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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
great things
from the
valley; only
small things
from the
peak
Guess?
Who Needs Coaching?
Everyone Needs Coaching
What is Coaching?
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 .
List 5-6 key words which capture the essence
of the definition of coaching:
1. .
2. .
3. .
4. .
5. .
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
Coach?
Everyone Needs a Coach
There is always
room for improvement,
and in todays
competitive marketplace,
if you dont
continue to improve,
you will not survive.
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
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
A manager to employee situation
(downward coaching)

A peer to peer situation


(2-party-coaching)

An employee to manager
(upward coaching)
Performance Curve
(Employees)

(Performance)
Poor
Average Outstanding
performers
performers performers
<5%
Expand View of Coaching
Application
Successful Performance:
Reinforce - Encourage - Empower

New Projects / Unsuccessful


New Employees: Coaching Performance:
Guidance + Problem Solving +
Goal Setting Motivation for Change

Support Changes in Business Direction:


Adjust their skills to maintain alignment with
business trends and competitive pressures
Is Coaching Avoided?
Coaching and counseling is the most
uncomfortable, avoided and mishandled
of all managerial responsibilities
Harry Levinson
(Harvard University)

Do you agree or disagree?


Why?
Why do we avoid Coaching?
Its uncomfortable.

No one likes to criticize.

It takes a lot of time.

The session can get emotional.

We dont know how to control the sessions.


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

1. Well prepared
2. Supportive
3. Build on positives
4. Work on opportunities
Break Time
Role Play
The Situation
Performance problem.

Developmental opportunity.

Career discussion
Current 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 Back

Coaching Time: (Coach vs. Coachee)

What went well and what one thing


should the manager consider doing
differently the next time.
Coaching Time

50% : 50%
Coach Coachee
Research 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 Process Skill

Process = The method or approach.

How we are talking

Content = The subject or topic.

What we are talking about


Coaching - A Process Skill
If you have a
communication
trouble, the
problem is
usually found in
the process you
are using.
Coaching - A Process Skill

Coaching
is not something
you do to an
employee,
it is a
two-way process
8-Step-Coaching
Model
8 2
DONT DEFINE THE
GIVE UP TOPIC AND
NEEDS
7 3
CLARIFY
CONSEQUENCES 1 ESTABLISH
IMPACT
DONT PUNISH
BE
SUPPORTIVE
6 4
CONFRONT
INITIATE
EXCUSES/ A PLAN
RESISTANCE 5
GET A
COMMITMENT
STEP 1 - Be Supportive
(The foundation step)

#1
BE
SUPPORTIVE
STEP 1 - Be Supportive
Think about the best manager you ever
worked for. What words would you use to
describe him?

STEP 1 - Be Supportive
Solid relationships
are built on trust,
honesty, support,
and concern for the
interests and needs
of the employees
STEP 1 - Be Supportive
The effective
mangers spent 50%
of the time during
the discussion
expressing support
or doing supportive
things
SUPPORT TRIANGLE
Felt Eye contact
Non verbal
Positioning
Location

Internal
Decision
Tangible Expressed
Help Appreciation
Time Recognition of strengths
Training Recognition of contributions
Resources Acceptance
Supportive Leader Behaviors

Flexibility
Empathy/Help/
Understanding/
Encouragement/
Positive feedback/Openness
Owning some responsibility/
Recognition of employees 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 PSRs feeling and problems.
I can see that youre upset that I pointed out this
problem area
3. Accept some responsibility for conditions.
Youre right. I did drop the ball and didnt make
my instructions clear.
A negative history or relationship.

Use of non-supportive or aggressive


statements and tactics.

Over-emphasis on negative consequences.


Remember
Support and trust is a long-term effort.

Dont 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 Define The Topics & Needs
(The feedback)
What?
#2
DEFINE THE
TOPIC AND
NEEDS

#1
BE
SUPPORTIVE
STEP 2 Define The Topics & Needs

Feedback
is the
Breakfast
of
Champions
STEP 2 Define The Topics & Needs

When a
problem is
well-defined
its usually
half-solved
STEP 2 Define The Topics & Needs

Its 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 managers and


PSRs 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.
Im concerned about the way you are
handling the weekly report

2. Gather data from PSR. Discuss and explore


both viewpoints, and summarize both
perceptions.
Id like to hear some specifics about how you
are currently filing out the reports
3. Clarify both the managers and PSRs needs
and expectations.
What are your expectations in this area?

4. Be supportive: dont be in a hurry


O.K., let me see if were 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 Points
Focus: What

Go slow to get fast later

Dont make assumptions


Remember
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 Establish Impact
(The most ignored)

2
DEFINE THE
TOPIC AND
NEEDS So What?
3
1 ESTABLISH
BE IMPACT
SUPPORTIVE
STEP 3 Establish Impact

Whats
In
It
For
Me?
An assessment of how PSRs 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.
Youre right. It does affect your image.
Justification about the present behavior.

