'The Coach is the Midwife to. Understanding'. - Soccrates. OMT Group. Grasps the. Coaching Nettle. Coaching is: Making o
• Back
• Fold & Scored
Top Ten Tips for Coaches OMT GROUPS COACHING GUIDE 1. Diagnose the development needs of your team using the Skills / Will approach.
5. Use the 10 minute Instant Payback approach to help someone who is ‘Stuck’.
2. Build trust in the coaching relationship. Effective coaching only really happens when the Coachee trusts the coach. One way of doing this is to disclose one of your own weaknesses and how you have dealt with it.
6. Use the Praise Sandwich – Praise – Feedback - Praise.
3. Find out what really Motivates your Coachee. Get to understand what ‘buttons to push’ and their preferred way of learning. 4. Structure your formal coaching Sessions using the GROW approach.
Issue .1
OMT Group
Grasps the
Coaching Nettle
7. A good rule of thumb for the Coach is: 80% Listening, 20% Talking.
Why Coach
8. Probe by asking QUESTIONS, more QUESTIONS and even more QUESTIONS.
Your People, your Team, are a defined set of resources. Some will be like your ‘right arm’, excelling in everything that they do. Some will be the ‘bane of your life’! The rest will do a good enough job, pretty much all of the time. Each individual on the Team however, needs to fulfil their potential to the optimum level if you are to achieve the most from the Team as a whole. You have Targets to meet, Projects to complete and your own career to progress. What you can get from your Team will contribute at all of these levels.
9. Get feedback from the Coachee on how you have performed as a Coach. 10.Take your TIME. 10 minutes spent coaching will save you hours in the long run.
Where Does Coaching Happen Over Coffee Walking down the Corridor In Team Meetings At People’s Desks
• Front
In One-to-One Sessions At Performance Reviews During Project Meetings In the Lift
‘
The Coach is
the Midwife to
’
Understanding - Soccrates
Coaching your Team – as a group and/or individually will help you meet your Goals. Coaching is a Management Style, an ongoing process, along the following lines
Whenever and wherever you get the opportunity to help one of your Team become more aware of themselves and, even in some small way, better at doing their job!
• Outline how things should be done
• Point out a Role Model they can emulate
• Help People get it right
What about
• Share the mistakes you made yourself
Executive Coaching
• Give them feedback when they do! • Explain why they have gotten it wrong
Sometimes it takes an objective voice to make a connection! OMT Group’s ‘High Impact Coaching’ matches years of management experience with personal insight techniques to provide key People with the support needed to connect.
• Encourage them to do better next time
“ OMT Group’s Coaching Programme enabled us to fully align our management behaviours with the skills and styles necessary to best achieve our business goals” Alan McKnight, GM, Cara Partners
• Encourage them to consider their behaviour • Encourage them to read articles/ observe others
Coaching is:
Coaching is not:
• • • • • • •
• • • • • •
Making observations Conducting an analysis Giving feedback Engaging in inquiry Setting goals Planning action steps Recognizing improvements
Searching for psychological problems which ‘might exist’ Trying to ‘be nice’ Making Assumptions Dictating the outcomes. Agreement is the key Rushing to the first solution Providing all the answers
OMT Group is an Organisational Development Firm with a Passion for Results. Through our Consultancy, Training & Project Management Solutions, we
Leading, Managing and Coaching David Antonioni
help Businesses get better at leading, organising, managing and developing their People to achieve better results. If you would like to know more about our Clients, our Solutions and our People you can visit www.omt.ie or call us on +353 61 411 478
Designed by márla.ie 051 845 430
• Fold
The TAO of Coaching Max Landsberg
• Fold & scored
• Inside Left
• Inside Right
Structuring your
The Effective Coach
Coaching Sessions
using the GROW Model
‘Coaches are excellent listeners and able to evaluate the character of others. They are able to work in different ways with different people and in different places. They are curious, dedicated, determined, persistent and fair’ The Confidence Game - Mary Kosh
Goal
Reality
• Agree topic for discussion • Agree specific objective of session • Set long-term aim if appropriate
• • • •
l oa
R ea
l
The Tao of coaching Max Landsberg
it
G
Do your People have the Skill (Ability) and Will (Motivation) to do a good job? Different Coaching Styles will be needed at different times.
