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Understanding the Skills, Principles and Practice of Effective

Coaching and Mentoring

Learning Outcomes

•Understand the purpose of coaching and mentoring within an organisational context.

•Understand the skills, behaviours, attitudes, beliefs and values if an effective coach or mentor.

•Understand the role of contracting and the process to effectively coach or mentor.

•Understand the principles of effective coaching or mentoring in practice and how to evaluate benefits.

Learning

Learning is a process that involves taking in information, understanding it, and then using it to do something you couldn’t do before.

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4 Stages of Learning

•Unconscious Incompetence

•Conscious Incompetence

•Conscious Competence

•Unconscious Competence

The Cycle of Self- Development

Attitude

Practice

Skill

Knowledge

What’s the difference between Coaching, Mentoring, Training

and Counselling?

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Coaching

Coaching is a system of development that allows people to learn by the process of exploration, discussion and hands on experience

Mentoring

•A form of teaching that includes walking alongside the person you are teaching and inviting him/her to learn from your example

•The process in which an experienced colleague is assigned to an inexperienced individual and assists in a training or general support role

Training

•Practical instruction, usually structured and planned.

•Knowledge or skills based.

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Counselling

A form of psychotherapy which helps people address and resolve their problems and work through their feelings

The Difference between a Coach and a Mentor

A COACH HAS SOME GREAT QUESTIONS FOR YOU TO DEVELOP ANSWERS TO.

A MENTOR HAS SOME GREAT ANSWERS FOR YOUR QUESTIONS.

International Coaching Federation survey of 4,000 companies

•Improved individual performance

•Improved client service

•Development of people for the next level

•Management/staff relationship improvement

•Improved retention

•Better communication

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The Coaching Spectrum

Knowledge skills and behaviours of an effective coach

•Knowledge; As a coach you need to know:

•Skills; As a coach you need to be able to:

•Behaviour; As a coach you should:

Performance / Potential Analysis

Potential

Solid

Citizens Stars

Deadwood ?

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Barriers to Coaching

Internal Barriers

• Its nothing new I’ve done it for years • I’m afraid I won’t do it well • I’ll get stuck – I won’t know what question to ask • I won’t get the results I get with my old style • What I did before worked – Why change? • I don’t believe in these new softly, softly approaches • The only thing that motivates people is money • This is a veiled way of threatening them • We only C&M when it goes wrong! • It wont last/ Another fad • I haven't got time for this on top of everything else • It wont last!

ILM Level 5 Certificate in Coaching and Mentoring in Management

External Barriers

• The company culture is against this type of approach • People are cynical of any new approach • They won’t understand what I am doing and won’t trust me • They’ll think its just a new management gimmick • It takes too long – I would rarely have the time to coach • They expect to be told • They want to be told – they don’t want responsibility • They;; think I’ve gone nuts • I’ll lose my authority • I already use a coaching style

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Hilltop Theory

Values

Beliefs

Experience

Values

Beliefs

Experience

The GROW Model

G OAL

R EALITY

O PTIONS

W HAT ...will you do now?

Understanding the Skills, Principles and Practice of Effective

Coaching and Mentoring

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Recap on Last Session

•4 Stages of Learning

•The Cycle of Self Development.

•Difference between Coaching, Mentoring, Training and Counselling.

•The Coaching Spectrum.

•Knowledge, skills and behaviours of an effective Coach.

•Performance / Potential Analysis.

Recap on Last Session

•Barriers to Coaching.

•The 7 Principles of Coaching

•The Benefits of Coaching

•Making a case for Coaching

•Hilltop theory.

•GROW model.

This Session

•Origins of Coaching.

•Effective communication in Coaching.

•Three Levels of Listening.

•A contract for Coaching,

•A coaching approach to performance appraisal.

•Different Coaching Models and their uses.

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The Origins of Coaching

“Tell me and I will forget.

Show me and I may remember.

Involve me and I will understand.”

Confucius 450 BC

The Origins of Coaching

“The unexamined life is not worth living, an individual has to constantly challenge accepted precepts, conventions and beliefs in order to improve.”

Socrates

Some definitions

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Effective Communication in

Coaching

Albert Mehrabian’s Communication Model

Mehrabian suggests that whenever we communicate

•7% of the communication is in the words that are spoken.

•38% of the communication is in the tonality (how the words are said).

•55% of the communication is in the physiology or body language.

Listening

•Most people don’t listen at a deep level.

•We listen mostly to the words.

•Focus is on “what you said”... “what I said”

•We disconnect from the conversation.

•We get caught up in our own feelings.

•We take things personally.

•We listen at a superficial level as we evaluate and judge what the other person is saying.

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3 Levels of Listening

Level 1 – Internal Listening • We listen to the words of the other person, but our

attention is on what it means to us personally.

• The spotlight is on “me” – my thoughts, my judgments, my feelings, my conclusions about myself and others.

