What are the obligations of managers? It varies from organization to organization based upon a number of factors such as industry, culture, department, skill level of the team, etc. Regardless of the organization, at the very heart of this question lies a dilemma. In this webinar we'll discuss: • Why coaching skills are important • Traditional coaching models and how we can improve them • Emerging principles and competencies for managers and leaders • The difference between coaching and mentoring www.bizlibrary.com

1. COACHING SKILLS
FOR MANAGERS AND LEADERS

2. ? HOW WOULD YOU
DESCRIBE YOUR
MANAGER TRAINING
AND DEVELOPMENT?

3. ? WHAT IS YOUR
MANAGERS BIGGEST
CHALLENGE WHEN
COACHING EMPLOYEES?

4. WHAT WE HOPE YOU’LL
TAKE-AWAY
How coaching can improve the performance of your
employees and organization.
How to develop your managers coaching skills based on
leadership styles.
How to develop a coaching method/model that will work
for your managers and organization.

5. GREAT SPORTS COACHES

6. WHY COACHING SKILLS ARE IMPORTANT
FOR YOUR MANAGERS?
Organizations with senior leaders
who coach effectively and frequently
IMPROVE BUSINESS RESULTS BY
SOURCE: BERSIN BY DELOITTE
21%
According to CEO’s the top missing skills of
mid-level managers are COACHING SKILLS.
BERSIN BY DELOITTE

7. Coaching is a process that enables
learning and development to occur
and thus performance to improve.
To be successful a Coach requires a
knowledge and understanding of
process as well as the variety of
styles, skills and techniques that are
appropriate to the context in which
the coaching takes place.
Eric Parsloe,
The Manager as Coach and Mentor

8. WHAT IS COACHING?
Business Coaching
Executive Coaching
Career Coaching
Life Coaching

9. COACHING AND LEADERSHIPENCOURAGEMENT
EMPOWERMENT
DIRECTION
AND ORDERS
FEEDBACK
AND PRAISE
ROOKIE:
HiTell, LoPraise
CONTRIBUTOR:
HiTell, HiPraise
KEY PLAYER:
LoTell, HiPraise
CAPTAIN:
LoTell, LoPraise
SOURCE: Coaching
Skills: Leadership Styles
(Part 2 of 5), ej4

10. COACHING AND LEADERSHIPENCOURAGEMENT
EMPOWERMENT
ROOKIE:
HiTell, LoPraise
CONTRIBUTOR:
HiTell, HiPraise
KEY PLAYER:
LoTell, HiPraise
CAPTAIN:
LoTell, LoPraise
SOURCE: Coaching
Skills: Leadership Styles
(Part 2 of 5), ej4

11. FACTORSCOACH COACHEE
Personalities Learning Preferences Distance and technology
Objectives Relative experience

12. Goals
Reality
Options
Will
Current Reality
Ideal
Gaps
Action
Review
Contracting
Listening
Exploring
Action
Review
Outcome
Situation
Choices/Consequences
Actions
Review
Spot The Opportunity
Tailor The Intervention
Explain The Task
Encourage
Review
Clarify The Issue
Open Up Resources
Agree The Preferred Future
Create The Journey
Head For Success
COACHING MODELS

13. COACHING MODELS
Help the coach assess current
performance
Help develop a plan to close gaps
or improve performance
Identify gaps or areas for
performance improvement
How to deliver and act on the plan

14. Coaching is building
one-on-one relationships
and managing a process
that result in specific
improved performance in
targeted areas.

15. SUCCESSFUL
COACH
RELATIONSHIPS
PROCESS
IMPROVED
PERFORMANCE

16. Today’s coaches must be multi-functional,
and be equally competent as a manager,
tactician, trainer, psychologist,
physiologist, and sometimes even a
counselor. You simply cannot coach the
same way as you did ten, fifteen, or
twenty years ago for a number of
reasons.
Gary Curnee,
Professional Coach and Blogger

17. A
SUPERVISION
AND
COMPLIANCE
ACHIEVEMENT
OF
GOALS
MANAGER OBLIGATIONS
At any given time, a manager will
function someplace on this continuum . . . .

18. A COACHING PROCESS
1. Positive approach
2. Future orientation
3. Two-way communication
4. Coach listens more than talks, employee
must be committed to frank discussion about
needs
5. Coach heavily invested in success of
employee
6. Commitment to continuous learning by BOTH
parties
7. Desire for improvement
COACHEE

19. ESSENTIAL TRAITS, BEHAVIORS
AND SKILLS FOR COACHES
TRAITS
• Positive
• Future-oriented
• Curious
BEHAVIORS
• Continuous Learner
• Outward Focus
• Active, Engaged Listener
SKILLS
• Collaboration
• Learning Facilitator
• Educator/Teacher

20. COACHES TOOLKIT
COMMUNICATION
PERFORMANCE
MANAGEMENT
BUSINESS ACUMEN
EMOTIONAL
INTELLIGENCE

21. COMMUNICATION
1. Identify obstacles to
employee success
2. Find solutions or ways to
overcome obstacles
3. Establish agreed upon
definitions of success and
plan of action
4. Gain commitment and
engagement
KEY SKILLS
• Active listening
• Learning to frame
and ask effective
questions
• Courageous
conversations

22. QUESTIONS A MANAGER
SHOULD ASK3Does the employee have the
capacity to perform?
Is the employee curious?
Does the employee have a
positive attitude?

23. PERFORMANCE MANAGEMENT
1. Identify strengths and
weaknesses
2. Outline goals and
objectives
3. Understand how to
prioritize and capitalize on
strengths
4. Improve performance in
targeted areas
KEY SKILLS
• Understand
employee
engagement and
motivation
• Goal setting
• Delegation

24. With each generation entering the workplace, a
greater emphasis is placed on continual
development as these new employees know that
they are unlikely to stay more than a few years;
…it’s about what they can develop and acquire to
take to the next stop in the career journey.
We know that effective leaders are one of the most
important influences on levels of engagement.
Rebecca Ray, Employee Engagement in a VUCA World

25. BUSINESS ACUMEN
1. Professional level
understanding
2. Influencers and key
stakeholders
3. The decision-making
process
KEY SKILLS
• Business
operations and
functions
• Making decisions
• Industry
knowledge

26. EMOTIONAL INTELLIGENCE
KEY SKILLS
• Self awareness,
motivation and
regulation
• Build effective
relationships
1. Guide employees through
workplace conflicts and
difficult situations
2. Adaptability in a fast-
changing work world
3. Positive response to
diversity in thought and
culture

27. COACHING VS MENTORING
To be successful, a coach requires a
knowledge and understanding of process as
well as the variety of styles, SKILLS AND
TECHNIQUES that are appropriate to the
context in which the coaching takes place.
Eric Parsloe,
The Manager as Coach
and Mentor

28. COACHING VS MENTORING
Mentoring is off-line help by one person to
another in making significant transitions in
KNOWLEDGE, WORK OR THINKING.
Clutterbuck, D & Megginson, D, Mentoring Executives
and Directors

29. KEY TAKE-AWAYS
How you can develop the coaching skills of your
managers to improve the performance of your
employees and organization.
How you can develop a coaching method/model that will
work for your managers and organization.
Online learning resources from BizLibrary to develop the
coaching skills of your employees.

30. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

31. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

32. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

33. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

34. THOUSANDS OF COURSES .
25 TOPIC AREAS . UNLIMITED ACCESS

35. Amanda Holloran
Marketing Specialist
aholloran@bizlibrary.com
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
#BIZWEBINAR