Coaching Skills for Managers

Presented by Claudette Rowley

for the

New England Regional ENP Conference

April 3, 2105

Objectives

Develop the mindset of a coach

Learn three key coaching skills

Use coaching to improve performance

What is Coaching?

Designed partnership

Help people move from where they are …

To where they want/need to be

Bridges the gap between current state

And the desired future state

“Coaching is…”

Not telling people what to do; it’s giving them a chance to examine what they are doing in light of their intentions.

- James Flaherty “Coaching: Evoking Excellence”

International Coach Federation:

“Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential…

Coaches honor the clients as the expert in his or her life and work and believe every client is creative, resourceful and whole.”

ICF Definition continued:

“Standing on this foundation, the coach’s responsibility is to:

Discover, clarify, and align with what the client wants to achieve

Encourage client self-discovery

Elicit client-generated solutions and strategies

Hold the client responsible and accountable”

Four Foundations of Coaching

Confidentiality

Creative, resourceful

, whole

Hold client’s agenda

Build and maintain

trust

Coach vs. Manager Mindset

Managers are compelled to solve problems

Managers are in charge of a group of tasks, projects, and/or a staff of people

Managers are responsible for results

Discussion Question: How does the manager mindset differ from the coaching mindset?

Trust Exercise

How do we know when we trust? When someone trusts us?

What are the attributes?

R.E.A.L.L.Y. Listening

R – risk to hear

E – employ empathy

A – allow their perspective

L – lead with questions

L – listen beneath the surface

Y – yield your judgment

Three Levels of Listening

Internal listening – listening primarily to yourself, or to your own thoughts or agenda.

Focused listening – intensely focused on what other person is saying. Nothing is distracting you. Thoughts about the past or the future or your own ideas don’t intrude.

Global listening – completely directed toward other person with a wider focus. You hear more than words – you notice body language, inflections and tone, pauses, their energy. You can hear the unspoken.

Reframing What You Hear

Reframing is changing the perception of an interaction or situation to increase the chances of a productive conversation.

It’s seeing the situation from a different or positive perspective.

Reframing Examples

Example: “I’m right.”

“I didn’t think we were talking about right or wrong. I thought we were trying to find an answer to our disagreement.

Example: “I really doubt I can do anything about this situation.”

“What’s one small step you could take?”

Reflecting Back What You Hear

What I hear is important to you …It sounds like your priority is …What I hear is concerning you…

You sound really excited …

Asking Powerful Questions

How, what, why questions

Open-ended questions

Tell me more …

Designed to get people to answer questions

They wouldn’t ask themselves

Introducing the G.R.O.W. Model

Goal setting

Assess reality

Options developed

Way forward

Step One: Goal Setting

Starting in the right direction

Coaching time is more efficient

Plan ahead and prepare targeted questions

Direct and holds focus

Setting SMART Goals

Specific

Measurable

Attainable

Realistic

Timely

Identifying Appropriate Goal Areas

How will you know you reached this goal?

Why is this goal important to you?

What do you really want?

What goal do you want to achieve?

Step Two: Assess Reality

What is happening now?

Where are you in relation to your goal?

What’s holding you back?

What’s working well?

Identifying Obstacles

Antidote given

Root out the cause

Identify the obstacle

Step Three: Developing Options

Buy-in by your employee

Innovation, more creativity is possible when two work at itGrowth, the options developed will have more meaning

Choosing Your Final Approach

Does this option build new supporting skills?Does this option meet the time requirement of the goal?Is this option measurable?

Step Four: Way Forward

What are you going to do:

Tomorrow?

Two weeks?

Thirty days?

Taking Action

What are you going to do?

How committed are you?

What will success look like?

Anticipated roadblocks?

What resources are needed?