Coaching Skills for Managers Program Overview.ppt

1、,Coaching Skills for Educators Marjorie Shore M.S.W.,Coaching Skills for Educators,Prepared for the The Coaching Institute for Literacy and Numeracy Leaders August 23, 2006 Marjorie Shore M.S.W. The Coaching Clinic 416-787-5555 ,Learning Objectives,Enhance Leadership Ability Review Coaching Skills K

2、ey skills Coaching Relationship Process Communication, building trust and rapport, listening skills, approach and technique, influencing and directing,Managers are responsible for implementing a plan. Leaders grow the dream and enroll people to help achieve it.,Leading vs. Managing,Leading Aim is po

3、sitive change Setting direction Aligning people to vision Motivating Coaching,Managing Aim is predictable, orderly results Organizing Staffing Planning Budgeting Solving problems,Focus on your Goals,If we were meeting here three years from today and all was going very well in your coaching role, how

4、 would you describe your vision of you as a coach. Describe what you see as if through the lens of a camera.,Coaching is cultivation, like gardening Peter Senge,Definitions: Coaching, Counseling, Mentoring, what happens first, then the rest of the sequence,25 of the Things Coaches Do,Beacon Radar Al

5、arm Clock Patient Flexible Honest Self-Perception Confront Sell Help Push Envelope Motivate Cheerlead Optimistic Subject Expert,Director Helping Hand Hear Venting Gardener Notice Success Honest Confident Consistent Mindful Guide Mirror Evolutionary Elder,The Coach in You,Current Strengths,Opportunit

6、ies,The Story of Rose,List the five characters in order of most favorite to least favorite and be prepared to defend your choice. Rose Jon Peter Dan George,Review of Listening Skills,1. Be physically attentive 2. Participate to acknowledge youve heard 3. Acknowledge feelings or transition opportunit

7、ies 4. Ask thoughtful questions,Five Ways to Communicate Better,Consider compromise. Another persons view of reality may be as real as your own. Never assume that you know what the other person is thinking, or what they have done. Check out your assumptions. Ask questions. Do not correct anothers st

8、atement of his/her feelings. Be specific when you introduce a comment.,Five More Ways to Communicate Better,Ask for a reasonable change. Try substituting and for but. But tends to negate anything that went before. And includes both sides of the statement. Ensure that your body language is congruent

9、with your message. When receiving constructive feedback consider it carefully and with a balanced approach. Remember that others opinions of you are not always true,Coaching Process One Model,1. Prepare in advance: requirements, opportunities, motivations, history 2. Agree on goals 3. Be a map-maker

10、; Get commitments discuss motivations and opportunities, define process set time guidelines create a contract,4. Coach Pick time who, what, when Build positive expectations Encourage generously Celebrate success 5. Review determining the milestones; To help steer towards the goals To park tangents G

11、et commitments Discuss motivations and opportunities, Define process Set timelines Create a contract, if required,Coaching Process One Model,4. Coach Pick your time and space. Coach privately away from distractions and interruptions. Build rapport Get conversation going with small or soft talk Build

12、 trust Clarify roles Promise an absence of vulnerability Listen; ask questions, paraphrase, acknowledge,Coaching Process One Model,Provide challenge Ask the coachee to reach. Create levels of success, between perfection and failure, that can be rewarded. Use action based language. Who is to act? Wha

13、t will they do? Be precise. Describe what a camera would see. With what frequency opinions, expectations, obsessions Physically; active process of relaxation Emotionally; anger, fear, guilt Behaviorally; change habits that dont help,Letting Go Examples,need to be perfect owning responsibility vs. ta

14、king responsibility need to be liked by everyone cant say no do everything yourself,doing what doesnt work never ending thinking anger guilt physical tightness wanting so much,Personal Power Grid: Case Studies,You have made arrangements with a friend. You had to rearrange your schedule in order to m

15、eet your commitment to the friend. Fifteen minutes before the time you were to meet, the friend calls to say that they cant make it, something came up at work. This is the 3rd time in 3 months this has happened. What do you do? Your supervisor is demanding and has high expectations. They never provi

16、de feedback or praise. They always find whats missing. You also have high standards but never seem to meet their expectations. What do you do?,The Personal Power Grid Exercise,1. Write about a situation that you are struggling with that fits into the grid. 2. What part of the struggle is in your con

17、trol? 3. What action can you take to move into Situation Mastery: Action orientation? 4. What action can you take to move into Situation Mastery: Letting Go? 5. What action can you take to leave this in Ceaseless Striving or Giving Up.,“It is not the strongest species that will survive but that whic

18、h has the greatest capacity to adapt.” Charles Darwin,Closing Thought,Thank You!,Marjorie Shore The Coaching Clinic 416-787-5555 ,Appendices,Eight Donts of Coaching Features of Coaching Relationships The Habits, Qualities, Attributes and Traits of a Good Coach,Eight Donts of Coaching,Dont use taxi t

19、alk Dont be ambiguous Dont try for giant steps Dont allow transference Dont be a devils advocate,Dont do the work for the person being coached Dont stick to original goals when better goals emerge Dont focus only on performance, focus on the person as well,Eight Donts of Coaching,Dont use taxi talk.

20、 Taxi talk is aimless assessments, observations, judgments and opinions. Stick with action talk; e.g. who does what, by when. Dont be ambiguous Avoid vague, non-specific wording and phrases that are easily misunderstood.,Eight Donts of Coaching,Dont try for giant steps. Youll get there faster with a

21、 series of baby steps. Each successful step will produce motivating energy Dont allow transference. Recognize the individuality of the person being coached. They are not you. Consider what actions they can take. Dont project your abilities on them.,Eight Donts of Coaching,Dont be a devils advocate.

22、Look for and emphasize the positive. Recognize failure as learning and create new action ideas Dont do the work for the person being coached. The coach imparts wisdom. Together the coach and person being coached think, shape, invent, decide . . . The person being coached takes the action steps.,Feat

23、ures of Coaching Relationships,Specific Opportunistic Time sensitive Supportive Motivating,Objective Apolitical Performance oriented Supports corporate competencies A leveraging strategy,Features of Coaching Relationships,Specific Coaching can focus on what is needed most. Opportunistic Coaching can

24、 produce beneficial effects right now. Time sensitive Coaching can be delivered just in time. When it is needed, not too soon or too late. Motivating Coaches motivate via stimulation, inspiration and persistence.,Features of Coaching Relationships,Supportive Coaches help the person they are coaching

25、 use existing skills better. Objective Coaching ought to be an objective outside point of view. The coachs experience helps them to see the opportunity with more clarity. A leveraging strategy Coaching focuses on specifics i.e. just enough learning to help the right people people make precise change

26、s.,Features of Coaching Relationships,Apolitical Coaching can occur outside the normal office atmosphere. Oriented to performance Coaching focuses on finding or prescribing just the right actions the person being coached can take to change conditions. Supportive of corporate competencies Coaching is a tactic to cultivate specified competencies.,The Habits, Qualities, Attributes and Traits of a Good Coach,Evolutionary elder Partner Champion Guide Reality checker,Visionary Director Radar Beacon,The Habits, Qualities, Att