| Coaching
Conversations enhances performance through:
Increasing
the capacity of both the coach and coachee to analyze performance
and identify how to attain peak performance. The coach learns
a coaching protocol to apply to performance management conversations.
Developing
self-awareness of your coaching style. Coaches are as different
in style as the people they coach. We help coaches understand their
own coaching preferences and how to tailor them to meet the individual
needs of their coachees.
Determining
how much time it really takes to do on-going coaching of employees.
It is common for people to say they understand the value of coaching
but they just don’t have enough time to devote to it. We examine
people’s schedules, time demands, and the cost/benefit ratio
of coaching input to performance results.
Practicing
how to coach for maximum results without turning off the coachee.
The workshop is a safe laboratory for practice. Participants will
use both generic and work specific simulations as the basis to practice
what to say and how to say it to move performance to its highest
level.
The
objectives for Coaching Conversations are:
- Increase
confidence to coach others who depend upon your ability to help
them develop as employees and professionals
- Learn a protocol
to apply during performance management conversations
- Gain self-awareness
about individual coaching styles and their impact on others
- Carve out
sufficient and meaningful coaching time
Manager
as Coach
- Managers
are always looking for good ways to help their employees be more
productive, fulfilled and motivated.
- Achieving
sustainable positive change in human behavior is extremely challenging,
and incredibly rewarding when it happens.
- Learning
is a process that takes time, reinforcement and persistence and
requires a manager who has a vested interest in the development
of direct reports.
Manager
as Coach enhances performance through:
Context
setting: Managers analyze developmental needs of employees
in the organization in which they operate.
Developing
Observation Skills: Participants
will use the C.L.U.E.S. model from COACHING CLUES: Real Stories,
Powerful Solutions, Practical Tools
- Characteristics:
Personal traits, preferences and behavioral themes
- Language:
the implications of verbal, written and body language
- Underlying
motives: Drivers that influence motivation, direction, choices
and action
- Energy:
Factors that drain, nurture, or enliven
- Stories:
What people talk about and what is said about them
Learning
and applying: Managers will practice applying the CLUES
model to case studies that address:
- the context
in which the employee is operating
- profiles
of the individual
- cultural/diversity
issues
- observable
actions versus hearsay
- balance of
business with personal needs
The
objectives for Manager as Coach are:
- Apply a
model when coaching employees
- Use a systematic
approach to sustain performance-enhancing changes
SuperCoach
- Almost everyone
recalls fondly the coaches in his/her life.
- Performance
coaches employ a set of learned skills.
- Like in any
trade, there are tools for coaching.
- Employees
blossom at the hands of a skilled coach.
- Coaching
skills transcend the workplace.
SuperCoach
enhances performance through:
Learning the fundamentals of good coaching: Coaching is a
subject with history, models, theory and frameworks that provide
the coach with the basics required to guide others through the stages
of professional development.
Experimenting
with various coaching tools: The Supercoach needs a toolbox
loaded with just the right instrumentation to apply under a wide
variety of situations. Coaching is often a problem solving session
in which the coach offers a fresh way to examine an issue.
Differentiating between mentoring and coaching: It is common for
people to interchange the two terms, and it is important to separate
them for role clarity and outcome expectations.
Focusing
mainly on strengths rather than on weaknesses: When a coach
helps to uncover and institutionalize strengths, the employee will
try very hard to maintain those productive behaviors. Consequently,
counter-productive habits fade for lack of energy.
Establishing
a system to track the progress of the coaching relationship:
Everyone wants to follow along as the employee puts into practice
agreed upon goals and strategies. The coach and coachee create a
contract and a plan to systematize the coaching engagement.
The
objectives for SuperCoach are:
Become an educated coach
Gain comfort using a variety of coaching tools
Develop a strength-based manner for working with people
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