QP Coaching for Managers Nov 07v2
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Transcript of QP Coaching for Managers Nov 07v2
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Coaching For Excellence
Managers Seminar
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Todays Administration
07:30 to 09:00 - Workshop Session One
09:15 to 10:45 - Workshop Session Two
11:00 to 12:00 - Workshop Session Three
12:00 to 13:00 - Prayer break and lunch
13:00 to 14:00 - Wrap up
1400 - One on One consultingIf requested
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Our Objectives Today
Increase your knowledge of coaching what it is and what itis not
Provide you with information that will allow you to return toyour workplace and select suitable participants for the threeday coaching courses
Share knowledge and experience as to where you think the
issues will arise with Coaching for Excellence
Discuss your role as Managers in this process
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Overall QP Coaching Objectives
Formalise the good work/coaching already being achieved by Managers
Provide a coaching foundationfor line staff
Share knowledge and experience through coaching in a diverse work
environment.
Use coaching to improve workplace performance and operationaleffectiveness.
Develop a group of coaches with practical skills and knowledgewho can use their coaching skills across QP in various situations.
Provide ongoing management of the coaches through validation and
certification.
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Ice Breaker
In your table groups, discuss how you define coaching.
Assisting people to solve their own issues without tellingthem the answer.
Can have group coaching, Individual coaching, and/or Simply using coaching skills.
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Understanding Coaching Terms
Advising your opinion based on what you know
Instructing telling people what to do
Counseling assisting people to solve their ownproblems
Coaching usually short term and skills based coachingto assist people or teams to solve their own issues.
Mentoring usually long term relationship on higherlevel issues such as career. Often combines advising,
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Coaching Is not:
OInstructing or telling people in what to doalthough thismay be necessary on some occasions.
O Simply asking questions in an unplanned way.
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Is This Coaching?
Abdullah: What is troubling you?
Arief: I am having difficulty in deciding which staffmembers to recommend for promotion.
Abdullah: What will you base your decision on?
Arief: I think their time in QP, their technical experienceand potential for further promotion are important.
Abdullah: How will you measure each of those areas?
Arief: I can go and see HR and look at theirperformance management reports and their
personnel files. Then I can talk to their immediatesupervisor.
Abdullah: Great, when do you intend to do that?
Arief: I have some time this afternoon.
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Who Benefits?
Who benefits from coaching and how?
The individual/coachee?
The coach? The organisation?
You as QP Managers?
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Levels Of Competence Transcended
UnconsciouslyIncompetent
ConsciouslyIncompetent
ConsciouslyCompetent
UnconsciouslyCompetent
You dont know whatyou dont know
You do the right thingwithout consciouslythinking
You know what to do,consciously think about it.
You know the right waybut dont always do it
Coaching may be encounteredIn any or all of these stages.
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Characteristics of a Good CoachIt is more than just having the knowledgeit is about how you pass it on
Lets go, rather than being in strict control
Draws the solution out of the participant through openquestions
Shares knowledge rather than retaining it Is open to other ideas, concepts, solutions
Encourage the involvement of others
Stretch people to go beyond their current performance level
Is in a partnership F x 3 (firm, fair and factual).
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Skills of a Successful Coach
Excellent inter-personal skills questioning and listening,speaking and structure
Rapidly develops trust and is culturally sensitive
Can apply pressure and raise tension under control
Is a good observer who can see and hear what is reallyhappening
Has a desire to help people develop
Can think on their feet
Has imagination and an open mind and can help othersuse theirs.
Can you think of anyone who fits this description?
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Other Personal Qualities of Coaches
Other qualities:
Confidence
Knowledge andexperience
Empathy
Patience
Positive
Energy Can accept the reality
Obtain rewards fromparticipants success.
A sense of humor
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Is This Coaching?
Abdullah: How did you think that meeting went?
Hamad: It was OK, I suppose.
Abdullah: You dont seem so sure?
Hamad: I think I could have handled some ofthe situations better.
Abdullah: In what way?
Hamad: Maybe I could have been a littlefirmer with some of the participants.
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Some Major Inappropriate CoachingPractices
Coach makes decisions on participants behalf
Becoming totally dependant on someone
Using the coaching relationship to by-pass participants
supervisor A coach that expects favors
Breaching confidentiality
When is it not appropriate to coach?
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What do people looking for in theircoach?
