Presentation

on
performance coaching & counseling
case
 Barry is new at quality control. He
completed three weeks of training, but he
has already made two major errors that
cost the firm $3000. He's obviously upset
and discouraged over his shaky start. If
you were Barry's supervisor, what would
you do?
coaching
coaching
 Coaching assists employees in getting from where they are
now,  to where they want to be with their performance. 

 coaching - positive, solutions and future focused, and uses

strategies from performance enhancing areas such as
sports and performance psychology.

 Coaching is for anyone who wants to be performing at a

higher level than they currently are. It is about enhancing
and maximizing performance.

 Coaching is about performing at your best through the

individual and private assistance of someone who will
challenge, stimulate and guide you to keep growing.
How does it work?

The 5 Stage Coaching Process

 Identifying Specific Goals and Objectives – what do you

want to achieve?

 Assessing Current Performance Levels  - how are you

performing right now?

 Performance Improvement Plan – identifying areas where

performance can be improved.

 Personal Action Plan – developing specific action steps to

take.

 Execute and Evaluate – ongoing action, evaluation of

progress, coaching, and re-setting of goals as they are
benefits of coaching
 Avoid making mistakes in both your business and personal
life.
 Accomplish more, in less time.
 Minimize problems and enable you to tackle those that
remain.

 Achieve lasting happiness with a better life .

 Climb the ladder in your career or personal development.

 Helps to become more effective and influential.
 Helps to be more attractive to others.
 Rapidly enhanced development of managers and leaders,
decreasing the necessary development time between
 Cont….
 Learned leadership behaviors that result in higher levels
of job satisfaction.
 Increased employee motivation and productivity.
 Decreased attrition and greater retention of managerial
and executive talent.
 Improved ability to appropriately delegate and accomplish
more through others.
 Increased ability to coach and develop direct reports.
 Improved communication and interpersonal relationships.
 Improved morale and motivation among employees.
 Significantly lowered expenses for severance recruitment
and hiring.
Use of coaching:

 Support newly promoted executives

 Fast track high-potential executives to the top

 Accelerate the personal development of key executives

and board members

 Support individuals and teams during organizational

change programmes

 Reward and retain key staff

Coaching skills
 Accountability
 Acknowledgement
 Challenging
 Listening for context
 Preparing for change
 Creative language
 Discovery question
 Informing
 Telling the truth
 Transformation
Seven step coaching model
Assess the current situation
Key coaching behaviors
 Makes informed use of assessment instruments (without
relying solely on those instruments) to gain an
understanding of the client's situation

 Expresses sincere interest in the client's life stories

 Takes time to understand the situation from the client's

perspective

 Listens deeply so that the client is fully engaged and feels

genuinely understood and valued

 Creates a sense of connection and comfort, fostering a

climate of openness and trust

 Observes and registers all verbal and non-verbal

Creative brain storming

Key coaching behaviors 

 Utilizes a variety of tools and techniques to interrupt the

client's habitual patterns, thus breaking the "stuck state"

 Surprises clients with creative, unexpected questions

 Brainstorms a variety of alternatives to the current

situation, probing beyond initial responses to unearth a
broad spectrum of options
Hone goals
Key coaching behaviors

 Encourages precise definition of goals (in positive terms)

 Takes time to develop SMART goals

 Works with the client to develop goal(s) with high

personal meaning and relevance

 Ensures that the goals are, in fact, the client's

 Develops a specific set of measurements with the client

to provide clear evidence of goal achievement
Initiate option generation
Key coaching behaviors

 Exhibits confidence in the process and works with the

client to develop alternative pathways to the desired goal

 Uses a broad spectrum of techniques and questioning

styles to stimulate the client to generate options

 Provides space and time for the client to think creatively

 Ensures that the client  "owns" the options generated

Evaluate option
Key coaching behavior

 Encourages the client to develop personally meaningful

criteria for the evaluation of options, since these criteria
form the basis for option selection

