Whether you’re a manager developing your employees or working to improve your own skills andcapabilities, effective coaching skills impact business results. According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21% compared to those who never coach. In this webinar we'll discuss: why coaching skills are so important the objective of coaching in ourorganizations emerging principles in employee coaching for managers the objective of coaching in our organizations traditional models and how we can improve them a coaching toolkit for your managers www.bizlibrary.com/webinars

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 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
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

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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. BIZLIBRARY.COM
QUESTIONS
Use the Q&A
box in the lower
right hand
portion of your
screen.

29. BIZLIBRARY.COM
Recommended Resources…
This 6 course series on Emotional
Intelligence includes:

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