The Hudson Institute, âTools for Managers: The Coaching. Mindsetâ (article from their website) ... Feedback needs to
Coaching for Improved Performance Facilitated by: Marilyn H. Kuhn 317.274.5470
[email protected] Sr. Consultant Training and Organization Development HRA, IUPUI
Define coaching and identify why coaching is a critical management skill List three to five behaviors that good coaches exhibit Explain a coaching model Practice a coaching model
Learning Objectives
When I think of a coach…
In its simplest form, coaching is the act of helping others to perform better. Sometimes it is focused on helping to correct poor performance or improve existing skills. At other times, it’s targeted at developing entirely new skills. Mike Noble – “Managers Must Enter the Coaching Box to Help Develop Their Team”
Defining “Coaching”
Coaching is a focused conversation that facilitates learning and raises performance at work. It is a “goalfocused” conversation. The coach keeps the conversation directed and on-track toward accomplishing the goal. Dr. Stephen Bogdewic, IU School of Medicine
Defining “Coaching”
The “Coaching Mindset” creates a framework for ongoing development… This approach by the manager produces a sense of empowerment and encourages the employee to contribute to developing solutions and approaches to any number of issues and challenges. The Hudson Institute, “Tools for Managers: The Coaching Mindset” (article from their website)
Defining “Coaching”
Interactions that help the individual being coached to expand awareness, discover superior solutions, and make and implement better decisions. Coaching helps individuals discover answers within themselves and helps them feel more personally empowered. Zenger and Stinnett, The Extraordinary Coach
Defining “Coaching”
Don’t solve everyone’s problems Develop individuals and teams Don’t step in too quickly to help Listen Lead from behind – asking questions, empowering the team
“The Coaching Mindset”
Critical Management Skill
Help employees identify their strengths and weaknesses Establish long-term development goals Delegate Give challenging assignments Development and results Doesn’t work if employees are resistant to learning and change or if the coach lacks expertise Feedback needs to motivate rather than create apathy or fear Daniel Goleman, “Leadership that Gets Results”
Critical Management Skill
Quality of a Solution Times Level of Commitment Equals Benefit Level
From: The Extraordinary Coach
Formula: Q X C = B
Self-awareness
Constructive analysis
Being fully present
Providing and welcoming feedback
Generating trust
Intuiting
Goal setting
Checking
Looking/Observing
Holding others accountable and giving recognition
Building rapport
Displaying high integrity and honesty
Leveraging developmental assignments
Accelerating on-the-job learning
Listening
Empathizing
Questioning
Behaviors Good Coaches Exhibit
Single Conversation
On-going Conversation
With individuals and teams
Coaching Conversations
FUEL Frame the Conversation Set the context and focus for the conversation Understand the Current State Explore the individual’s point of view before sharing your own (if appropriate) Explore the Desired State Identify the target and generate multiple paths to achieve the end state Lay out a Success Plan Create the detailed, actionable plan and follow-through that will lead to goal attainment
Coaching Model from, The Extraordinary Coach, John H. Zenger
A Coaching Model
Addressing Blind Spots
An employee who needs to turn around her performance in a critical area
A new employee, to your department, school or the campus
An employee who wants to be better prepared to take on broader and more demanding work responsibilities
A coaching situation?
Coaching Hurdles – what holds you back??
“Expect people to be better than they are; it helps them to become better. But don’t be disappointed when they’re not; it helps them to keep trying.”
Merry Browne, author (quoted on Brainy Quote website)
Barner, Robert. Accelerating Your Development as a Leader: A Guide for Leaders and Their Managers. San Francisco: Pfeiffer, 2011. Bogdewic, Stephen. IU School of Medicine, Faculty Affairs and Professional Development. Coaching conversation, 2011. The Hudson Institute of Santa Barbara website (www.hudsoninstitute.com), Tools for Managers. “Leadership that Gets Results,” by Daniel Goleman in Harvard Business Review, Boston, March-April, 2000. “Management Development: Coaching and Mentoring Programs” by David B. Peterson in Creating, Implementing and Managing Effective Training and Development, Kurt Kraiger, Ed. The Professional Practice Series, Jossey-Bass, 2002. “Managers Must Enter the Coaching Box to Help Develop Their Team,” by Mike Noble in Workforce Management online, September 8, 2011. Mindtools web site: www.mindtools.com Zenger, John H. and Kathleen Stinnett. The Extraordinary Coach: How the Best Leaders Help Others Grow. NYC: McGraw-Hill Professional Publishing, 2010.
Coaching Resources
