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Coaching for Success

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Manager’s Toolkit
Food
Manufacturing
Hospitality
HealthCare
Energy
Research
Retail
Chemical
Pharmaceutical
etc…
Productivity
Efficiency
Prof...
PROGRESS
Forbes

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Coaching for Success

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This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.

This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.

This program teaches managers how to convert their conversation into coaching conversation. Imbed it in their day to day conversation with teams to ensure high performance, ownership and engagement amongst the team.

This program focuses on What, Why and How of Coaching. Easy to learn, understand and apply.

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  1. 1. Manager’s Toolkit
  2. 2. Food Manufacturing Hospitality HealthCare Energy Research Retail Chemical Pharmaceutical etc… Productivity Efficiency Profits Lead Industries CommonGoals People aka. Employees CommonMeans Notes: In every industry we look at; there are things which are obvious and common i.e. Goals and to achieve those goals, they do have a common resource also - PEOPLE. This means that we need to use a tool or a technique which this critical resource productive.
  3. 3. PROGRESS Forbes
  4. 4. Engagement Relationship FeedbackTrust Ownership Notes: From a manager’s point of view, its important to understand “Whats in it for the manager?”. We often try to sell ideas to managers which might be good for others or the organisation but fail to share “WITFT”. These are all the reasons why it is important for them. • Increases Employee Engagement which results in productivity • Develops good relationship with team members • Provides more opportunity to give and receive feedback • Develops trust amongst the team members • Team starts taking their job more seriously and takes full ownership
  5. 5. 3Notes: Why Coaching?, Is their any other technique that one can use? First of all, it seems to be a very formal process “Coaching” but once you start using it frequently, it is not formal at all, it actually becomes part of how you talk to your employees. Well, along with many other reasons, 3 are prominent and makes a lot of sense.
  6. 6. Notes: First reason is the 70- 20-10 rule. Research across the globe is showing that 70% learning comes from experience – more importantly “Meaningful Experience”. This means that if as managers don’t ensure that our employees find meaning and enjoy their work, there is a high probability that they won’t learn and progress.
  7. 7. Generation Y is taking over the workplace already!  Born between 1980s and 1990s  Raised with positivity and constant feedback  They crave coaching and guidance  For them to be committed to any organisation – they want to be led, not managed Notes: Research shows that 70% of millennials prefer meaningful work over pay. They are ones who have grown with constant feedback and positivity. They need the same at work to be motivated and productive.
  8. 8. Notes: Third reason is rather simple but equally critical. Not every employee has the same potential or stand at same performance level. Through coaching, you can focus on each employees potential and it allows you channel their energy in the right direction.
  9. 9. Notes: Its important to constantly talk to your employees. Listen to what they have to say. A study by a leading consultant shows that a successful manager invest at least 40% of their time on people. But it is also important to understand that difference between just Telling, Coaching and Mentoring!
  10. 10. Notes: Managers get confused between these terms all the time. Just show the heading and ask them to explain what they are.. This lside helps clarify each term and why they are used.
  11. 11. Notes: Show participants this video where a coachee comes to its coach with a problem and how they work it out.
  12. 12.  Who was the coach?  Who did most of the talking?  Who does all the work?  Who provided a safety net?  Who was providing the tools?  Who was doing all the listening?  Who was asking more questions? Notes: Once, you have shown the video on previous slide, ask your participants above questions one-by-one. Intent of this video is to break the myth that coaching is difficult. It definitely requires commitment and effort but it is not difficult or time consuming. In long term, it actually saves enormous amount of time and effort from the manager. Coach doesn’t have to do all the work! They need to work with their coachee that they get them to do come up with a goal, understand situation, identify opportunities and work it out.
  13. 13. 4 Notes: Different trainers/facilitator approach this step differently. Some would like to start by telling them that there is a Model GROW and then break it down however, what I have observe over time is that it is important to make the participants come up with the critical steps to coaching and then unveiling the concept of GROW which then they tend to buy more easily.
  14. 14.  Something you want to compliment the team member on so he’ll continue doing it.  Something you want your team member to do or learn.  Something you want your team member to improve or change.  A goal you have for your site and you need your team member to help make it a reality.  Soliciting team member’s ideas. “John, I need to talk with you about keeping receipt paper in the pumps at all times. The reason we do this is to meet the customer’s need for a receipt for business expenses or their personal records. When they can’t get a receipt at the pump, they have to come inside and possibly wait in line. The impact this has is that it can create an upset customer.” Notes: Start by talking to them why are you coaching someone. There must be a goal in your mind or in the coachee’s mind. Identify that, that should be the first step of every conversation… Isn’t it?