Someone they can trust A person that has appropriate skill, characteristics and
experience
The person to be coached will often ask themself:
What is the coachs professional background andexperience?
What is the level of comfort and trust I have with thisperson?
How much time will this take. Is it worth my time? Values and ethics of the coach?
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Coaching Roles The Manager
The Managers roles: Ensure that the coaches are
competent and remain so
Recognise the need for coaching
in others (opportunity) Monitor results in coaching ?
Is a coaching role model
Promote and monitor coaching inQP as a standard managementtool.
What do you see as your greatestchallenges in achieving your roles?
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Coaching Roles The Coach
The Coachs role:
Improves performance of others
Committed, engaged, safe!
Does not always impose limits
Is a role model
Is patient
Stands back and lets others takethe credit
Continues to learn fromsituations and other people.
What do you think are the greatest
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Coaching Roles The Coachee
The Participants role: Ask for and accept help!
Engage
Keep an open mind
Takes notes and reflects onresults
Take action as a result ofcoaching
?What are the greatest challenges
facing the QP coachee? Learning style?
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Is This Coaching?
Hussam: I do not know how to produce the report forNoman
Ahmed: It is easy, cover the headings Iwill give you and keep it to about 10 pages.
Hussam: OK. I will do that._________________________________________________________________________
Hussam: I do not know how to produce the report for
Noman
Ahmed: ..
.
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Is It About Learning Style OrPersonalit T e?
Activist
Reflector
Theorist
Pragmatist Coach
Myers-Briggs
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SMART Model
S Specific
M Measurable
A Achievable
R Realistic
T Time Based
For example: By Thursday 31 January 2008 at 2 pm, I will have written thereport requested by Abdullah highlighting the concerns we have with the new
shift system. The report will cover the issues we see as well as options to
address them.
All coaching concludes with an agreed action
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Coaching Model - GROW
GOAL
Agree topic for discussionAgree specific objective of session
Set long-term aim if appropriate
REALITY
Invite self-assessmentOffer specific examples of feedback
Avoid or check assumptionsDiscard irrelevant history
WRAP-UP
Commit to actionIdentify possible obstacles
Make steps specific and define timingAgree support
OPTIONS
Cover the full range of optionsInvite suggestions from the coachee
Offer suggestions carefullyEnsure choices are made
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Coaching using the GROW
Coaching topics:
What do you need to do toget control of your time?
Or,
How can we make your jobeasier?
Or,
What are you greatestchallenges at the moment?
Or,
How do you get more timefor planning?
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Coaching Model - GROW
GOAL
Agree topic for discussionAgree specific objective of session
Set long-term aim if appropriate
REALITY
Invite self-assessmentOffer specific examples of feedback
Avoid or check assumptionsDiscard irrelevant history
WRAP-UP
Commit to actionIdentify possible obstacles
Make steps specific and define timingAgree support
OPTIONS
Cover the full range of optionsInvite suggestions from the coachee
Offer suggestions carefullyEnsure choices are made
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Measurement of CoachingEffectiveness?
As part of the management team, how will you know if yourcoaches are delivering good quality coaching and your
workforce capability is improving?
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What are Some of the Pitfalls ofCoachin ?
The environment
Wrong coach for the participant
Insufficient time Assumptions
Lack of belief in the participant.
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What do you see as the coaching related issues facing you
and how do you suggest we overcome them?
Selecting the right coaches? Rewarding the coaches? Monitoring the performance of the coaches? Measuring performance pre and post-coaching Ongoing development of the coaches people skills?
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Coaching Course Outline
Communication skills listening, speaking, questioning
Coaching models
Planning, conducting and following up a coachingsession
Measuring improvement
Annual recertification process
Ethics of coaching
Practice, practice, practice.
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The Certification Process
Currently under development
Initial certification through training and an agreed amountof coaching per year
Monitoring of ongoing coaching performance is required
Annual recertification and probably Level 2 coaching
Procedures and processes to be produced.
What are your thoughts on the certification process?
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Selecting your coaches
With all of what we have discussed today, how will youreturn to the workplace and select your coaches for the
coaching workshops?
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Conclusion
Coaching it is about trust, communication, confidence andskills in selected areas of expertise
Is your workplace culture readyor are their changesrequired?
It will be a challenge and will need plenty of support from alllevels of management
There are ethical considerations
We need to select the right people to train as coaches
Your support for Coaching is a key success factor.
What are your key learning points from todays seminar?
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