The Effective Coach: Introduction to Coaching for Managers

1. The Effective CoachAn introduction to coaching for managers

2. Objectives: • Understand what coaching is and what it isn’t • Consider the benefits of and the barriers to coaching • Identify the key skills and behaviours required to be an effective coach • Agree a process for coaching using the GROW model • Practice using the coaching process and receive feedback

3. What is coaching? • Coaching typically refers to an interaction between two people where one is supporting the other’s personal and/or professional development - helping them to reach their full potential • Coaching is non-directive form of support = focused on helping the coachee to discover answers for themselves NOT telling people what to do! • Coaching in the workplace - typically happens between a manager and an individual they are responsible for

4. What it’s not …. • A sports coach • Training or teaching • Counselling • Mentoring: • Typically happens between a more experienced/knowledgeable colleague and a less experienced colleague outside of the direct report line of the mentee. Mentor can be inside or outside the organisation. • Tends to be a long term relationship with longer term aims. • More informal & agenda set by mentee • Focus on career & personal development

5. Who is a coach? A Coach can be: • A manager who takes a coaching approach with his/her direct report in certain situations • An employee of the organisation who coaches staff whom they do not supervise (for example, some HR staff are trained as internal coaches) • A peer / colleague / fellow employee • Someone hired from outside the organisation to work with managers and staff

6. Characteristics of a coaching relationship • Involves asking questions, listening, reflecting – rather than directing, showing, telling, or teaching.  • Helps the individual to solve their problem for themselves. • Not just about talking – leads to action, and hopefully, to greater effectiveness. • Based on trust and respect

7. Coaching: some benefits Coach Coachee • development of specific areas of knowledge • gain new insights, perspectives and understanding • reflect on own practice and explore better/different ways of doing things • develop new networks and contacts • access to new resources and sources of knowledge • greater clarity on professional goals • Others….

8. Barriers to coaching

9. Key skills of a coach • Build rapport • Question • Listen • Give effective feedback • Constructively challenge • Hold to account • See different perspectives • Encourage and support • Use intuition • Keep the focus on the coachee

10. Communication skills in action • Insert – SRD middle of meeting film

11. Key Skills: Building Rapport

12. Open Questions Open questions that encourage reflection, clarity and action: • Anticipation – What would you like it to look like? • Assessment - How does it look to you? • Clarification – What do you want? What is the part that is not yet clear? • Elaboration - Can you tell me more? What other ideas/thoughts/feelings do you have about it? • Evaluation– What do you think this means? What is the opportunity/challenge here? • Example– Can you give me an example? • Exploration- What are your other options? What other angles are there? • For Instance -If you could do it over again, what would you do differently? • History - What caused it? What led up to it?

13. 3 Level Questioning

14. Really listening

15. GROW Model What do you want? What will you do? What’s happening now? What could you do?

16. GROW model in practice https://www.youtube.com/watch?v=6f3X2PEsV-Q

17. Practice coaching

18. Personal reflection and action planning What will you …. • Startto do more of? • Stop doing (or do less of)? • Continue to do? • Think it, ink it, do it, review it