COACHING - INTRODUCTION

TRAINING MATERIALS

SUCCESS
60% of my time I devote to planning

60% more of my time I devote to my people

In the remainder, I have to accomplish all the rest

A. W. Clausen, CEO Bank of America

WHY COACHING?
You cant teach an adult anything new
You can only help him/her figure it out for themselves !!!!!!!!!!!

METHOD

CAOCHING

Perfection is never achieved by accident or at once - it is a process

WHAT IS COACHING?
Coaching means improving of job performance, through the purposeful and planned use of everyday situations in a coach monitored learning process.

Whats it all about?

Structured development of skills and self-confidence of your subordinates Assisting people to achieve a desired level of performance Achievement of improvements, especially when fast change is necessary

Role of the coach

Focus on performance within previously clearly defined and agreed objectives Devotion to the participants There are no limits; a mind set that anyone can achieve more than I can IS A ROLE MODEL Patiently works with people on the details of their performance

Lets his subordinates shine

Constantly learns from situations and his people

Role of the coach

But results are seldom achieved over night Involves his/her people in problem solving Builds WIN WIN relationships Allows people to learn from their mistakes, but their successes as well Openly shares his/her experience Sincerely tries to reach empowerment of his/her people

The time paradox

Time: in order to gain more time for your self, you first need to invest more time into your people THERES NO OTHER WAY In order to invest into people effectively

You have to have limitless belief, that people can achieve anything they believe is achievable
Always develop this belief and continually raise its limits

The moment you stop believing, your people will follow

IT IS NOT HOW MUCH TIME YOU SPEND WITH YOUR PEOPLE IT IS ABOUT HOW EFFECTIVELLY YOU SPEND IT.

WHEN NOT TO COACH

Coaching is inappropriate when:

An emergency state requires immediate action. (An emergency state also includes when the customers satisfaction could be negatively affected. However, in such a case ensure that after the resolution you cover it in the form of coaching)
When people really dont want to be coached

If change is possible only under pressure

In formal disciplinary situations

WILL IT ALWAYS WORK?

NO, especially in an environment where: People are TOLD what to do There is very low freedom of choice PEOPLE ARE PUNISHED FOR UNINTENTIONAL MISTAKES There is an atmosphere of fear

The relationship with the coach is permanently lost (coaching it self cant fix a bad relationship)
When people dont believe in coaching (if your style is firmly founded on TELLING PEOPLE WHAT TO DO, then they will feel your insincerity) When people dont believe in the goals, dont agree with what should be accomplished and have various different hidden agendas, which differ from those of the organization

Basic Skills
Excellent interpersonal skills

Building of liking and respect

Asking the right questions

Hunger for information Giving and receiving of feedback (both) Active listening Convincing, selling and encouraging

Observing and correctly interpreting what happened: before, throughout and after SINCERE AND UNRELENTING NEED TO HELP PEOPLE

HELPING PEOPLE PAINT A PICTURE OF SUCCESS

Basic Skills
What THEY SEE is what you get You first have to SEE in your mind what success looks like, as if it were a picture or film

Then you have to HELP them see it as well

Gain a solid belief, that unintentional mistakes are OPORTUNITIES TO LEARN MOST IMPORTANT IS TO KNOW WHEN TO STEP IN AND WHEN TO STAY QUIET

COACHING STRUCTURE
5 BASIC PHASES:
Evaluate competencies and current level of performance Determine and agree the intended result of the coaching

Plan the strategy and tactics

Begin the activity under the guise of the coach (observation) Summarize, give feedback and HELP the coached find the essence of what was learned

Phase 1 EVALUATION
Avoid the approach of fast solutions

Its a tough test to overcome the VERY STRONG URGE to jump in, take control and tell people what to do
The goal of this phase is to FIND OUT, how they are doing it now, what they think about it and what their competencies are Gives you the base for the next steps You have undeniable material for discussion Positively influences the coached

Phase 1 EVALUATION
What to do:

Try to ASK:

Show me, how you did it? Tell me, what all have you tried? How did you feel? What do you think about it?

Were you satisfied with the result?

How else can you check if they are up to the task?

Phase 2-Agree intended results

The secret to being an effective coach is to PAINT A VISION, which people will BUY
How to: try to ASK

What do you REALY want to achieve?

What will your success look like? What result do you want to see? How do you want to feel afterwards?

What value does it have for you?

What is the benefit in it for you? What do you need the most improvement in?

Start with what they themselves see as the problem

Phase 3-Plan Strategy

Execution plan What is a must (no question about it) What final responsibility and initiative do we expect from the coached person? What is the maximum tolerable level of mistakes? How much can they spoil (in order to learn from) so it wont have IRREVERSIBLE consequences? Agree the plan with them

Phase 3-Plan Strategy

Chairing of meetings, problem resolution with subordinates, confrontations, fact analysis LET THEM CHOOSE WHAT THEY WANT TO TRY QUESTIONS

So, where can we start?

What opportunities do we have? What if we try to resolve the problems with those contracts? What if we try to teach your Medical Representatives to use all those sales techniques in their daily work?

Phase 4-Action
Chairing of meetings, problem resolution with subordinates, confrontations, fact analysis

LET THEM CHOOSE WHAT THEY WANT TO TRY

OBSERVE IN ACTION DONT INTERFERE!!!!!!!! (unless the situation gets out of hand)

Phase 5-Summarize
After the observation you need them to START TO THINK THATS WHY YOU SHOULD ASK LOTS OF OPEN ENDED QUESTIONS First about sustainable behavior

What did you succeed in achieving?

According to you, what worked the most? How successful do you think you were?

Only then about improvables

What do you think you did incorrectly? HERES WHERE THEY MIGHT NEED HELP, dont be afraid of saying something like: I noticed you didnt succeed in following the structure of the meeting What would you do different next time?

Phase 5 Summarize
What did you learn? How could we generalize it on a similar situation (example)? WHERE DO YOU THINK I CAN STILL HELP YOU? WHY ............?

Golden rule: for each 1 improvable (in essence a criticism) you have to give 3 sustainables
A TRULY GOOD MANAGER IS A MASTER IN ASKING QUESTIONS BUT ITS HARDER THAN AT FIRST IT SEEMS!!!!!

Phase 5-Summarize
CONCLUSION

A. What to START
B. What to CHANGE

C. What to STOP
D. What to CONTINUE WARNING: DONT INTEROGATE!

Be aware of Traps
Only hearing what you want to hear Difficulty in walking in their shoes Thinking you know ahead of time what people are talking about Listening only to words, missing the emotions or tone of voice Thinking: I know what you want to say before you say it Judging information too early, before we have the full picture, and showing it on body language

Be aware of Traps
Ones own state of mind If you think you can or cant achieve something, youre always right. Henry Ford Youll never achieve this. But what would happen if? Dont allow what they can and cant to mix together Its about skills, not personality

Dont expect too much at once. In the first phase theyre learning to be taught.

Be aware of Traps
Stating of improvables is in essence a criticism

YOU HAVE TO ALSO ENCOURAGE AND PRAISE

They have to know you dont intend to change their personality, even though you found lots of opportunity for improvement (use correct words, NOT PROBLEMS, BUT OPPORTUNITIES) Tendency to slip into the past, FOCUS ON FUTURE PERFORMANCE

Being afraid of not knowing how to solve a situation and showing weakness