Ineffective actions that have actually been


rewarded or ignored in the past.
Key Points
Look at the situation from all perspectives.

Create an internal motivation.

Dont assume the PSR knows, accepts, or


has considered all the impacts of the present
situation.
Remember
Its the most avoided and most neglected of
any of the 8 steps.
Its 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 Initiate A Plan
(Action & Payoff)

2
DEFINE THE
TOPIC AND
NEEDS

3
1 ESTABLISH
IMPACT
BE
SUPPORTIVE
4
INITIATE
A PLAN
The Brain
STEP 4 Initiate A Plan
If the
employee is
involved in
making the
plan, he is
committed to
work the plan
STEP 4 Initiate A Plan

Specific
Measurable
Achievable
Realistic
Timetable
A specific and achievable course of action
that is jointly developed.

An outline of do-able activities which


lead to positive results.

Example:
Lets define a POA
Focuses the PSRs 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 Points
Be realistic.

Make it clear.

Build ownership through involvement.


Remember
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 Get A Commitment
(Dont assume anything)

2
DEFINE THE
TOPIC AND
NEEDS
3
1 ESTABLISH
BE IMPACT
SUPPORTIVE

4
INITIATE
A PLAN
5
GET A
COMMITMENT
The Heart
STEP 5 Get A Commitment
Failure to gain a
commitment
often makes
the difference in
Success or 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 PSRs willingness to try a
different approach.

Gives the manager advance warning of


PSRs 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 Points
A verbal signature.

Ask, listen and watch.


Remember
Its 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.

Its a way to close the deal.


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

2
DEFINE THE
TOPIC AND
NEEDS

3
1 ESTABLISH
BE IMPACT
SUPPORTIVE
6 4
CONFRONT INITIATE
EXCUSES/
A PLAN
RESISTANCE 5
GET A
COMMITMENT
STEP 6 Confront Excuses/Resistance

Not
everything that
is faced can be
changed, but
nothing can be
changed until
it is faced
STEP 6 Confront Excuses/Resistance

Excuses can be helpful.


They can provide an
opportunity
for the manager and the
employee to do better
contingency planning
A way of keeping focused on actions
rather than obstacles.
A way of managing the PSRs avoidance
and withdrawal.
Example:
I know, we are all pressed for time, lets
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 Points
Excuses and resistance can occur at any time in
the discussion

Real reasons, excuses and resistance


are different

Excuses: re-focus on what can be controlled


Remember
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.
Remember
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,
Dont Punish
(Driven by the commitment)
2
DEFINE THE
TOPIC AND
NEEDS
7 3
CLARIFY
CONSEQUENCES 1 ESTABLISH
IMPACT
DONT PUNISH
BE
SUPPORTIVE
6 4
CONFRONT INITIATE
EXCUSES/ A PLAN
RESISTANCE
5
GET A
COMMITMENT
STEP 7 Clarify Consequences,
Dont Punish

It is important to
discuss
positive & negative
consequences
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 Points
They can be positive or negative.

Clarify consequences.

Describe the future.


Remember
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 Dont Give Up
(This is just the start)
8 2
DONT DEFINE THE
GIVE UP TOPIC AND
NEEDS

7 3
CLARIFY
CONSEQUENCES
1 ESTABLISH
BE IMPACT
DONT PUNISH
SUPPORTIVE

6 4
CONFRONT INITIATE
EXCUSES/ A PLAN
RESISTANCE 5
GET A
COMMITMENT
STEP 8 Dont Give Up

Everyone
on the team
can be
coached &
developed
The managers 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 Points
During and after the conversations.

Your commitment is helping.

Follow up and follow through.


Remember
Behavioral change is evolutionary, not
revolutionary.

The important changes and action plans dont


happen overnight.

Change requires a lot of follow up.

The coach must be prepared to keep the coaching


effort longer than he ever anticipated.
Lets
summarize
8-Step-Coaching
8 2
DEFINE THE
DONT
TOPIC AND
GIVE UP
NEEDS

7 3
CLARIFY
CONSEQUENCES
1 ESTABLISH
BE IMPACT
DONT PUNISH
SUPPORTIVE

6 4
CONFRONT INITIATE
EXCUSES/ A PLAN
RESISTANCE 5
GET A
COMMITMENT
To be a
good Coach
you should be
Coachable
Real-Life
Situations
The Situation
Performance problem.

Developmental opportunity.

Career discussion
15-Minute-Role Play
COACH: Try all 8-Step-Caching Skills

PSR: Be Realistic

OBSERVER: Use the Case Observation Sheet


Now What?
Sustainability
is a key to

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.
Whats your POA?
Situation Action Steps Dates Success Indicators






Coaching
isnt just an
event,
its an ongoing
process of
continuous
improvement
Lets build a
Coaching Culture
to impact
business results
Thank you