Post on 15-Jun-2015
Coaching for Performance
EI4Change
Definition of coaching
Coaching
“The process of empowering others.” Whitmore, 1997
“Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.”
Whitmore, 2002
“Coaching helps individuals access what they already know. They may never have asked themselves the questions but they have the answers. A coach assists, supports and encourages individuals to find these answers.”
Zeus and Skiffington, 2002
“I give you focus and somehow my mere presence moves you to action.”
Lowe (undated) a coaching Haiku
Definition of coaching
Coaching
The Power of the Coaching Process
“I never cease to be amazed at the power of the coaching process to draw out the skills or talents that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought insolvable.”
John Russell, MD Harley-Davidson
Underlying belief within coaching
Intent to help
The underlying belief in coaching is that the coachee has within them the ability, competence and knowledge that will enable them to effect changes that will result in improvement.
The role of the coach is to draw these out and gain commitment to action.
Within organisations benefits are seen in financial performance retention development of executives in communications
99% of executives who have been coached believe that coaching delivers tangible benefits92% saw an increase in the
bottom line
Benefits of coaching
Impact of coaching
Develop managers and leaders
Support change Develop talent Improve
performance Improve skills
Problem solving Motivate and
inspire Manage conflict Manage time and
stress Improve
communication
When to use coaching
What are the sorts of situations in which you might use a coaching approach?
Who should generate the coaching discussion?
Think back over the last month - were there any situations you could have turned into a coaching opportunity?
When to coach?
Management development
Improving performance
Problem solving
Realising potential
Managing conflict
Team development
Could be formal (planned) or informal (at the vending machine)
Core coaching skills
Coaching is characterised by:
Creating rapport
Deep listening
Effective questioning
Insightful feedback and enabling learning
Intense focus on process and results
Levels of listening
Cosmetic listening
Conversational listening
Active listening
Deep listening
Questioning skills
?
Questions and the coaching process must not get in the way of building rapport and empathising with the individual.
It is better to retain a curious concern than find the killer question.
Questioning skills
Open ended probes
Neutral probes
Brief assertions
Pause
Reflective probes
Summary statements
Leading questions
Close ended probes
?
Questioning skills
?
Are your questions relatively simple (but detailed enough to avoid ambiguity)?
Do they build sequentially from the previous question to keep the whole sequence connected and follow the coaching framework?
Do they have clarity of purpose and intention?
Push and Pull Model
Listening to understand Reflecting Paraphrasing araphrasing Summarising Asking questions that raise awareness Making suggestions Giving feedback Offering guidance Giving advice Instructing
PULLHelping someonesolve their own
problem
PUSHSolving someone’s
problem for them
Non-directive
Directive
(Myles Downey – “Effective Coaching – 2003 – Thomson Texere, New York)
WILLmilestones
actionscommitment
REALITYevidence
awarenessunderstanding
OPTIONSWhat’s possible?
GROW coaching
framework
What do you want?
What is happening now?
What could you do?
What WILL you do?
GOALsituationvision
objective
The coachee explains what they would like to achieve or change
What is wanted as an outcome from this conversation?
Is this realistic - or does the goal need to be separated into bite-size chunks?
What are the time frames for the short and long term goals?
GOALsituationvision
objective
The coachee describes and explores the issue / situation from all angles
Ask questions to open up different aspects of the issue
Identify what’s working well in respect of the issue as well as the barriers and the challenges
Expand the conversation, BEFORE focusing on the detail
REALITYevidence
awarenessunderstanding
The coachee reflects on the options and generates ideas for potential solutions
Resist solving the problem by providing solutions
Encourage the coachee to be creative in considering alternatives and options
Review advantages and disadvantages of each
Keep the questions short and open
Include feeling questions such as: ‘What solution appeals the most?’
OPTIONSWhat’s possible?
The coachee commits to specific actions in a time frame by being asked “What will you do?”
Encourage the coachee to take actions to which they are drawn, feel positive about and motivated to do
Ask questions that will facilitate the coachee to be explicit about the benefits of the action
Ask them to rate their intention, enthusiasm and commitment on a 10-point scale
WILLmilestones
actionscommitment
Key questions for a coachee in a coaching session
What issues would I most value the coach’s support with?
What outcomes do I want, or do I want to avoid?
What can I do to make the most of the time together?