Coaching For Excellence Managers Seminar

Today’s Administration
• 07:30 to 09:00 • 09:15 to 10:45 • 11:00 to 12:00 • 12:00 to 13:00 • 13:00 to 14:00 • 1400 Workshop Session One Workshop Session Two Workshop Session Three Prayer break and lunch Wrap up

One on One consulting If requested

Our Objectives Today
• Increase your knowledge of coaching – what it is and what it is not • Provide you with information that will allow you to return to your workplace and select suitable participants for the three day coaching courses • Share knowledge and experience as to where you think the issues will arise with Coaching for Excellence • Discuss your role as Managers in this process

Overall QP Coaching Objectives
• Formalise the good work/coaching already being achieved by Managers • Provide a coaching foundation for line staff • Share knowledge and experience through coaching in a diverse work environment. • Use coaching to improve workplace performance and operational effectiveness. • Develop a group of coaches with practical skills and knowledge who can use their coaching skills across QP in various situations. • Provide ongoing management of the coaches through validation and certification.

Ice Breaker
In your table groups, discuss how you define coaching.

‘Assisting people to solve their own issues without telling them the answer’. • Can have group coaching, • Individual coaching, and/or • Simply using coaching skills.

Understanding Coaching Terms
• Advising – your opinion based on what you know • Instructing – telling people what to do • Counseling – assisting people to solve their own problems • Coaching – usually short term and skills based coaching to assist people or teams to solve their own issues. • Mentoring – usually long term relationship on higher level issues such as career. Often combines advising, counseling and coaching skills.

Coaching - What it is and is not

Coaching Is not:

O O

Instructing or telling people in what to do…although this may be necessary on some occasions. Simply asking questions in an unplanned way.

Is This Coaching?
Abdullah: What is troubling you? Arief: I am having difficulty in deciding which staff members to recommend for promotion. Abdullah: What will you base your decision on? Arief: I think their time in QP, their technical experience and potential for further promotion are important. Abdullah: How will you measure each of those areas?

Arief: I can go and see HR and look at their performance management reports and their personnel files. Then I can talk to their immediate supervisor. Abdullah: Great, when do you intend to do that? Arief: I have some time this afternoon.

Who Benefits?
Who benefits from coaching and how? • • • • The individual/coachee? The coach? The organisation? You as QP Managers?

Levels Of Competence Transcended by the person being coached
Unconsciously Competent Consciously Competent Consciously Incompetent You do the right thing without consciously thinking

You know what to do, consciously think about it…. then do it

You know the right way but don’t always do it

Unconsciously Incompetent

You don’t know what you don’t know

Coaching may be encountered In any or all of these stages.

Characteristics of a Good Coach
It is more than just having the knowledge…it is about how you pass it on

• • • • • • • •

Lets go, rather than being in strict control Draws the solution out of the participant through open questions Shares knowledge rather than retaining it Is open to other ideas, concepts, solutions Encourage the involvement of others Stretch people to go beyond their current performance level Is in a partnership F x 3 (firm, fair and factual).

Skills of a Successful Coach
• • • • • • • Excellent inter-personal skills – questioning and listening, speaking and structure Rapidly develops trust and is culturally sensitive Can apply pressure and raise tension under control Is a good observer who can see and hear what is really happening Has a desire to help people develop Can think on their feet Has imagination and an open mind and can help others use theirs.
Can you think of anyone who fits this description?

Other Personal Qualities of Coaches
Other qualities: • Confidence • Knowledge and experience • Empathy • Patience Positive Energy Can accept the reality Obtain rewards from participant’s success. • A sense of humor • • • •

Is This Coaching?
Abdullah: How did you think that meeting went? Hamad: It was OK, I suppose. Abdullah: You don’t seem so sure? the Hamad: I think I could have handled some of situations better.

Abdullah: In what way? firmer Hamad: Maybe I could have been a little with some of the participants.

Some Major Inappropriate Coaching Practices
• • • • • Coach makes decisions on participant’s behalf Becoming totally dependant on someone Using the coaching relationship to by-pass participant’s supervisor A coach that expects favors Breaching confidentiality

‘When is it not appropriate to coach?’

What do people looking for in their coach?
• Someone they can trust • A person that has appropriate skill, characteristics and experience • The person to be coached will often ask themself: – What is the coach’s professional background and experience? – What is the level of comfort and trust I have with this person? – How much time will this take. Is it worth my time? – Values and ethics of the coach?

