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Coaching for Leaders

Everyday Coaching Conversations. Coaching for Leaders. Agenda. Defining Coaching The Benefits of Coaching The Coaching Process Creating a Foundation of Trust The Coach’s Role The IGROW Coaching Model. What is COACHING?.

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Coaching for Leaders

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  1. Everyday Coaching Conversations Coaching for Leaders

  2. Agenda • Defining Coaching • The Benefits of Coaching • The Coaching Process • Creating a Foundation of Trust • The Coach’s Role • The IGROW Coaching Model

  3. What is COACHING?

  4. Coaching is about helping another person reach higher performance by creating a dialogue that leads to awareness and action. Loehr and Emerson, 2008

  5. Formal vs. Informal Coaching Informal Coaching • Part of the leader’s role and can be applied to all employees. • Everyday interactions can create rich ‘coaching moments’. • In the moment, based on a need identified by either the coach or employee. • Often task, skill or behavioural in focus. • Shorter conversations.

  6. Formal Vs. Informal Coaching Formal Coaching • Agreed upon by both parties. • Clear expectations of behaviours and practices. • An ongoing and structured process - includes regularly scheduled coaching meetings. • Can focus on many different goals and growth opportunities. • Often uses data (assessments/performance reviews) to measure progress.

  7. Benefits • Greater Learning; improved skills and improved performance. • Greater engagement • Greater creativity and innovation • Higher retention, increased job satisfaction • More collaboration • Greater delegation • Less stress • Greater accountability

  8. The Coaching Process Build and maintain trust throughout the relationship

  9. “Relationship remains the beginning point of coaching and its foundation...The basic ingredients for the relationship are mutual trust, respect, and freedom of expression... For coaching to work, the relationship must be genuine.” James Flaherty

  10. Trust is built when we: • Achieve results • Follow-through on commitments, live up to expectations, demonstrate skills. • Demonstrate integrity: • Walk the talk: actions and statements are aligned. • Behave consistently across situations. • Information we share reflects what we know. • Show concern for the well-being of others: • Understand the impact of one’s actions on others. • Show a sincere desire to promote the well being of others. • Show confidence in the abilities of others. • Recognize contributions.

  11. The Coaching Process

  12. The Coaching Conversation The purpose of the coaching conversation is to: • Develop a clear picture of where the individual needs/wants to be. • Establish a clear understanding of where the individual is now. • Develop a plan for closing the gap.

  13. The Coach’s Role The coach is not the problem solver. In sports, I had to learn how to teach less, so that more could be learned. The same holds true for a coach in business. Timothy W. Gallwey

  14. The 5 Roles of a Coach • Guide • Investigator • Teacher • Contractor • Partner

  15. I-GROW Coaching Model

  16. Forward Action and Accountability • Check-in regularly. • Keep track of goals and timelines. • Provide feedback.

  17. Commitments to Action

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