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nrg_jpm strategic coaching skills.10.21.15final

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nrg_jpm strategic coaching skills.10.21.15final

  1. 1. Strategic Coaching Skills for Exceptional Results Beth Finegan Reynolds, LMSW, CLC
  2. 2. Introduction Who is NRG Power Group & What Do We Do? Sales Training & Executive Development Communication training for sales teams Sales Conference Workshops Learning Model: Training + Coaching = Learning Facilitation Our Assumptions are:  You are the expert of your life & business  You have access to your own best answers  Take what works & leave the rest
  3. 3. Learning Competencies  Recognize, develop and integrate your own coaching style through active role-play for deep listening, “acknowledging” and effective communication to achieve results  Ask powerful questions to expand the capacities of your highest producers  Empower staff to accept greater responsibility and support them to gap their goals  Engage with team members in ways that avert defensiveness and resistance  Hold the vision and focus for your team as they gain greater self-awareness and self-mastery  Master the delicate balance between evaluation and validation  Provide feedback in a way that motivates and inspires
  4. 4. Hold Your Client’s Agenda  Life Balance wheel, put tasks into context  Work wheel  Where are you now on all areas of your role  Where do you want to be?  Pick one area and go narrow & deep  Relate client agenda to accountability
  5. 5. Listening Large Group Exercise Checklist Who listens to you? How good of a listener are you?
  6. 6. 1. “Listening From” who’s perspective 2. “Listening For” 3. Intuitive Listening  Impressive exchanges with others involve all 3 levels of listening. One is not better than another, all three have value. Power and Art come into play when you know when to use each of these.  The ability to listen from a variety of perspectives provides maximum information, insight & connection.  Listening on all 3 levels allows us to tap into the realm of possibility.  Reloading is not listening. Levels of Listening
  7. 7.  Please make eye contact with someone in room and find a partner.  Bring to mind someone whom you admire and respect (personally or professionally). What are their defining qualities or characteristics? What is about them that you find admirable?  What is it about other people that you find so compelling that makes you want to bring them into your inner circle? (The best qualities of your closest friends) 1:1 Listening Exercise
  8. 8. Acknowledgment: What it is, is not and how to give it  Acknowledgment vs. Compliment  Absolutely needs to be authentic and real  Make the acknowledgement about them, not you  Create the space for the acknowledgment to land
  9. 9. Acknowledgement Exercise Look at your work competency wheel and pick one area that you are comfortable discussing with your partner. Share for 4 minutes on where you are right now and where you want to be? What is the highest vision for this area of your business?
  10. 10. What are you leaving on the table?
  11. 11. Asking Powerful Questions • Large Group Exercise: What question do you want to ask? • Replace “telling” someone what to do with a powerful “question.” MUCH more effective! • Good questions activates your client’s resourcefulness. • Behavior and mindset is a choice, model self awareness and restraint. • Check your intentions: are you asking a question to satisfy your own curiosity or to help another clarify their own situation? • Integrate values and past successes into question.
  12. 12.  Jacen calls Beth: Quarterbacking the process  Fire prevention: Don’t avoid stress, prevent it.  What could I do ahead of time that would set us up for success?  I notice that I routinely deliver information that will not be received well, for example_____________, I’m wondering if I or we could create a system/process that would mitigate this uncomfortable situation for all people involved. Perhaps we could…… Setting Up for Success
  13. 13. What is your communication formula that can generate more rapport, likability & results? How can you motivate, inspire or influence others without the direct authority? Let’s look at your most difficult or frustrating client & conversations and apply today’s learning.
  14. 14. Applicability of Learning Security Needs (protection from danger) Social Needs (love, friendship, comradeship) Ego Needs (self respect, personal worth, autonomy) Self Actualization Needs (full potential) Physiological Needs (warmth, shelter, food)
  15. 15. Applicability of Learning What are the most annoying or frustrating conversations/topics that you have at work? Dissect the processes, exercises and best practices that were experienced throughout the day. How we can use new skills and integrate the learning into your business? Summarize & Connect the dots. We can’t see ourselves when we are standing inside the picture. Give context and insight to help shift possibilities. Help your clients shift: Unaware Aware Functional Proficient Expert
  16. 16. Thank you for giving your most valuable resource, your time & attention.

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