8 step-coaching (presentation)

8 Steps coaching

Purpose

1. To help managers understand what coaching is,

why it is important, and when coaching should

occur.

2. To enable you to gain a feedback on your own

coaching style.

3. To become familiar with a set of practical and

effective steps to use in coaching.

Process (Road Map)One day workshop

30 minutes Introduction (ground rules/ppp)

30 minutes What is coaching?

1 hour Role plays (Base Line)

4 hours 8 steps (about 30 minutes each)

1 hour Role plays

15 minutes Sustainability/POA

Payoff

1. To build on your own experience and sharpen

your skills when influencing others.

2. To help your partners achieve their goals.

3. To create a coaching culture to impact business

results positively.

““One sees One sees great thingsgreat things

from the from the valleyvalley; only ; only small thingssmall things

from the from the peakpeak””

Guess?Guess?

Who Needs Coaching?Who Needs Coaching?

Everyone Needs Coaching…Everyone Needs Coaching…

What is Coaching?What is Coaching?

Coaching is ….Coaching is ….

…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Coaching is ….Coaching is ….

• A discussion process between members of the organization (managers to employees, peers to peers, employees to managers) aimed at exerting a positive influence in the motivation, performance, awareness of areas for improvement and development, or career of another person to help them be as effective as possible.

• The regular process of building a partnership for continuous improvement.

Coaching is ….Coaching is ….

List 5-6 key words which capture the essence of the definition of coaching:

1. ………….

2. ………….

3. ………….

4. ………….

5. ………….

Coaching is ….Coaching is ….

• A discussion process between members of the organization (managers to employees, peers to

peers, employees to managers) aimed at exerting a positive influence in the motivation,

performance, awareness of areas for improvement and development, or career of another person to help them be as effective as

possible.• The regular process of building a partnership for

continuous improvement.

Why Does Everyone Need a Why Does Everyone Need a Coach?Coach?

Everyone Needs a Coach…Everyone Needs a Coach…

There is alwaysThere is always

room for improvementroom for improvement, , and in today’s and in today’s

competitive marketplace, competitive marketplace,

if you don’t if you don’t

continue to improvecontinue to improve,,

you will not survive. you will not survive.

When do you coach others?When do you coach others?

List 3 events, when you think it is appropriate to coach others you work with:

1. …………

2. …………

3. …………

Situations that require Situations that require Coaching…Coaching…

Administrative Situations:– Setting Objectives– Salary Discussions– Career Planning

Project or Task Situations:– Coaching: a Low / High performer– Training: New Skills– Assignment problem: delays

““Coaching Situations” Coaching Situations”

A manager to employee situation(downward coaching)

A peer to peer situation (2-party-coaching)

An employee to manager(upward coaching)

Poorperformers

< 5 %

Averageperformers

Outstandingperformers

(Em

plo

yees

)

)Performance(

““Performance Curve”Performance Curve”

Sustain

Expand View of Coaching Expand View of Coaching ApplicationApplication

Successful Performance:Reinforce - Encourage - Empower

Coaching

Unsuccessful Performance:

Problem Solving +Motivation for Change

New Projects /New Employees:

Guidance + Goal Setting

Support Changes in Business Direction:Adjust their skills to maintain alignment with

business trends and competitive pressures

Is Coaching Avoided?Is Coaching Avoided?

“Coaching and counseling is the mostuncomfortable, avoided and mishandledof all managerial responsibilities”

Harry Levinson (Harvard University)

• Do you agree or disagree?

• Why?

Why do we avoid Coaching?Why do we avoid Coaching?

• It’s uncomfortable.

• No one likes to criticize.

• It takes a lot of time.

• The session can get emotional.

• We don’t know how to control the sessions.

Goals of a Coach…Goals of a Coach…

• To help others see the need for change.• To facilitate the success of others.• To sustain improvement, performance &

success.• To build on strengths and work on weaknesses.• To encourage others to stretch and take calculated risks.

• To facilitate growth and develop competency.

Elements of Successful Elements of Successful Coaching Discussion…Coaching Discussion…

• List those things that, you feel are critical during coaching discussions and are necessary to improve your productivity:

1. ………2. ………3. ………4. ………

Elements of Successful Elements of Successful Coaching Discussion…Coaching Discussion…

• List those things that, you feel are critical during coaching discussions and are necessary to improve your productivity:

1. Well prepared2. Supportive3. Build on positives4. Work on opportunities

““Break Time”Break Time”

Role Play Role Play

““The Situation”The Situation”

Performance problem.

