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COACHING
COACHING is an interactive process
through which managers and
supervisors aim to solve performance
problems or develop employee
capabilities, Cclose performance gaps,
teach skills, impart knowledge and
inculcate values and desirable work
behaviors
COACHING
THE PROCESS RELIES ON COLLABORATION &
HAS 3 COMPONENTS;
Technical help
Personal support
Individual challenge
Technical help
PREPARATION
Preparing to coach
Observe
Avoid premature judgements
While participating in a team meeting noted the way Y one of his subordinates,
interacted with the group. She had something to say about everything. That was a
positive trait, but Y repeatedly interrupted others- a negative. Y’s behavior in X ‘s
estimation , prevented others from expressing their views.
A less observant manager would have passed a judgement that Y is not a good team
player. But this general judgement would not have isolated Harriet’s specific
problem: knowing when to speak up and when to listen to what others have to say-
a problem amenable to coaching.
AS YOU PREPARE , DON’T APPROACH THE COACHING SITUATION
WITH PREINFORMED JUDGEMENTS. ONE OR TWO
OBSERVATIONS MAY LEAD TO AN ERRONEOUS CONCLUSION.
Observe for Performance gaps &
Skill deficiencies
Performance gap is the difference between a
subordinate’s current performance and what is
required by the job
X a researcher is generally effective in his role but his written
reports are poorly organised and often fail to clearly state
conclusions
Skill Deficiency is also a gap – between a person’s
current capabilities and those needed to take on
another job
Sales executive to team leader
Create & test your own hypothesis
Very easy to
change
INFREQUENT
DISCUSSION
Discuss your Observations
ACTIVE COACHING
Obtain agreement on goals
Inquiring into & advocating different
perspectives
Presenting proposals
Checking for understanding
Checking for agreement
When agreement is in question revisit
step 1…..
Create an action Plan
Statement of current situation
Specify goals
Timeline
Action steps
Expected outcomes
Coach’s role
Begin Coaching
Describe situation in a neutral way
State your opinion & interpretation
Share your experiences if they help
Encourage person to provide his/her
perspective
BEGIN
Begin Coaching
Focus on improving performance
Keep focus of feedback on the future
Timely feedback
Focus on behavior not character, attitudes
personality
Avoid generalisations
Be sincere
Be realistic
DIRECTIVE versus SUPPORTIVE
COACHING
Instructing How to do
Hard work
Expert
Commitment
Coach Effective
Technical immersion
Assistant
Learning culture
Supportive community
Research / conceptual challenges
Discrete Practice Outputs Outcomes
Behaviours
Aspiration
Performance Coaching
Development Coaching
Coaching
Boundary Participation
Markers Coaching
Preparation Intensity
Competitions Involvement
Performance Standard
The relationship between forms of coach and boundary criteria (Lyle, 2002)
PERFORMANCE
Limited non-
intervention contact Stable
performance group
Short-term
objectives Competition
focus
Participation Longer-term
focus objectives
Extensive intervention
Large, variable and interpersonal
numbers contact
Intensity low Long duration
PARTICIPATION
A diagrammatic representation of the balance of performance and participation coaching roles (Lyle, 2002)
Coaching Styles
Autocratic Coaching Practice
Negative Directive Coach-led Task-centred Performance
The distinctions between autocratic and democratic coaching practice (Lyle, 2002)
Authoritarian Power sharing Humanistic approach
COACH/SUBORDINATE SUBORDINATE
COACH CONTROL CONTROL CONTROL
• Empowerment
• Early experiencing • Developing and collaborating
• Coach dependence • Athlete/coach dependence • Athlete independence
(+ accountability)
TALENT EXPERTISE
QUALITY OF
TRAINING
A. Positive Discipline
coach with tolerance, encouragement,
praise, fairness, consistency, and respect, but without
criticism, hostility, ridicule, and shame.
B. Preventive Discipline
Step 6:
Catch them doing
good
Step 5:
Conduct exciting practices
Step 3: Step 4:
Develop rules Create routines
Step 2:
Hold meetings
Step 1:
Create the right culture
Support
Challenge
Vision
SUPPORT
Support affirms the validity of
the protégé’s present experience.
Transition requires a trusting
relationship for courage to
“take a leap”.
Factors continued
Serving as an advocate
Sharing him/herself
Challenge: To “open the gap” between
protégé and environment.
Engaging in Constructing
discussions that competing
perturb the hypotheses
protégé’s Setting high
assumptions standards
Heating up Setting tasks
dichotomies—
present black and
white choices
Vision: helping protégé apprehend a
different reality