Coaching and Motivating

1. Coaching and Motivating • Presented by: Geri Rivers • Gericho HR • www.gerichohr.com

2. Description of Session • Awareness and strategies to improve coaching skills. • Reinforce coaching skills to help others reach peak performance • Enhance coaching confidence 2

3. Why improve coaching skills? • Most effective way to develop others • Improves positive recognition and feedback, increase motivation and initiative. • Coaches are influencers. Bring out the best in others. • Builds your reputation as a people developer. • Workforce requires flexibility. 3

4. Coaching, Counseling, Training-Which is which ? • Training: Structured process to provide knowledge and teach skills . • Counseling: Problem solving directed at specific issues affecting performance. • Coaching: An on going process. Enables learning and development. 4

5. Advantages of Coaching • Future focused • Effective change management • Clear direction of future wants and needs • Ways to achieving goals 5

6. YOU • Focus is on YOU!! • Tools and skills that will help you TODAY!! 6

7. About Motivating • Motivating and coaching go hand in hand • Motivated Employees Make Your Job Easier 7

8. Motivating • You cannot motivate anyone; • You can only create an environment that encourages and promotes the employees’ self-motivation. • Motivation is getting people to do what you want them to do because THEY WANT to do it. 8

9. What? • What kind of behavior do you want the staff to demonstrate? • What do you want the employee to do differently ? • You must be clear about your objectives and expectations. 9

10. YOU the Motivator • YOU are the most critical component. Your actions set the tone, trend and tempo of the process. 10

11. Can you motivate someone? • NO! • Motivation comes from within the individual to prompt him to an action. • People are motivated by their unmet needs. • These needs differ from person to person 11

12. Motivation is • directly related to the morale of the employees; • attitude of the staff toward their work, department, environment, management and organization as a whole. 12

13. Exercise-Assessing Your Approach • Puzzled by an employee’s apparent lack of motivation? • Accept the fact that what motivates you may or may not motivate others. 13

14. If managers misinterpret what is important to their subordinates, they will choose methods of motivation that are entirely off base. 14

15. What motivates yousubordinates? • Talk to your staff and really listen to them… 15

16. Ask yourself • Am I a good coach?? • What is MY coaching style? 16

17. Coaching Style • Effective coaches allow the employee to identify their own areas for improvement and develop their strategy to achieve it. 17

18. Coaching Style • Employees are likely to be more motivated when they have the opportunity: • To build confidence • To have real responsibility and choice • To experience a sense of making a real contribution and • To be valued and appreciated. 18

19. Ground Rules • Confidentiality • Timekeeping • Respect • Honest Exchange • Non judgmental 19

20. Structure-Coaching Session • Simple guide for what to cover in a coaching session: Involve the employee in the process. 20

21. Coaching Session-Covers • Where are you (manager,employee) now?? • What are the issues/areas for development from where you are now? • Why are you were you are now? What have you done/not done? • Where do you want to be? • What you want or need in order to achieve this? • What are you going to do about it? 21

22. Change/Resistance to Change • Coaching is about change. • Change can be a huge stressor. • Change may include fear of failure and leads to resistance. 22

23. YOU the coach, can • Coach to make change the norm. • Challenge our comfort zone. • Free from of the fear of failure. 23

24. Learning Styles • One size does not fit all! • To be effective the manager/coach needs approaches to suit each individual 24

25. Stages of Learning • Unconscious incompetence: Don’t know what you don’t know or cannot do. • Conscious incompetence: Aware of what you cannot do or do not know. • Conscious competence: You know what you can do or think about it when doing it. • Unconscious competence: You don’t think about it, just do it. 25

26. Conscious Perception-NLP • Conscious perception is about finding new ways of looking at an issue or goal • Extend the employee’s choice of solutions. 26

27. First Position • This is the position the employee is in themselves. • Their life is about them. 27

28. 2nd Position • Is standing in someone else’s shoes. • Trying to imagine how they feel about a situation or how it looks from their point of view. 28

29. 3rd position • A fly on the wall. • Encourage to look at the situation from a distance, as if they were looking at it like a movie. 29

30. Conscious Perception • Studying a problem • from three different angles opens up the persons mind to many possibilities. 30

31. A powerful tool to use when promoting change. • Use for past or future situations-how things could have been done differently and what solutions would apply now. 31

32. Building Rapport • Without rapport it is unlikely progress will be made. • 7% of a listeners attention is on what the person is saying, 38% on how they are saying it. • 55% of the listeners attention is on body language. 32

33. Be aware of Physiology • Posture: gestures, facial expressions • Voice: Tone, Tempo, Rhythm, Volume • Language: Content, organization of words, sensory language. 33

34. Body Language • A person’s body language tells its own story. • Observe changes in body language to indicate how a person is feeling. • What is your body language saying?? 34

35. If you want to know what the other person is thinking or feeling it is best to ask. 35

36. Listening and Questioning • Good listening and questioning are essential to being a good coach. • Open ended questions are effective when you want to get information 36

37. Open questions start with • What • Where • When • How • Who 37

38. Closed ended questions • Use when you want to gain commitment. Start with • Do • Is • Have • Can • If 38

39. Exercise #4-Questioning 39

40. Handout #1. Questioning 40

41. Active Listening • Listen attentively. • Don’t let your mind wander. • Don’t be concerned about your next question or what is on your mind. • Listening to the answer to your questions is far more important and revealing than speaking yourself. 41

42. Goal Setting Criteria✔ • Encourage employees to set their own goals. • Let them participate actively in the goal-setting process. • Personal goal-setting results in a commitment to goal accomplishment. 42

43. Summarizing + −×÷= • Shortened, concise version of an original conversation or the beginning of your conversation. • Does not include all the details • Reviews what was discussed and recalls the key issues. • Include words that the employee used, rephrase or re prioritize 43

44. Advantages of Summarizing • To clarify • Demonstrate you have been listening • To build and maintain rapport • To give the employee an opportunity to change, add or correct • Redirect the conversation back to the key issue • To look at the situation differently 44

45. To break a pattern of behavior • To take control of the conversation and conclude • To help the employee get back on track if they lose their train of thought 45

46. Handout #2-Summarizing 46

47. Feedback • Providing useful information • A positive and constructive way so that the person can use that information to improve their behavior or skills and • feel GOOD about what they have heard. 47

48. Effective Feedback • Feedback focuses on the positive side of the issue as well as the negative things to improve. • Feedback is informational, constructive and motivational. 48

49. Tool • Ask for the personal view of progress first before providing your opinion/feedback. • The individual then takes ownership of their comments rather than just being given information by you. • If I have an idea, I tend to take it more seriously than being given an idea by someone else especially my manager. • “manager’s feedback gives you compliance”, “self feedback give you commitment”. 49

50. Focus on areas for development (problems) alongside areas of success. • Proportion 80% positive - 20% development • Skillful feedback leaves the person feeling motivated to change, grow. 50