  15. 15. It is equally important to assess current situation or reality. It is your challenge to come as close as possible to reality Non-Example Example “How many times do I have to tell you not to let the receipt paper run out?” “What got in the way of you not keeping receipt paper in the pumps?” “If you can’t keep the shelves stocked, how can I trust you with more responsibility?” “What do you understand about how important it is to keep the shelves stocked?” “Why did you do this?” “What can you tell me about this error?” “Did I tell you not to do it this way?” “What do you need to know to do this differently?” “Why did you keep talking to John when a customer was standing right in front of you?” “What effect do you think not paying attention to the customer has on our site?” Notes: Once you have identified what you need to work on; it is now very important to gauge the capacity of the individual by looking the ‘gap’ between desired goal and current stage. That is what we can call Reality. That gap will allow you to identify tools, strategies and actions that you need to take in-order to close that gap.
  16. 16.  Always let your team member come up with suggestions first, before you give yours.  Even if you have a plan, the team member’s suggestions may become part of your plan.  Be patient as your team member thinks of ideas.  Don’t rush him/her by giving your thoughts before he/she has time to respond. ““What needs to happen in order for you to keep the receipt paper stocked?” “How have you seen others handle upset customers?” “What thoughts do you have for your improvement in this area?” “What resources do you need to do your job more effectively?” Notes: This step is where you identify the actions that one can take to overcome the gap and achieve the desired goal. IT IS VERY IMPORTANT THAT THE OPPORTUNITIES OR SUGGESTION COME FROM COACHEE (IDEALLY).
  17. 17.  What will the coachee do and by when? – This step transforms the discussion into a decision. This shows the will “Now that we have agreed upon the suggestions for improvement, what do you think has to happen next?” “You’ve come up with a lot of ideas. How do you plan on putting those ideas to work?” “How will these actions help you achieve your goal?” Notes: This is may be the most important step. If coachee don't have faith or is not committing to the required or discussed actions that there is no point of this conversation. Ensure coachee commits to the action or plan.
  18. 18. G R O W Notes: Now covert what they said in simple steps and give it a name – GROW. It is easier to remember that way
  19. 19.  Identify the performance or behavior you need to address.  Keep an open mind – don’t prejudge.  Set a positive tone. Make note of the specific things the employee does well – respect his or her self-esteem.  Allow the employee time to prepare for the meeting.  Create a positive, private atmosphere for both you and the employee.  Set time aside – let the employee know his or her performance is important to you. Notes: For a coach, preparation of coaching conversation (coaching meeting) can not be more IMPORTANT. Going into a coaching conversation without preparation is a sin.
  20. 20.  Keep your questions Non-Threatening  Listen more than you talk  Ask provoking questions. Be positive Notes: It is important to build trust and be non-threatening so that coach and coachee can have a candid information.
  21. 21.  Three role play cases - scenarios  Work in triads  Roles: Coach, Coachee and Observer  Switch role after every role play case  Use GROW Model as much as possible Notes: 1/3 of your training should ideally be theoretical i.e. the slides that you have earlier however, majority of time in your workshop should be committed to “Practice”. One of the best ways of doing it is role-play. Create 3 role play cases and ask your participants work on them in triads. Each triad will play all 3 scenarios however, they will keep changing the roles. The roles are Caoch, Caochee and Observer. Observer will give feedback after observing and taking notes of the coaching conversation I hope this helps.. Good luck!

Notes de l'éditeur

  • Higher Employee Engagement
    Improved relationship with team members
    Better opportunities to provide feedback
    Increased in productivity
    Significant increase in ownership
  • Start with the 70-20-10 rule. What is this becoming one of the most effective models of learning across the globe. This means, your learning at work (day-to-day) is the most essential and effective form of learning.

    Ask yourself, if this is the case…. Are we navigating these learnings as their managers?

    How can we?
  • Draw a line on a flip chart or white board….

    That’s the minimum experience, qualification, skills or/and effort required to complete a job.

    Our job as people managers or supervisors or leaders is to ensure our people reach to that level and also, to their best potential. They start to believe in themselves. Just like the chart in the pervious slide, we shouldn’t tell them, WE SHOULD COACH THEM to ensure success.
  • Notes: Managers get confused between these terms all the time.

    Just show the heading and ask them to explain what they are.. This lside helps clarify each term and why they are used.
  • To be a great coach, you need to adopt to a model or technique.

    Talk about the four areas and then disclose GROW model.

    Many of the most effective workplace coaches use GROW model.

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