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Contents
1. Characteristics of Good Coach 2. Elements of Good Coaching Session 3. Communication Skills for Effective Coaching 4. Five Steps of Coaching for Optimal Performance 5. Coaching Strategies for Different Behavioral Style
Positive
Supportive
Goal Oriented
Focused
Observant
Positive
Supportive
Focused
Observant
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Coach
Listens a lot Asks Explores Seeks commitment Challenges Work with Takes responsibility Makes contact
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Develop dialogue
Speak clearly
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1. Focus on the solution, not the problem solution Instead of Were out of mild., say We will pop down the shop for some milk.
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4. Take responsibility dont lay blame Instead if Its not my fault, say Heres what I can do to fox that.
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5. Focus on the future, not the past future Instead of Ive told you before not to, say From now on.
5. Share information rather than argue or accuse Instead of No, youre wrong, say I see it like this.
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Gather Good Information with your EARs E explore by asking questions A affirm to show youre listening R reflect your understanding S silence, listen some more
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You need to accentuate the positive in you approach to questioning, not because it make you seem nicer, but because your questions will be more effective
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Exploring Questions
Open Questions
Open questions yield lots of information because they allow a person to explain what is most important or interesting and encourage elaboration.
Probing Questions
Probing questions are those that relate to the topic we want to explore further. They encourage the speaker to flesh out the details.
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Does the employee have the requisite skills, abilities and aptitudes to perform the job? Has s/he received training to do the job?
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Work Environment
Is good performance rewarded ... or punished? Is poor performance rewarded? Is the employee being treated fairly? Do working conditions support good performance?
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Dominance
Steadiness
Influencing
Compliance
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Dominance
They like to control their environment by overcoming opposition to accomplish their desired results They are direct, forceful, impatient, and can be extremely demanding They enjoy being in charge and getting things done When they are negatively motivated, they can be defiant They dont like being told what to do They are reluctant with tasks that involve dealing with lots of detail They would quickly become bored with a routine task
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Influencing
They like to shape the environment by influencing or persuading others to see things their way They dislike for handling complex details or working as lone rangers They prefer to deal with people rather than things They enjoy making a favorable impression, a good motivational environment, and viewing people and environment optimistically They will chat with you about anything on their minds They motivate their people and love to generate enthusiasm When negatively motivated, they can be indiscriminately impulsive
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Steadiness
They like to cooperate with others to carry out a task They are team player and prefer dealing with things, one thing at a time They are patient, reliable, loyal and resistant to sudden changes in their environment They appreciate an orderly step-by-step approach They tend to perform in a consistent, predictable manner and prefer a stable, harmonious work environment When they get demotivated they can become stubborn or stern, moods usually expressed in the form of passive resistance
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Compliance
They are cautious and demands quality and accuracy They appreciate opportunities for thorough, careful planning They are critical thinkers who are sticklers for detail They prefer to spend time analyzing a situation and like the steadiness, are slow to accept sudden changes They like following procedures and standards preferably their own They respond favorably to logical, well-thought-out, planned options When they are negatively motivated, they become cynical or overly critical
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Dominance
Be clear, direct, and to the point when you interact and communicate with them Avoid being too personal or talking too much about non work items Let them know what you expect from them. If you must direct them, provide choices that give them the opportunity to make decisions Accept their need for variety and change. When possible, provide new challenges, as well as opportunities to direct the efforts of others
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Influencing
Ask about things going on in their lives outside of work Let them share with you their goals at work and elsewhere Tie your objectives to their dreams and goals Create democratic atmosphere and interaction with them
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Steadiness
Provide specific direction and offer assurances when necessary When implementing change, be sure to lay out a systematic, step-by-step procedure and draw out their concerns and worries about the situation. They need to feel secure Assure them that youve thought things through before initiating changes. Give them a plan to deal with problem when they occur
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Compliance
Opportunities to demonstrate their expertise Plenty of details Enough time to prepare for meetings properly especially if they have an item on the agenda to present Situations where their systematic approach will contribute to long term success
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End of Material
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