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Coaching andDeveloping OthersCoaching andDeveloping Agents & StaffWill Armstrong | email@example.comDirector of TrainingLeadership and Business Planning
How to Coach? - BehaviorsWhat good coaches do: Help people understand themselves morefully so they leverage their strengths Advance the clear formation of goals Facilitate self-assessment – what workedwell? What did not? Listen carefully and show a keen interestin what the coachee shares Ask thought provoking questions Help the coachee consider ideas, actionsand strengths not considered before Act as a safe sounding board Provide praise and encouragement Tap untested potentialTraps coaches need to avoid: Acting like experts and giving the answers Lecturing, telling and pontificating Analyzing the reasons for the problems Gathering facts and information that onlysatisfies the coach’s curiosity Giving advice Imposing own opinions and solutions
Asking Questions• Facilitating• Stimulating ThinkingActive Listening• Focusing• ConnectingMotivating Action• Challenging Confirming• Encouraging3 Fundamental Skills for Coaching
Skill # 1: Asking Thought-provoking QuestionsWhat?Ask Questions about the situation and contextHow?Ask Questions about approach, attitudes, process, systems/ supports neededWhat if?Ask Questions about implications of action or non-action, lead listener inconsidering new perspectives/ alternative possibilitiesWhats next?Ask Questions about what is required to take action and make progress
Skills # 2 & # 3: Active Listening & Motivating Action1. Pay Attention - Give the speaker your undivided attention. Recognize that non-verbalcommunication also "speaks" loudly.TIP: Dont mentally prepare a rebuttal!2. Show That Youre Listening - Use your own body language & gestures to convey attention.TIP: Note your posture and make sure it is open and inviting.3. Provide Feedback - Our personal filters, assumptions, judgments, and beliefs can distortwhat we hear. As a listener, your role is to understand what is being said.TIP: Reflect what has been said by paraphrasing. "What Im hearing is…" & "Sounds likeyou are saying…" – Both are great ways to reflect back the speaker’s main points.BONUS TIP: If you find yourself responding emotionally to what someone says, youmight say: "I may not be understanding you correctly, and I find myself taking what yousaid personally. What I thought you just said is ____; is that what you mean?"4. Defer Judgment - Interrupting is a waste of time. It frustrates the speaker and limits fullunderstanding of the message. You are gaining information and perspective. You add nothingby attacking the speaker or otherwise putting him or her down.TIP: Treat the other person in a way that you think they want to be treated.Content modified with permission from MindTools.com – find other great leadership resources on their website!
6icfi.com |Without trust, there is no coaching.
7icfi.com |What does it take to forge a trusting coaching partnership?What does it take to build trust? What causes the loss of trust?Truth Tests:1. Do people know what to expect from you?2. Do people believe that you do what you say?3. Do people believe that you pay attention to their interest
8icfi.com |Tips for Building Trusting Coaching Partnerships Suspend your agenda – tune into what is important to the other person Stop and listen when people’s emotions enter the conversation Spend 3 minutes to learn about their interest and feelings about work Convey empathy for the challenges people are facing Ask people how well you have grasped their views and feelings Do what you say you are going to do – follow throughAdapted from PDI; Leader as Coach
Coaching and Developing Others:Applying the G.R.O.W. Model
G Set a GOAL for the conversation …move to Commitment!R Identify what the coachees REALITY looks like,how realistic the goal is and the roadblocks to achieving itO Explore the OPTIONS to achieve the goalW Determine the person’s WILLINGNESS to pursue theidentified options and wrap-up by defining next stepsCoaching Model: G.R.O.W.
G Set a Goal• Agree on topics for discussion• Agree on specific objectives for thesession• Set a long-term aim if this is appropriate• What is important to discuss from yourpoint of view?• What would you like to achieve in thissession?• How can we make the most of the timewe have?• How would you propose we begin?Coaching Model: GROW
R Identify what the coachee’s Reality looks like, how realistic the goal isand the roadblocks to achieving it• Invite self assessment• Offer specific feedback• Avoid or check assumptions• Discard irrelevant history and focus onpresent and future• Define the confidence to act in the faceof challenge• What factors are working for/workingagainst you at this time?• How do you know that this is an accurateassessment? (Confidence)• What effects do these factors have?• What other factors are relevant?• What is your perception of the situation?• What will it take to be successful?Coaching Model: GROW
O Explore the Options to achieve the goal• Cover the full range of options• Invite suggestions form the coachee• Offer suggestions carefully• Challenge/enlarge the space forsolutions• Ensure choices are made•What steps have you taken? What haveyou tried so far?•What ideas do you have? Whatalternatives can you think of?•Who might be able to help?•What are the benefits and pitfalls ofthe options you have generated?•Which idea/option would you like toact upon?Coaching Model: GROW
W Determine the person’s Willingness to pursue the identifiedoptions and wrap-up by defining next steps (The Way)• Get a commitment to act• Identify possible obstacles• Plan detailed actions on a timeframe• Agree on what support will be given• What are your next steps?• When will you do what?• What might get in the way?• What would help you stay committed?• How can I best support you? Whatsupport do you need from others?• How and when can you get that support?• Closing thoughts?Coaching Model: GROW
The Coaching ProcessBuildTrustG.R.O.WthecoacheeFollow-up• Demonstrate interestand caring• Disclose yourmotivations – be clearabout why you wantto coach• Use the G.R.O.Wmodel to guide yourcoaching• Ask open, probingquestions:• What?• How?• Ensure determinedactions will achievedesired goals• What is next?• Revisit goals• Check in on coachee‘sprogress• Help coachee makeany necessaryadjustments (offeryour ongoing support)• Ask for feedbackabout your approachand degree ofhelpfulness
Structuring the Coaching ConversationReview: The GROW ModelGoalAIMSet long term aim ifappropriateOBJECTIVEAgree on specificobjective of sessionTOPICAgree on topic ofdiscussion andexpected outcomesRealityASSESSMENTSInvite self assessmentEXAMPLESOffer specificexamples of feedbackPROVIDE FEEDBACKOffer observations,Implications and makesuggestion/requestOptionsRANGECover the full range ofoptionsSUGGESTIONSInvite suggestionsfrom the player. Offersuggestions carefullyCHOICESEnsure choices aremadeWrap-upACTIONCommit to actionOBSTACLESIdentify possibleobstacles and how toovercome them.Agree supportMILESTONESMake steps specificand define timing