Invite self assessment Offer specific examples of feedback Avoid or check assumptions Discard irrelevant history
y
• Direct
• Guide
• Low Will
• High Will
up
• Low Skill
-
What is the right COACHING Approach Adapted from Situational Leadership Blanchard and Hershey Development Needs
Coaching Approach
Sample Situation
Dangers
Lack of competence (Skills and Knowledge) but enthusiastic and committed
Direct – What and How Detailed instruction, control and supervision
Inexperienced or new People
Some competence but lack of commitment
Guide and Support Direction and supervision with support and praise.
People with low self-esteem. Becoming too involved, Cynicism problem solving “Babysitting”
High competence but lack of confidence, motivation or commitment
Excite Do not Direct – They know how to do it. Challenge with questions, provide information and offer support and praise
Skilled People with responsibilities who lack confidence in themselves or the organisation
Delegate Minimal involvement. Set Goals, Monitor and give feedback on outcomes
Skilled People working on familiar tasks or project. Confident and challenging
High competence and commitment
Wr a p
The Skill/Will Matrix Blanchard
ns
• Delegate io
• Excite
Op t
• High Skill
Wrap Up
Options
• • • •
• • • •
Commit to action Identify possible obstacles Make steps specific and define timing Agree support
Cover the full range of options Invite suggestions from the Coachee Offer suggestions carefully Ensure choices are made
Problem Solving and Instant Payback
Coaching - The QUICK,ON THE SPOT,SOLUTION
Becoming Dictatorial
The Problem Ask the Coachee to describe the problem or issue, with specific examples and a small amount of relevant background / context
The Ideal Outcome Ask her/him to describe the outcome – paint as specific a ‘picture’ as possible of how things would be if s/he had sorted out the problem. Do not try to solve the problem, but note down any emerging ideas.
Becoming overly accommodating
Solutions Jointly brainstorm ways around the blockages and possible next steps. Agree an approach, actions and timing
Abdication. Coachee becomes stale and de-motivated
• Fold
Blockages Get the Coachee to identify the blockages and sort into: • Coachee Competence Issues (Skills, Knowledge, Behaviour) • Problems with others (anxious customer, difficult manager, etc.) • Difficult situation (Inadequate resources, Deadlines, etc.).
• Fold & scored
• Inside Left
• Inside Right
Structuring your
The Effective Coach
Coaching Sessions
using the GROW Model
‘Coaches are excellent listeners and able to evaluate the character of others. They are able to work in different ways with different people and in different places. They are curious, dedicated, determined, persistent and fair’ The Confidence Game - Mary Kosh
Goal
Reality
• Agree topic for discussion • Agree specific objective of session • Set long-term aim if appropriate
• • • •
l oa
R ea
l
The Tao of coaching Max Landsberg
it
G
Do your People have the Skill (Ability) and Will (Motivation) to do a good job? Different Coaching Styles will be needed at different times.
Invite self assessment Offer specific examples of feedback Avoid or check assumptions Discard irrelevant history
y
• Direct
• Guide
• Low Will
• High Will
up
• Low Skill
-
What is the right COACHING Approach Adapted from Situational Leadership Blanchard and Hershey Development Needs
Coaching Approach
Sample Situation
Dangers
Lack of competence (Skills and Knowledge) but enthusiastic and committed
Direct – What and How Detailed instruction, control and supervision
Inexperienced or new People
Some competence but lack of commitment
Guide and Support Direction and supervision with support and praise.
People with low self-esteem. Becoming too involved, Cynicism problem solving “Babysitting”
High competence but lack of confidence, motivation or commitment
Excite Do not Direct – They know how to do it. Challenge with questions, provide information and offer support and praise
Skilled People with responsibilities who lack confidence in themselves or the organisation
Delegate Minimal involvement. Set Goals, Monitor and give feedback on outcomes
Skilled People working on familiar tasks or project. Confident and challenging
High competence and commitment
Wr a p
The Skill/Will Matrix Blanchard
ns
• Delegate io
• Excite
Op t
• High Skill
Wrap Up
Options
• • • •
• • • •
Commit to action Identify possible obstacles Make steps specific and define timing Agree support
Cover the full range of options Invite suggestions from the Coachee Offer suggestions carefully Ensure choices are made
Problem Solving and Instant Payback
Coaching - The QUICK,ON THE SPOT,SOLUTION
Becoming Dictatorial
The Problem Ask the Coachee to describe the problem or issue, with specific examples and a small amount of relevant background / context
The Ideal Outcome Ask her/him to describe the outcome – paint as specific a ‘picture’ as possible of how things would be if s/he had sorted out the problem. Do not try to solve the problem, but note down any emerging ideas.