Developmental opportunity.

Career discussion

Current RealityCurrent Reality

Manager• Do what you would do naturally if this were your

situation. PSR• Be a challenge for this manager during the conversation.• Be realistic. Observer• Watch the time for both the manager and the PSR.• Record a few observations about the manager.

Feed BackFeed Back

• Coaching Time: (Coach vs. Coachee)

• What went well and what one thing should the manager consider doing differently the next time.

Coaching TimeCoaching Time

50% : 50%

Coach Coachee

Research on CoachingResearch on Coaching

• What do effective leaders do during coaching discussions?

• The net result was a model of 8 major skills, that were derived from 47 different leadership behaviors.

Coaching - A Coaching - A ProcessProcess Skill Skill

Process = The method or approach.

“How we are talking”

Content = The subject or topic.

“What we are talking about”

Coaching - A Coaching - A ProcessProcess Skill Skill

““If you have a If you have a communication communication

troubletrouble, the , the problem is problem is

usually found in usually found in the the processprocess you you

are using.”are using.”

Coaching - A Coaching - A ProcessProcess Skill Skill

““CoachingCoaching is not something is not something

you do to an you do to an employee,employee, it isit is aa

two-way processtwo-way process””

““8-Step-Coaching”8-Step-Coaching”ModelModel

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN

5GET A

COMMITMENT

6CONFRONTEXCUSES/

RESISTANCE

7CLARIFY

CONSEQUENCESDON’T PUNISH

8DON’T

GIVE UP

1BE

SUPPORTIVE

““STEP 1 - STEP 1 - Be SupportiveBe Supportive””(The foundation step)(The foundation step)

#1BE

SUPPORTIVE

STEP 1 - STEP 1 - Be SupportiveBe Supportive

• Think about the best manager you ever worked for. What words would you use to describe him?………………………………………………………………………………………………………………………………………………………………………………………………

STEP 1 - STEP 1 - Be SupportiveBe Supportive

““Solid relationships Solid relationships are built on are built on trusttrust, , honestyhonesty, , supportsupport, ,

and and concernconcern for the for the interests and needs interests and needs of the employees”of the employees”

STEP 1 - STEP 1 - Be SupportiveBe Supportive

““The effective The effective mangers spent mangers spent 50% 50% of the timeof the time during during

the discussion the discussion expressing expressing support support or doing or doing supportivesupportive

things”things”

Internal Internal DecisionDecision

Felt

Tangible Expressed• Help• Time• Training• Resources

• Appreciation• Recognition of strengths• Recognition of contributions• Acceptance

• Eye contact• Non verbal• Positioning• Location

SUPPORT TRIANGLE

Supportive Leader Behaviors

FlexibilityEmpathy/Help/Understanding/Encouragement/

Positive feedback/OpennessOwning some responsibility/

Recognition of employee’s needs/

Specific actions and statements from leaders which demonstrate their desire to create a positive partnership and exchange.

Example:“I want to give you every opportunity to succeed.”

Builds a foundation for open exchange and problem solving discussion.

Minimizes threatening.

Sets the stage to develop partnership communication.

1. Create an interactive style of communication with PSRs and seek their input and comments.

“ I want to discuss this and get your input…”2. Convey empathy and understanding regarding the PSR’s feeling

and problems. “ I can see that you’re upset that I pointed out this problem area…”3. Accept some responsibility for conditions.

“ You’re right. I did drop the ball and didn’t make my instructions clear.”

A negative history or relationship.

Use of non-supportive or aggressive statements and tactics.

Over-emphasis on negative consequences.

RememberRemember Support and trust is a long-term effort.

Don’t overdo as it will appear artificial.

Differentiate between being supportive and being friendly.

Support is an internal decision we make about how we want to relate to others.

After making this decision our words and actions follow, not vice a versa.

““STEP 2 – STEP 2 – Define The Topics & NeedsDefine The Topics & Needs””(The feedback)(The feedback)

#2DEFINE THE TOPIC AND

NEEDS

#1BE

SUPPORTIVE

What?

