Coaching and mentoring October 2015

Coaching and mentoring October 2015
All you wanted to know about coaching and mentoring by Toronto Training and HR October 2015
CONTENTS 3-4 Introduction 5-6 Definitions 7-9 GROW and GAINS 10-11 SMART 12-14 Questions to ask before setting objectives 15-16 Effects on the progress towards objectives 17-18 Tips on selecting a coach 19-20 Attributes of a coach 21-22 Major types of coaching 23-24 Performance coaching 25-26 Coaching and the independent operator 27-29 A coaching climate 30-31 Coaching a toxic boss 32-34 The Head Heart Gut model 35-36 The Five Cs 37-38 Advantages of mentoring 39-40 Items to be included in mentoring contracts 41-42 Skills needed by a mentor 43-44 Common mistakes made during mentoring 45-46 Pressure points that can undo a mentoring program 47-49 Steps in the process 50-51 Conclusion, summary and questions Page 2
Page 3 Introduction
Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 15 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery HR support with an emphasis on reducing costs, saving time plus improving employee engagement and morale Services for job seekers
Page 5 Definitions
Definitions • Coaching • Mentoring Page 6
Page 7 GROW and GAINS
GROW and GAINS 1 of 2 • Goal • Reality • Options • What/when/whom/will Page 8
GROW and GAINS 2 of 2 • Goal • Assessment • Ideas • Next steps • Support Page 9
Page 10 SMART
SMART • Specific • Measurable • Realistic • Achievable • Time-bound Page 11
Page 12 Questions to ask before setting objectives
Questions to ask before setting objectives 1 of 2 • Are the objectives too specific? • Are the objectives too challenging? • Who sets the objectives? • Is the time horizon appropriate? • How might objectives influence risk taking? • How might objectives motivate unethical behaviour? Page 13
Questions to ask before setting objectives 2 of 2 • Can objectives be tailored for individual abilities and circumstances while preserving fairness? • How will objectives influence organizational culture? • Are individuals intrinsically motivated? • What type of objective is most appropriate given the organization’s objectives?
Page 15 Effects on the progress towards objectives
Effects on the progress towards objectives • Motivation • Contextual awareness • Ownership • Clarity • Measurability • Stability • Link to personal values • Previous experience of goal pursuit Page 16
Page 17 Tips on selecting a coach
Tips on selecting a coach • Define desired outcomes • Interview coaches • Decide if assessment is necessary • Be committed Page 18
Page 19 Attributes of a coach
Attributes of a coach • Internal • External Page 20
Page 21 Major types of coaching
Major types of coaching • Performance coaching • Holistic coaching • Content coaching • Manager as coach Page 22
Page 23 Performance coaching
Performance coaching • Acknowledge • Institute • Check Page 24
Page 25 Coaching and the independent operator
Coaching and the independent operator • Foundational skills • Product information • Employee empowerment Page 26
Page 27 A coaching climate
A coaching climate 1 of 2 Key areas of management behaviour • Clarity • Commitment • Standards • Responsibility • Recognition • Teamwork Page 28
A coaching climate 2 of 2 Steps to create the right climate • Climate survey • Action plan • Involvement • Results Page 29
Page 30 Coaching a toxic boss
Coaching a toxic boss • The narcissist • The manic-depressive • The passive-aggressive • The emotionally disconnected Page 31
Page 32 The Head Heart Gut model
The Head Heart Gut model 1 of 2 • Head • Heart • Gut Page 33
The Head Heart Gut model 2 of 2 • Getting started • Staying on track • Moving on Page 34
Page 35 The five Cs
The five Cs • Contract • Context • Culture • Circumstance • Content Page 36
Page 37 Advantages of mentoring
Advantages of mentoring • Mentors • Mentees • Organizations • As a training method Page 38
Page 39 Items to be included in mentoring contracts
Items to be included in mentoring contracts • A promise to meet regularly • A promise to focus during the meeting • A promise to focus on discussing business • A promise to speak honestly • A promise to speak fairly Page 40
Page 41 Skills needed by a mentor
Skills needed by a mentor • Listening skills • Questioning skills • Advising skills • Storytelling skills • Resourcing skills Page 42
Page 43 Common mistakes made during mentoring
Common mistakes made during mentoring • Mentors don’t understand their roles • Retailer mismatch mentors and protégés • The wrong protégés may be selected • Organizations let the programs go unattended Page 44
Page 45 Pressure points that can undo a mentoring program
Pressure points that can undo a mentoring program • Support • Potential • Leadership • Outcomes • Measurement Page 46
Page 47 Steps in the process
Steps in the process- mentoring • Initiate the mentor-mentee relationship • Define the mentor-mentee relationship • Plan the education, training and development of the mentee • Review the planned education, training and development of the mentee • Perform continuous mentoring-related activities Page 48
Steps in the process- coaching • Initiate the coach-learner relationship • Identify the task that the learner must be able to perform • Prepare the learner for the coaching • Conduct the coaching sessions Page 49
Page 50 Conclusion, summary and questions
Page 51 Conclusion, summary and questions Conclusion Summary Videos Questions

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