1. COACHING SKILLS
FOR MANAGERS AND LEADERS

2. ?
HOW WOULD YOU DESCRIBE YOUR MANAGER TRAINING AND DEVELOPMENT?
a.Ad-hoc at best
b.Reactionary
c.Foundational, but nothing on-going
d.Plans are outlined, but not necessarily aligned to biz goals
e.Strategic and continuous

3. ?
WHAT IS YOUR MANAGERS BIGGEST CHALLENGE WHEN COACHING EMPLOYEES?
a.Building the relationship
b.Identifying performance gaps
c.Asking questions and problem solving
d.Supporting and encouraging
e.Driving results

4. WHAT WE HOPE YOU’LL LEARN:
How to adapt coaching and
leadership styles
What is coaching – three key elements.
Coaching models – why they’re helpful why they’re not.
Why coaching is important for our employees and organization.

5. GREAT SPORTS COACHES

6. WHY COACHING SKILLS ARE IMPORTANT?
Organizations with senior leaders who coach effectively and frequently IMPROVE BUSINESS RESULTS BY SOURCE: BERSIN BY DELOITTE
21%
MAJOR MANAGERIAL SKILLS GAPS
SOURCE: Bersin by Deloitte , Current Capabilities by Role, December 2011
4.Managing Change
5.Communications
6.Business Acumen
1.COACHING
2.Performance Appraisal
3.Developing Others

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 LEADERSHIP
ENCOURAGEMENT
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 LEADERSHIP
ENCOURAGEMENT
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. FACTORS
COACH
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. COACHES TOOLKIT
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 ASK
3
Does the employee have the capacity to perform?
Is the employee curious?
Does the employee have a positive attitude?

23. COACHES TOOLKIT
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. COACHES TOOLKIT
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. COACHES TOOLKIT
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- changed 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
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. KEY TAKE-AWAYS
Coaching is a skill that should be developed and adapted based on the employees
being coached.
Great coaches have key traits, skills and behaviors. We can improve the coaching skills of our managers through training and development.
Coaching is a relationship based on communication and a commitment to improvement

29. RECOMMENDED RESOURCES

30. WWW.BIZLIBRARY.COM/FREE-TRIAL
7,000+ COURSES . 25 TOPIC AREAS . UNLIMITED ACCESS

31. THURS. 10.23 THE 3 B’S OF A CONTENT DEVELOPMENT STRATEGY
www.bizlibrary.com/webinars
THURS: 10.30
HOW TO CREATE A COMPETENCY- BASED TRAINING PROGRAM

32. BIZLIBRARY.COM
Jessica Petry
Sr. Marketing Specialist
jpetry@bizlibrary.com
@JessLPetry
@BizLibrary
Chris Osborn
Vice President of Marketing
cosborn@bizlibrary.com
@chrisosbornstl