Coaching Roles – The Manager
The Manager’s roles: • • • • • Ensure that the coaches are competent and remain so Recognise the need for coaching in others (opportunity) Monitor results in coaching – ? Is a coaching role model Promote and monitor coaching in QP as a standard management tool. ‘What do you see as your greatest
challenges in achieving your roles? What about your workplace culture?’

Coaching Roles – The Coach
The Coach’s role: • • • • • • • Improves performance of others Committed, engaged, safe! Does not always impose limits Is a role model Is patient Stands back and lets others take the credit Continues to learn from situations and other people.
What do you think are the greatest challenges facing QP coaches?

Coaching Roles – The Coachee
The Participant’s role: • • • • • • Ask for and accept help! Engage Keep an open mind Takes notes and reflects on results Take action as a result of coaching ?

What are the greatest challenges facing the QP coachee? Learning style?

Is This Coaching?
Hussam: I do not know how to produce the report for Noman

Ahmed: It is easy, cover the headings I will give you and keep it to about 10 pages. Hussam: Hussam: OK. I will do that. I do not know how to produce the report for Noman Ahmed: . ……………..
_________________________________________________________________________

Is It About Learning Style Or Personality Type?
Activist

Pragmatist

Coach

Reflector

Theorist

Myers-Briggs®

SMART Model
All coaching concludes with an agreed action plan!

S M A R T

– – – – –

Specific Measurable Achievable Realistic Time Based

For example: By Thursday 31 January 2008 at 2 pm, I will have written the report requested by Abdullah highlighting the concerns we have with the new shift system. The report will cover the issues we see as well as options to address them.

Coaching Model - GROW
GOAL
Agree topic for discussion Agree specific objective of session Set long-term aim if appropriate

REALITY
Invite self-assessment Offer specific examples of feedback Avoid or check assumptions Discard irrelevant history

WRAP-UP
Commit to action Identify possible obstacles Make steps specific and define timing Agree support

OPTIONS
Cover the full range of options Invite suggestions from the coachee Offer suggestions carefully Ensure choices are made
p. 14

Coaching using the GROW
Coaching topics: • What do you need to do to get control of your time?
Or,


Or,

How can we make your job easier? What are you greatest challenges at the moment? How do you get more time for planning?


Or,

Coaching Model - GROW
GOAL
Agree topic for discussion Agree specific objective of session Set long-term aim if appropriate

REALITY
Invite self-assessment Offer specific examples of feedback Avoid or check assumptions Discard irrelevant history

WRAP-UP
Commit to action Identify possible obstacles Make steps specific and define timing Agree support

OPTIONS
Cover the full range of options Invite suggestions from the coachee Offer suggestions carefully Ensure choices are made
p. 14

Measurement of Coaching Effectiveness?
‘As part of the management team, how will you know if your coaches are delivering good quality coaching and your workforce capability is improving?’

What are Some of the Pitfalls of Coaching?
• The environment • Wrong coach for the participant • Insufficient time • Assumptions • Lack of belief in the participant.

“What do you see as the coaching related issues facing you and how do you suggest we overcome them?”

• • • • •

Selecting the right coaches? Rewarding the coaches? Monitoring the performance of the coaches? Measuring performance pre and post-coaching Ongoing development of the coaches ‘people skills’?

Coaching Course Outline
• Communication skills – listening, speaking, questioning • Coaching models • Planning, conducting and following up a coaching session • Measuring improvement • Annual recertification process • Ethics of coaching • Practice, practice, practice.

The Certification Process
• Currently under development • Initial certification through training and an agreed amount of coaching per year • Monitoring of ongoing coaching performance is required • Annual recertification and probably Level 2 coaching • Procedures and processes to be produced. ‘What are your thoughts on the certification process?’

Selecting your coaches
‘With all of what we have discussed today, how will you return to the workplace and select your coaches for the coaching workshops?’

Conclusion
• Coaching – it is about trust, communication, confidence and skills in selected areas of expertise • Is your workplace culture ready…or are their changes required? • It will be a challenge and will need plenty of support from all levels of management • There are ethical considerations • We need to select the right people to train as coaches • Your support for Coaching is a key success factor. What are your key learning points from today’s seminar?

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