 Probes the client to develop a comprehensive evaluation

of each option

 Ensures that the key options and their evaluation are

fixed in writing for future reference
Valid action plan design
Key coaching behavior

 Creates a detailed action plan with the client

 Works with the client to check the feasibility and

achievability of the plan

 Fixes the action plan in writing

 Ensures the client's commitment to the action plan

Encourage momentum
Key coaching behavior

 Demonstrates continuing interest in the development of

the client

 Organizes regular "check-in/keep-on-track/follow-up"

coaching sessions

 Takes measures throughout the coaching program to

avoid dependency, and knows when to end the
partnership
Coaching core competencies
A. SETTING THE FOUNDATION

1. Meeting ethical guidelines and professional

standards

2. Establishing the coaching agreement

B. CO-CREATING THE RELATIONSHIP

3. Establishing trust and intimacy with the client

 Cont….
C. COMMUNICATING EFFECTIVELY

5. Active listening

6. Powerful questioning

7. Direct communication

D. FACILITATING LEARNING AND RESULTS

8. Creating awareness

9. Designing actions

10. Planning and goal setting

11. Managing progress and accountability

COUNSELLING…….
Human Need

 Many people go for career as counselor.

 Knowing the nature of the societal needs.

 Understanding the nature of responsibilities and

responses.
What do counselors do?
 Individual Assessment

 Individual Counseling

 Group counseling & Guidance

 Career Assessment

 Placement & Follow – up

 Cont…
 Consultation

 Referral

 Research

 Evaluation & Accountability

 Prevention
Types of counseling
 Employment counseling

 Correctional counseling

 Rehabilitation counseling

 Marriage & Family counseling

 Pastoral counseling
Guidance Counselor Model
M.D.

Guidance Other
Management Employees
Counselors

Customers
Counseling Competencies
 Counseling Skills

 Individual & group assessment skills

 Group counseling

 Development & use of Employment – Related

Information

 Computer related skills

 Employment Plan Development, Implementation

& Case Management
 Cont….
 Placement Skills

 Community relationship skills

 Workload management & Intra – Office

relationship skills

 Professional development skills

 Ethical & legal issues

Importance
 Increasing standards for counselor preparation

 Increasing attention to specialty fields

 Increased use of technology

 Increasing focus on empirical results

 Updating the profession’s traditional theories

 Cont…..
 Renewing attention as well as expanding career
counseling parameters

 Increased attention to public communication and

political activity

 Increased attention to program relevancy

 Increased multicultural sensitivity & activity

 Increased globalization of the profession

 Difference between coaching and counseling
Counseling
Broader focus and greater depth
Goal is to help people understand
the root causes of long-standing
performance problems/issues at
work
A short term intervention, but can
last for longer time periods due to
the breadth of issues to be
addressed
Counseling can be used to address
psycho-social as well as
performance issues
The agenda is generally agreed by
the individuals and the counselor
Coaching
Narrow focus
The goal is to improve an
individual’s performance at work
Tends for be a short term
intervention
Coaching does not seek to resolve
any underlying psychological
problems. It assumes a person does
not require a psycho-social
intervention
The agenda is typically set by the
individual, but in agreement/
 Difference between coaching and
mentoring
Mentoring coaching
Ongoing relationship that can last Relationship generally has a short
for a long period of time duration
Can be more informal and Generally more structured in
meetings can take place as and nature and meetings are scheduled
when the mentee needs some on a regular basis
advice, guidance or support
More long-term and takes a Short-term (sometimes time-
broader view of the person bounded) and focused on specific
development areas/issues
Mentor is usually more Coaching is generally not
experienced and qualified than the performed on the basis that the
‘mentee’. coach needs
Focus is on career and personal Focus is generally on
development development/ issues at work
Agenda is set by the mentee The agenda is focused on
achieving specific, immediate
conclusion
 After undergoing this
theoretical part of
coaching and counselling,
Barry’s supervisor decided
to send him for both
coaching and counselling.

 It will help Barry to

develop its performance in
short term as well as in
long term also.