw up an initial draft and then discussion with you …. “ What Is The Monkey ?!!
  36.  Wait until told .  Ask what to do .  Not Act , but advice at once .  Act on own , routinely report . Getting Rid Of The Monkeys:
  37.  Subordinate empowerment.  Effective delegation.  Drop the “ Feeling of deficiency “. Making Time For Gorillas :
  38. The similarities between coaching and mentoring : Conclusion In brief the similarities are • A structured conversation involving two people . • A conversation that has a defined outcome . • The coach/mentor pilots the conversation . • The mentor/coach has skills of listening, questioning and clarifying .
  39. The deference between coaching and mentoring : Conclusion
  40. Created By : Ahmed Yasser