1. DEVELOPING THE
COACHING SKILLS
OF YOUR 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. BUSINESS COACHING
EXECUTIVE COACHING
CAREER COACHING
LIFE COACHING
WHAT IS 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. COACH AND COACHEE
KEY FACTORS
PERSONALITIES
LEARNING PREFERENCES
DISTANCE AND TECHNOLOGY
COMFORT
RELATIONSHIP 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
At any given time, a manager will
function someplace on this continuum . . . .
MANAGER OBLIGATIONS

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

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. 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
COMMUNICATION

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. 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

25. 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

26. 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
“

27. 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
“

28. How you can develop a coaching method/model that will
work for your managers and organization.
KEY TAKE-AWAYS
Essential traits, skills and behaviors to focus your
manager and leader development efforts.
Online learning resources from BizLibrary to develop the
coaching skills of your employees.

29. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

30. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

31. DEVELOP THE COACHING
SKILLS OF YOUR MANAGERS

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Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
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Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl
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