• Level 1 informs us about what is happening around us.

3 Levels of Listening

Level 2 – Focussed Listening • Sharp focus on the other person.

• Listen for words, expressions, emotions, how they say things, what they don’t say.

• Listen for smiles or tears in their voice.

• Listen for what makes them come alive or what makes them go flat or withdraw.

3 Levels of Listening

Level 3 – Global Listening • Sometimes described as environmental listening.

• We notice the temperature, the energy level, the lightness or the darkness.

• We learn to use and trust our senses.

• Have the ability to instantly read a room and monitor how it changes in response to what we do.

• Very open and softly focussed, sensitive to subtle stimuli and ready to receive information from all the senses.

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Four Styles Of Giving Feedback

general

positive

negative

insincere or superficial motivational

destructive constructive

specific

Giving Feedback Effectively

•Prioritise your ideas •Concentrate on the behavior not the person •Balance the content •Be specific •Be realistic •Own the feedback •Be timely •Offer continuing support.

Receiving Feedback Effectively

• Listen to the feedback given.

•Be aware of your responses.

•Be open.

•Understand the message.

•Reflect and decide what to do.

•Follow up.

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Emotion Management

Involves understanding the link between your interpretation of an event and your responses to

it.

“People are disturbed not only by things, but by the view they take of them” Epictitus – Greek Philosopher

We can change our interpretation of what we see and we can change our

responses to it.

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Coaching Tools and Models

Coaching Tools and Models

•SWOT analysis

•SMART Objectives

•Skill / Will Matrix

•GROW, GAINS, STEER, STOP models

•Management Competencies Wheel

• Job Performance Wheel

S.W.O.T. Analysis

•Strengths

•Weaknesses

•Opportunities

•Threats

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S.M.A.R.T. OBJECTIVES

•SPECIFIC

•MEASURABLE

•ACHIEVABLE

•RELEVANT

•TIME BOUND

The S.M.A.R.T.E.R Way of Questioning

• Specific What are you trying to achieve? •Measurable How will you measure this? •Achievable How will you achieve it? • Relevant How does it fit with your overall plans? • Time-bound When will you do this? • Evaluate How will you know you are

making progress? • Review How will you learn from your

experience?

Skill / Will Matrix

High will Guide Delegate

Low will Direct Excite

Low skill High skill

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G.A.I.N.S.

•Goals - what are we trying to achieve?

•Assessment - where are we now?

• Ideas - what are your ideas?

•Next steps - what will you do next?

•Support - what support do you need?

STEER

•Spot the opportunities.

•Tailor the coaching to the individual.

•Explain and demonstrate the task.

•Encourage by giving effective feedback.

•Review progress.

P.O.W.E.R. Outcomes

•Positive - what would you rather have?

•Ownership - what will YOU be doing?

•What - specifically?

•Ecology - if you could have it would you take it?

•Real - what will you see, hear, feel?

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S.T.O.P. Tool

•Step back

•Think

•Organise your thoughts

•Proceed

Performance Appraisal

Manager Competencies Wheel

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Job Performance Wheel

Manager Competencies Wheel

Framework for a Coaching Assignment

Personal Coaching

1. Establish the context for Coaching

2. Create understanding and direction

3. Review /Confirm Learning

4, Completion

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Contracting for Coaching / Mentoring

• Initiating the relationship.

•Follow through the coaching/ mentoring relationship.

•Reviewing progress.

•Concluding the relationship.

Coaching – am I the right person?

Being able to recognise quickly when the needs of an individual are beyond what you are able to offer them as a coach.

• Lack of personal knowledge / experience.

• Interpersonal mismatch.

Asking questions

•Open-ended questions.

•What, How, Who, Where, When.

•Descriptor questions.

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Coaching questions

Coaching tips

Using SMART as a Coaching Tool

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Kirkpatrick’s Evaluation Model

1. Reaction of the Learner – what they thought about the learning.

2. Learning – the resulting increase in knowledge or capability.

3. Behaviour – extent of behaviour and capability improvement and implementation / application.

4. Results – the effects on the business or environment resulting from the learner’s performance.

Example Client Information Sheet

The European Mentoring and Coaching Code of Ethics

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How do you create a coaching climate?

• Ensuring that the managers have at least the basic skills of coaching

• Providing opportunities to review good coaching practice

• Recognising and rewarding managers who demonstrate good coaching behaviour and commitment to coaching

• Measuring and providing feedback on the quality, relevance and accessibility of coaching

• Ensuring that top management provides strong, positive role models

• Identifying cultural and systems barriers to developmental behaviours

The Multiple Benefits of Coaching • Improved performance and productivity

• Staff development

• Improved learning

• Improved relationships

• Improved quality of working life for individuals

• More creative ideas

• Better use of people, skills and resources

• Faster and more effective emergency response

• Greater flexibility and adaptability to change

• More motivated staff