Counselling

 Counselling - process of change

 Change - in feelings, behavior, beliefs
 Involves counsellor, counsellee &
environment
 Done formally & directly / informally &
indirectly
 It is done consciously by counsellor
 Counsellor - boss/personnel manager
/colleague
 Counselling skill - has methods &
techniques
Plan for the counselling
session: WASP
W - Welcome
A - Acquire information
S - Supply information
P- Part
Skillful planning of interview ensures
that
counselling process is completed
within
allotted time
Performance Counselling
To help person find solution to
problem by :
 Listening
 Problem presentation
 Finding the problem
 Recognize & Administer feelings
 Criticize, if required
 Solve
Performance Counselling
(contd.)
Performance Counselling
 Regular cause where there are no
problems
 If problem - use other methods /
management instrument
 Critically – one asks for help on
one’s own initiative –motivation
thus high
Performance Counselling
(contd.)

Is not –
 correcting
 finishing off
 criticizing
 negative feedback
Objectives of Counselling
To
 Realize potential
 Understand his strengths &
weaknesses
 Acquire insight & analyse behavior
 Better understanding of the envi.
 Increase personal & inter-personal
effectiveness
Objectives of Counselling
(contd.)
To
 Encourage - to set goals for improv.
 Encourage - generate alternatives
 Provide empathic atmosphere
 Develop plans for future
improvement
 Review in a non-threatening way his
progress
Purpose of Performance
Counselling Session
To
 Help counsellee let off steam
 Help him to see himself / his problem
more clearly
 Support him to find his own solutions
and
 Make his own decisions
 Demonstrate interest & genuine
concern.
Questions
 Ask – short, open, probing, single
 Don’t ask – closed, hypothetical,
multiple, over elaborate
 Be objective, sensitive, specific
 Encourage – data confrontation
 Be open – but mask profile –
discuss issues
Discussion Process
Start
 Identify purpose and benefits of
discussion 
Explain
 Establish facts and viewpoints 
Consider
 Mutually explore implications,
possible solutions or
conclusions
 Ask for ideas / give reaction
 Give ideas / ask for reaction
Discussion Process
(contd.)

Decide
 Agree on actions/decisions
Close
 Summarize and plan Follow-up
Use during discussions on:
 Mutually establishing goals
 Coaching
 Appraising results
Conditions for Effective
Counselling
 Climate of openness & Mutuality
 Helpful & empathic attitude of Management
 Sense of Uninhibited participation by
subordinates in Performance Review Process
 Dialogic relationship in goal setting &
performance review
 Focus on work-oriented behavior
 Focus on work-related problems & difficulties
 Avoidance of discussion of salary & other
rewards
A Model of Counselling
Counsellor’s Attitudes: Respect, Genuineness,
Concreteness,
Empathy, Self-disclosure, Confrontation
 
Preparatory Stage Central Stages
 
Counsellor’s Skills: Attending Responding Personalizing
Initiating

Counsellee’s
Learning Process Get involved Self-exploration Self-understanding
Action
Process of Counselling
Helping
 Empathy
 Development
 Mutuality
Influencing
 Identification
 Autonomy
 Positive Reinforcement
Communication
 Feedback
 Listening
 Responding
Rapport Building
 Attend
 Rituals
 Conversation on personal matters
 Discussion of behavior from the start
 Listen to feelings / concerns / problems
 Physical attention (posture)
 Eye contact
 Response – verbal , non-verbal
 Keep out interruptions
 Attend to distractions
Rapport Building
(contd.)

 Acceptance - empathy
 Communication of feelings /
concerns
 Paraphrasing feelings
 Sharing own experiences
 Lack of response / Passive
listening
Exploration
1. Exploring
 Monitoring or paraphrasing
 Open questions
 Encouragement to explore
 Criticising / avoiding / hedging
2. Problem Identification
 Questions to explore problems
 Encourage to generate information
 Identify problem
 Suggestions of problem 
Exploration
(contd.)
3. Diagnosis
 Exploratory questions
 Generate possible causes
 Suggest cause
Action Planning
 Searching
 Questions to possible solutions
 Generate alternative solutions
 Advising

 Decision making
 Questions of feasibility, pros &
cons
 Discussion of solution / action /
contingency plan
 Directing / making a fixed plan
Action Planning
(contd.)
 Supporting
 Identify help needed
 Mentor
 Contract on help
 Promise general help
Counsellor Responses - Effective
& Helpful
 Empathetic
 Leveling
 Rapport building
 Identify feelings
 Supportive
 Recognizing
 Communicating ability
 Committing support
& Helpful

