Importance of Coaching in Building Leaders at Work

Personal Reflection… 1. What would be the impact of losing these high performers? 3. What do you think is your role as a leader? . What is your assumption? Are they more likely to leave than some of the average or low performers? (Best swimmers jump ship first?) 4. Identify your top performers and their contributions to the organisation 2.

5. 3. Mindset of an owner vs a hired hand . Resilience 8.Coaching as a tool to build leaders… 1. Giving new meaning to work Engaged and committed employees Higher productivity Stronger culture Strengthened bonds between supervisor and employee 6. Healthier individuals 7. 2. 4. Heightened creativity 9. Increased risk taking and exploring 10.

How managers build strong relationships 1. Warmth 3. Flexibility 4. Desire to connect (in a marriage. Use effective leadership practices 6. Improve problem-solving skills 7. Creating feedback mechanisms 5. Social sensitivity . the person who cares the least controls it…) 2.

3. 2.Use effective leadership practices 1. 4. Generates trust Builds relationships Encourages collaboration Personally supports the development of others .

Me 2. It’s always darkest 3. Love all. A penny saved is . Bug is close 3. trust 1. Strike while the 2. Daylight saving time before 4. Never underestimate 4.Seeing Another Point of View • Starter Phrase Children’s responses 1. Termites the power of 5. Not much 5.

Are there unintended rewards for not performing? 3.Why isn’t the person performing? 1. Is the desired performance punishing? 2. Are there any rewards for taking on complex tasks? 4. Is the person unclear about precisely what is expected? 5. Is the person unsure about how to perform the necessary tasks? .

Is the individual not capable? Do not confuse competence issues with a lack of motivation . Is there a lack of clarity about the reasons for a job assignment? 7. Do serious obstacles stand in the way? 8.Why isn’t the person performing? 6. Is the person not properly motivated to do the task at hand? 9.

A leader’s experience through the Stages of Change… • Precontemplation – thought process begins with feedback from subordinates • Contemplation .r.t given feedback • Preparation – training/ support in learning to deal with conflict and experimenting with leading tem effectively • Action – the journey of making new behaviours into habits • Maintenance – after repeat use. the new leader style sticks… .ends in a decision to change/ nor change behaviour w.

If you have a magic wand.Question Treasure Trove 1. What would the ideal state look like? 2. what would you like to see happen here? 3. If you were the CEO for a day. what would you like to implement? 4. given these circumstances? 5. What would you realistically like to make happen. What would you try if you knew that you could not fail? .

What would be some stretch targets to shoot for? . What are some of the goals you would like to aim for? 10. What would a best-case scenario look like? 7. What would you attempt if you had all the support and the resources that you needed? 8. How would you like to see yourself behaving in this ideal situation? 9.Question Treasure Trove… 6.

What else might work? 14. Which options will get you closest to your goal in the time frame you would like to target? 15. What strategies can help you realise your desired vision? 12. What are some other alternate paths to get there? 13. What might go wrong? What is the worst-case scenario? .11.

to peers/superiors .Barriers to providing Redirecting (Developmental) feedback • It takes too much time • Do not have a good relationship with the individual • He/she will be defensive/ deny the feedback • He/she will become emotional and perhaps even cry • I need to gather more specific evidence to talk • I am afraid of personal repercussions.

Why bother? .Barriers to providing Redirecting (Developmental) feedback… • I avoid conflict or conversations that cause tension • Providing feedback will have a negative impact on my relationship with the person • Providing feedback will have a negative impact on the person’s work in office • The person will not change.

Barriers to providing Reinforcing (positive) feedback… • I already provide enough positive feedback • The person is improving. but not yet reached the target / goal • He/she is just doing his/her job – nothing above and beyond what is expected • That is what the paycheck is for • The person will expect a raise at the end of the year • He/she will get an inflated ego and stop working as hard .

d. e. Communicates effectively . d. Builds a strong relationship a. c. Personally supports the development of others Generates trust Builds relationships Encourages collaboration Listens actively Asks powerful questions Values diversity Provides feedback Welcomes feedback 2. a. b.Coaching competencies… 1. c. b.

Provides follow-up and accountability . Facilitates Action and Results a.Coaching competencies… 3. Provides ongoing support a. Inspires others to change c. Helps others to set goals and performance expectations b. Gives recognition b. Fosters innovations 4.

• This conversation was a good use of our time • The purpose and outcomes of this discussion were clarified early in our conversation • The general process and flow of this conversation worked well to meet our goals • I felt that you listened to me and understood my points of view • I am leaving with some specific action steps to pursue .Feedback form low 1 2 3 4 5 high • This conversation focused on the issues that are most important to me.

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