STEP 2 – STEP 2 – Define The Topics & NeedsDefine The Topics & Needs

““FeedbackFeedback

is theis the

BreakfastBreakfast

of of

ChampionsChampions””

STEP 2 – STEP 2 – Define The Topics & NeedsDefine The Topics & Needs

““When a When a problem is problem is

well-definedwell-defined it’s usually it’s usually half-solvedhalf-solved””

STEP 2 – STEP 2 – Define The Topics & NeedsDefine The Topics & Needs

“It’s a natural human tendency

to attribute success to

our own efforts and failure to causes

outside of ourselves”

A mutually developed, specific description of present situation.

A clarification for both the manager’s and PSR’s needs and expectations.

Example:“We need to focus on Amlor competitor Kn.”

Encourage the PSR to verbalize how he sees his own actions.

Gives him a chance to vent thoughts and feelings.

Provides the opportunity to align expectations and needs.

1. Take one concern at a time and stay focused.“I’m concerned about the way you are handling the weekly report”

2. Gather data from PSR. Discuss and explore both viewpoints, and summarize both perceptions.

“I’d like to hear some specifics about how you are currently filing out the reports”

3. Clarify both the manager’s and PSR’s needs and expectations.

“ What are your expectations in this area?”

4. Be supportive: don’t be in a hurry“O.K., let me see if we’re together work on this.”

A manager who is too general. A manager who places blame rather than

solves problems. A manager who argues about excuses. A PSR who blames others A PSR who resists feedback. A PSR who feels victimized.

Key PointsKey Points

Focus: What

Go slow to get fast later

Don’t make assumptions

RememberRemember

People often see things differently, and the objective of this step is to achieve mutual understanding and to express viewpoints.

Make sure that the coach and PSR have a clear understanding of the specific concerns, problems or opportunities that need the attention.

STEP 3 – STEP 3 – Establish ImpactEstablish Impact(The most ignored)(The most ignored)

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

1BE

SUPPORTIVE

So What?

STEP 3 – STEP 3 – Establish ImpactEstablish Impact

WWhat’shat’s IInn IItt FForor MeMe??

An assessment of how PSR’s actions are affecting or impacting his goals, interests, and objectives. The creation of an internal motivation for change. Example:

“What are the costs and benefits of the…”

Establishes the need and motivation in the PSR to change.

Prepare the PSR to discuss the plan.

1. Restate or summarize the problem or situation.“I really believe the reports have become a critical issue.”

2. Ask for his opinion about the impact that the behavior is having.“What are some of the effects you see of having to wait so long to finalize the reports?”

3. Let silence works for you.4. Be supportive.

“You’re right. It does affect your image.”

Justification about the present behavior.

Ineffective actions that have actually been rewarded or ignored in the past.

Key PointsKey Points

Look at the situation from all perspectives.

Create an internal motivation.

Don’t assume the PSR knows, accepts, or has considered all the impacts of the present situation.

RememberRemember

It’s the most avoided and most neglected of any of the 8 steps.

It’s also the most important step in terms of getting people to truly make a change.

The objective is to have the PSR make a good self-assessment or value judgment about the impact of his present actions to encourage him in “moving”.

STEP 4 – STEP 4 – Initiate A PlanInitiate A Plan(Action & Payoff)(Action & Payoff)

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN

1BE

SUPPORTIVE

The Brain

STEP 4 – STEP 4 – Initiate A PlanInitiate A Plan

““If the If the employee is employee is involvedinvolved in in making the making the plan, he is plan, he is

committedcommitted to to work the plan”work the plan”

STEP 4 – STEP 4 – Initiate A PlanInitiate A Plan

SSpecificpecific

MMeasurableeasurable

AAchievablechievable

RRealisticealistic

TTimetableimetable

A specific and achievable course of action that is jointly developed.

An outline of “do-able” activities which lead to positive results.

Example:“Let’s define a POA”

Focuses the PSR’s thoughts on specific actions.

Focuses on solutions rather than excuses.

Builds ownership for the needed changes.

1. Define and discuss the most effective approach:• Outline objectives• Explore alternatives• Gain agreement• Be creative

2. Define who, what, where, and when.

3. Go through and rehearse the implementation steps as needed and make sure that there is a clear timetable for each step of the plan.