 Trusting
(contd.)
 Exploring
 Questions
 Reflecting
 Sharing
 Probing
 Closing
 Summarizing
 Concluding
 Contracting for follow-up
Feedback
 Descriptive & not evaluative
 Focus on behavior of person & not
person himself
 Data base & specific & not
impressionistic
 Suggestive & not prescriptive
 Continuous
 Mostly personal, give data from
one’s own experience
Feedback
(contd.)
 Need base & solicited
 Intended to help
 Focused on modifiable behavior
 Satisfied needs of both feedback
given & one who receives
feedback
 Checked & verified
 Well timed
 Contributes to mutuality &
building up relationship
Effective Feedback
Focuses on
 Beh. that can be changed / have
most impact
 Strengths – development needs,
preferences (-)
Review & Coaching
 Mid- term review of goals
 Coaches available for help
 Goals are not static – change
with business needs
 People Manager (Immediate
supervisor) – nearest coach
 Constant Feedback
What is Coaching ?
Coaching is a process of equipping
people
 with tools, knowledge & opportunities
they need
 to develop themselves & become more
effective

 Coaches don’t develop people

 They equip people to develop
themselves
 Coach is a catalyst for development.
What is Coaching?
 Designed to support managers’ growth
 Challenge, encourage & motivate -
achieve goals
 Treats them as experts
 Encourage – to develop better, quicker
& smarter
 Involves – achieving, guiding,
supporting
 Learner – centered process
The Coach’s Personal
Payback
Besides personal satisfaction & pride, a
coach can :
 Become a magnet for talent.
 Cultivate reputation of one who helps
people learn & grow.
 Sustain a network of support.
 Build allies in organisation.
 Build a stronger team
 Bask in glow of their success.
Essential Qualities of a
Coach
 Technical expert
 Patient
 Good Listener
 Knowledgeable
 Experienced
 Credible
 Authority
Three Coaching Frontiers
 Working one-on-one
 Guiding people to learn for
themselves
 Offer first-hand feedback
 Challenge people to take
appropriate risks
 Encourage them when they face
setbacks &
barriers
 Guiding people to learn for
themselves
 Teach them how to extract right
lessons from
Three Coaching
Frontiers (contd.)

 Orchestrating resources & learning

opportunities
 Foster an environment that
supports intelligent
risks
 Find people who can teach or
mentor them
 Breakdown barriers that inhibit
continuous
learning
Common Misconceptions About
Coaching

 Coaching takes a lot of time.

 Coaches leverage a variety of
techniques.
 Coaching is for fixing problem
behaviors
 Real goals are to cultivate
people’s capabilities & tap their
true potential
 Coaching means giving feedback
Common Misconceptions About
Coaching
(contd.)

 Coaching is same as mentoring

 Mentors typically share personal
insights & lessons.
 Coaching is just a fad.
 - Coaching is a perennially
powerful leadership tool.
Coaching
 A cycle of activities focuses – whole/
part of person’s job
 Result of a performance review.

Stages:
 Agreeing aims should be
 Detailed to identify for
improvement.
 Measurable & completed on specific
 Dates
Coaching (contd.)

 Awareness
 Clearer understanding of what
they are doing.
 Making assumptions - deflects
attention
 Clarity – an important aspect
 Recognize ‘performance gap’ -
identify missing ingredients
Coaching (contd.)

 Analysis
 Discuss & evaluate s improvement
options
 Two-way interaction - coach &
performer
 Both of them learn from
experience
 Not finding fault / focusing on
errors
Coaching (contd.)

 Action
 Opportunity to learn than test
of ability.
 Taking action is the essence of
performance
Coaching (contd.)

 Assessment
 Helps performers to improve
 Positive encouragement - honest &
giving non-critical feedback
 Review mechanism
­ Achievement of success
­ Learning experience
­ Further opportunities for
improvement.
­ Reflection of one’s learning &
development.
 The Coaching Process
Process Stage Questions asked leading to Information gained
Agreeing aims What are we trying to achieve? Clear objectives
When are we going to do it? Agreed dates
How will we know we’ve succeeded? Measurement
Awareness What is happening now? Clear picture of current
What have you done so far? actions
What are the consequences? Effect of current action
What do we want to be different? Gap between where we
are and
where we want to be
Analysis What can we change? Identify possibilities
What are the options? Broaden vision
How can we change it? Seek solutions
What are the risks? Evaluate choices
What are the barriers? Obstacles to overcome
Action What are we going to do? Clear action steps
Who is going to do what? Agree responsibilities
When are we going to do it? Agree milestones
What do we need to help us? Determine support
NOW DO IT
Assessment What actually happened? Clarify outcomes
Was this what we wanted? Evaluate degrees of
What have we learned? success
How can we improve? Discoveries made
Establish further
potential
Essential Qualities of a
Coach
 Technical expert
 Patient
 Good Listener
 Knowledgeable
 Experienced
 Credible
 Authority
Thank You