Becoming overly accommodating
Solutions Jointly brainstorm ways around the blockages and possible next steps. Agree an approach, actions and timing
Abdication. Coachee becomes stale and de-motivated
• Fold
Blockages Get the Coachee to identify the blockages and sort into: • Coachee Competence Issues (Skills, Knowledge, Behaviour) • Problems with others (anxious customer, difficult manager, etc.) • Difficult situation (Inadequate resources, Deadlines, etc.).
• Back
• Fold & Scored
Top Ten Tips for Coaches OMT GROUPS COACHING GUIDE 1. Diagnose the development needs of your team using the Skills / Will approach.
5. Use the 10 minute Instant Payback approach to help someone who is ‘Stuck’.
2. Build trust in the coaching relationship. Effective coaching only really happens when the Coachee trusts the coach. One way of doing this is to disclose one of your own weaknesses and how you have dealt with it.
6. Use the Praise Sandwich – Praise – Feedback - Praise.
3. Find out what really Motivates your Coachee. Get to understand what ‘buttons to push’ and their preferred way of learning. 4. Structure your formal coaching Sessions using the GROW approach.
Issue .1
OMT Group
Grasps the
Coaching Nettle
7. A good rule of thumb for the Coach is: 80% Listening, 20% Talking.
Why Coach
8. Probe by asking QUESTIONS, more QUESTIONS and even more QUESTIONS.
Your People, your Team, are a defined set of resources. Some will be like your ‘right arm’, excelling in everything that they do. Some will be the ‘bane of your life’! The rest will do a good enough job, pretty much all of the time. Each individual on the Team however, needs to fulfil their potential to the optimum level if you are to achieve the most from the Team as a whole. You have Targets to meet, Projects to complete and your own career to progress. What you can get from your Team will contribute at all of these levels.
9. Get feedback from the Coachee on how you have performed as a Coach. 10.Take your TIME. 10 minutes spent coaching will save you hours in the long run.
Where Does Coaching Happen Over Coffee Walking down the Corridor In Team Meetings At People’s Desks
• Front
In One-to-One Sessions At Performance Reviews During Project Meetings In the Lift
‘
The Coach is
the Midwife to
’
Understanding - Soccrates
Coaching your Team – as a group and/or individually will help you meet your Goals. Coaching is a Management Style, an ongoing process, along the following lines
Whenever and wherever you get the opportunity to help one of your Team become more aware of themselves and, even in some small way, better at doing their job!
• Outline how things should be done
• Point out a Role Model they can emulate
• Help People get it right
What about
• Share the mistakes you made yourself
Executive Coaching
• Give them feedback when they do! • Explain why they have gotten it wrong
Sometimes it takes an objective voice to make a connection! OMT Group’s ‘High Impact Coaching’ matches years of management experience with personal insight techniques to provide key People with the support needed to connect.
• Encourage them to do better next time
“ OMT Group’s Coaching Programme enabled us to fully align our management behaviours with the skills and styles necessary to best achieve our business goals” Alan McKnight, GM, Cara Partners
• Encourage them to consider their behaviour • Encourage them to read articles/ observe others
Coaching is:
Coaching is not:
• • • • • • •
• • • • • •
Making observations Conducting an analysis Giving feedback Engaging in inquiry Setting goals Planning action steps Recognizing improvements
Searching for psychological problems which ‘might exist’ Trying to ‘be nice’ Making Assumptions Dictating the outcomes. Agreement is the key Rushing to the first solution Providing all the answers
OMT Group is an Organisational Development Firm with a Passion for Results. Through our Consultancy, Training & Project Management Solutions, we
Leading, Managing and Coaching David Antonioni
help Businesses get better at leading, organising, managing and developing their People to achieve better results. If you would like to know more about our Clients, our Solutions and our People you can visit www.omt.ie or call us on +353 61 411 478
Designed by márla.ie 051 845 430
• Fold
The TAO of Coaching Max Landsberg