4. Be supportive.

Plans that are too general or too complex.

POA developed only by the manager.

Excuses and resistance.

Key PointsKey Points

Be realistic.

Make it clear.

Build ownership through involvement.

RememberRemember

The more input from the PSR on the plan, the more likely it is that plan will be accomplished.

He will feel part of the plan and will have ownership for results.

As a result of working together, his credibility and judgment is on the line as well as the manager.

STEP 5 – STEP 5 – Get A CommitmentGet A Commitment(Don’t assume anything)(Don’t assume anything)

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN5

GET ACOMMITMENT

1BE

SUPPORTIVE

The Heart

STEP 5 – STEP 5 – Get A CommitmentGet A Commitment

““Failure to gain a Failure to gain a

commitment commitment

often makesoften makes

the the difference difference in in

Success Success oror Failure”Failure”

A verbal statement from the PSR that he will implement the plan.

The creation of a sense of personal responsibility and obligation to achieve the plan.

Example:

“Will you be able to do it?”

Tests the PSR’s willingness to try a different approach.

Gives the manager advance warning of PSR’s resistance.

1. Ask for a commitment.2. Listen to how the response is stated.3. If necessary, go back to a simplified plan.

“You seem a little reluctant. What do you think is workable?”

4. Get the PSR started on the first element of the plan.

5. Be supportive.

Weak commitment.

Excuses and resistance.

Assumption that a commitment has been made.

Key PointsKey Points

A verbal signature.

Ask, listen and watch.

RememberRemember

It’s important to be persistent, to get a clear answer, and to hear the PSR actually verbalize commitment.

The manager cannot assume or hope that things will change and plans will be implemented.

It’s a way to close the deal.

STEP 6 – STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance(With change these are normal)(With change these are normal)

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN5

GET ACOMMITMENT

6CONFRONTEXCUSES/

RESISTANCE

1BE

SUPPORTIVE

““Not Not everything that everything that is faced can be is faced can be changed, but changed, but

nothing can be nothing can be changed until changed until

it is faced”it is faced”

STEP 6 – STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance

““ExcusesExcuses can be can be helpful. helpful. They can provide an They can provide an

opportunityopportunity

for the manager and the for the manager and the employee to do better employee to do better

contingency planning”contingency planning”

STEP 6 – STEP 6 – Confront Excuses/ResistanceConfront Excuses/Resistance

A way of keeping focused on actions rather than obstacles. A way of managing the PSR’s avoidance and withdrawal.

Example:

“I know, we are all pressed for time, let’s try to start on the first element of our POA”

Provides an opportunity for the manager to be pro-active and anticipate excuses.

Identifies and deals with obstacles.

Keeps the discussion focused and solution oriented.

Help PSRs deal with withdrawal:a) Recognize PSR behavior “clues” (being quite, passive, anger,

changing the subject)

b) Describe the specific behavior that is an obstacle. Stop and listen for a response.

c) Focus on the intentions to eliminate the obstacle.

d) Be supportive.

Help PSRs deal with avoidance:

a) Recognize the source of excuses (e.g. time)

b) Redirect attention to areas the PSR can control

c) Be supportive: Show empathy.

A manager who accept excuses, gets involved in debates and fail to move to the next step.

A manager who avoids interpersonal clues.

A PSR who is unwilling to assume responsibilities for future plans.

Key PointsKey Points

Excuses and resistance can occur at any time in the discussion

Real reasons, excuses and resistanceare different

Excuses: re-focus on what can be controlled

RememberRemember

Excuses can develop at any point in the interaction process.

The first occurs as a result of discussion on step #2, “Define The Topic and Need”

The other kind of excuses are those which surface when future plans and actions are being discussed.

RememberRemember

The job of the manager is not to focus on the excuse; but rather to get the PSR to focus on positive actions.

The plan can be modified, as a result of excuses, as long as there is still some constructive action to be taken.

STEP 7 – Clarify Consequences,STEP 7 – Clarify Consequences, Don’t Punish Don’t Punish

(Driven by the commitment)(Driven by the commitment)

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN

5GET A

COMMITMENT

6CONFRONTEXCUSES/

RESISTANCE

7CLARIFY

CONSEQUENCESDON’T PUNISH

1BE

SUPPORTIVE

STEP 7 – Clarify Consequences,STEP 7 – Clarify Consequences, Don’t Punish Don’t Punish

““It is important to It is important to discuss discuss

positivepositive & & negative negative consequences consequences

with employees”with employees”

A clear discussion of the outcomes which can be expected if the agreed-upon plan is or is not completed. A link between actions and future consequences. Example:

“You will have a great opportunity to achieve your target” “What if scenario…

Clearly communicates the importance of implementing the plan and changing present behavior.

Helps ensure that actions will occur.

Protects the manager if consequences are eventually administered.

1. Ask PSR, if he understands the importance of making a change.

2. Focus the discussion on the plan you have negotiated with him.

3. Discuss the results that will occur as a consequence of the agreed-upon actions

4. Be supportive. (Stress positive consequences).

A manager who feels no control over consequences.

A tendency to focus only on negative consequences.

Key PointsKey Points

They can be positive or negative.

Clarify consequences.

Describe the future.

RememberRemember

The objective of this step; is to discuss outcomes, preferably positive ones.

PSRs need to know where they stand in relationship to the boundaries and expectations of the manger and of the organization.

Our hope is that step #7 will add clarity and will be an incentive for change.

STEP 8 – STEP 8 – Don’t Give UpDon’t Give Up(This is just the start)(This is just the start)

2DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN5

GET ACOMMITMENT

6CONFRONTEXCUSES/

RESISTANCE

7CLARIFY

CONSEQUENCESDON’T PUNISH

8DON’T

GIVE UP

1BE

SUPPORTIVE

STEP 8 – STEP 8 – Don’t Give UpDon’t Give Up

““EveryoneEveryone

on the team on the team can be can be

coached & coached & developed developed ””

The manager’s commitment to work with the PSR to create a change in his behavior. A follow-up on plans and discussions. A follow-through on coaching process from start to finish.

Example:“I want you to know that I am willing to work with you as far as you would like to make this plan succeed.”

Builds a positive, problem solving relationship with the PSR.

Provides an opportunity for follow-up or for changes in the course of action.

1. Tell the PSR that you intend to see the plan/problem/opportunity through to completion/resolution.

2. Verify the plan by highlighting key actions and timetables.

3. Set specific times to review progress.

4. Be supportive

Manager frustration.

PSR frustration.

Key PointsKey Points

During and after the conversations.

Your commitment is helping.

Follow up and follow through.

RememberRemember

Behavioral change is evolutionary, not revolutionary.

The important changes and action plans don’t happen overnight.

Change requires a lot of follow up.

The coach must be prepared to keep the coaching effort longer than he ever anticipated.

Let’s summarize

Let’s summarize

““8-Step-Coaching”8-Step-Coaching”2

DEFINE THE TOPIC AND

NEEDS

3ESTABLISH

IMPACT

4INITIATEA PLAN5

GET ACOMMITMENT

6CONFRONTEXCUSES/

RESISTANCE

7CLARIFY

CONSEQUENCESDON’T PUNISH

8DON’T

GIVE UP

1BE

SUPPORTIVE

“To be a

good Coach you should be

Coachable”

Real-Life SituationsReal-Life Situations

““The Situation”The Situation”

Performance problem.

Developmental opportunity.

Career discussion

““15-Minute-Role Play”15-Minute-Role Play”

COACH: Try all “8-Step-Caching Skills”

PSR: Be “Realistic”

OBSERVER: Use the “Case Observation Sheet”

…………………………………

…………………………………

…………………………………

…………………………………

…………………………………

Now What?Now What?

““SustainabilitySustainability is a key tois a key to

””

““Personal Action Plan”Personal Action Plan”

1. List two behaviors you want to keep on:a) …………………………………………………………………b) …………………………………………………………………

2. List two behaviors you want to start to implement:a) …………………………………………………………………b) …………………………………………………………………

3. List one situation you will start to apply the coaching skills. What’s your POA?

Situation Action Steps Dates Success Indicators

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

……………………………………………………………………………………………

““CoachingCoaching isn’t just an isn’t just an

eventevent,, it’s an ongoingit’s an ongoing

process process of of continuous continuous

improvementimprovement””

Let’s build a “Coaching Culture”

to impact business results

Let’s build a “Coaching Culture”

to impact business results

Thank you