coaching - eng

8/3/2019 Coaching - Eng

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COACHING - INTRODUCTION

TRAINING MATERIALS


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SUCCESS

60% of my time I devote to planning

60% more of my time I devote to my people

In the remainder, I have to accomplish all the rest

A. W. Clausen, CEO Bank of America


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WHY COACHING?

You cant teach an adult anything new

You can only help him/her figure it out for themselves

!!!!!!!!!!!

METHOD CAOCHING

Perfection is never achieved by accident or at once

- it is a process


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WHAT IS COACHING?

Coaching means improving of job performance, through

the purposeful and planned use of everyday situations in

a coach monitored learning process.


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Whats it all about?

Structured development of skills and self-confidence of your

subordinates

Assisting people to achieve a desired level of performance

Achievement of improvements, especially when fast change is

necessary


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Role of the coach Focus on performance within previously clearly defined and

agreed objectives

Devotion to the participants

There are no limits; a mind set that anyone can achieve more than

I can

IS A ROLE MODEL

Patiently works with people on the details of their performance

Lets his subordinates shine

Constantly learns from situations and his people


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Role of the coach

But results are seldom achieved over night Involves his/her people in problem solving

Builds WIN WIN relationships

Allows people to learn from their mistakes, but their successes

as well

Openly shares his/her experience

Sincerely tries to reach empowerment of his/her people


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The time paradox

Time: in order to gain more time for your self, you first need toinvest more time into your people

THERES NO OTHER WAY

In order to invest into people effectively

You have to have limitless belief, that people can achieve anythingthey believe is achievable

Always develop this belief and continually raise its limits

The moment you stop believing, your people will follow

IT IS NOT HOW MUCH TIME YOU SPEND WITH YOUR PEOPLEIT ISABOUT HOW EFFECTIVELLY YOU SPEND IT.


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WHEN NOT TO COACH

Coaching is inappropriate when: An emergency state requires immediate action.

(An emergency state also includes when the customers

satisfaction could be negatively affected. However, in

such a case ensure that after the resolution you cover it inthe form of coaching)

When people really dont want to be coached

If change is possible only under pressure

In formal disciplinary situations


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WILL IT ALWAYS WORK?

NO, especially in an environment where: People are TOLD what to do

There is very low freedom of choice

PEOPLE ARE PUNISHED FOR UNINTENTIONAL MISTAKES

There is an atmosphere of fear

The relationship with the coach is permanently lost (coaching it self

cant fix a bad relationship)

When people dont believe in coaching (if your style is firmly founded

on TELLING PEOPLE WHAT TO DO, then they will feel your

insincerity)

When people dont believe in the goals, dont agree with what should

be accomplished and have various different hidden agendas, which

differ from those of the organization


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Basic Skills

Excellent interpersonal skills

Building of liking and respect

Asking the right questions

Hunger for information

Giving and receiving of feedback (both)

Active listening

Convincing, selling and encouraging

Observing and correctly interpreting what happened:

before, throughout and after SINCERE AND UNRELENTING NEED TO HELP PEOPLE

HELPING PEOPLE PAINT A PICTURE OF SUCCESS


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Basic Skills

What THEY SEE is what you get You first have to SEE in your mind what success looks

like, as if it were a picture or film

Then you have to HELP them see it as well Gain a solid belief, that unintentional mistakes are

OPORTUNITIES TO LEARN

MOST IMPORTANT IS TO KNOW WHEN TO STEP IN

AND WHEN TO STAY QUIET


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COACHING STRUCTURE

5 BASIC PHASES:

Evaluate competencies and current level of performance

Determine and agree the intended result of the coaching

Plan the strategy and tactics

Begin the activity under the guise of the coach (observation)

Summarize, give feedback and HELP the coached find the

essence of what was learned


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Phase 1 EVALUATION

Avoid the approach of fast solutions

Its a tough test to overcome the VERY STRONG URGE to jump

in, take control and tell people what to do

The goal of this phase is to FIND OUT, how they are doing it now

what they think about it and what their competencies are

Gives you the base for the next steps

You have undeniable material for discussion

Positively influences the coached


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Phase 1 EVALUATION

What to do:

Try to ASK:

Show me, how you did it?

Tell me, what all have you tried? How did you feel?

What do you think about it?

Were you satisfied with the result?

How else can you check if they are up to the task?


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Phase 2-Agree intended results

The secret to being an effective coach is to PAINT A VISION,which people will BUY

How to: try to ASK

What do you REALY want to achieve?

What will your success look like? What result do you want tosee? How do you want to feel afterwards?

What value does it have for you?

What is the benefit in it for you?

What do you need the most improvement in?

Start with what they themselves see as the problem


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Phase 3-Plan Strategy

Execution plan What is a must (no question about it)

What final responsibility and initiative do we expect

from the coached person? What is the maximum tolerable level of mistakes? How

much can they spoil (in order to learn from) so it wont

have IRREVERSIBLE consequences?

Agree the plan with them


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Chairing of meetings, problem resolution with subordinates,

confrontations, fact analysis

LET THEM CHOOSE WHAT THEY WANT TO TRY

QUESTIONS

So, where can we start? What opportunities do we have?

What if we try to resolve the problems with those contracts?

What if we try to teach your Medical Representatives to use

all those sales techniques in their daily work?

Phase 3-Plan Strategy


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Phase 4-Action

Chairing of meetings, problem resolution with subordinates,confrontations, fact analysis

LET THEM CHOOSE WHAT THEY WANT TO TRY

OBSERVE IN ACTION

DONT INTERFERE!!!!!!!!

(unless the situation gets out of hand)


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Phase 5-Summarize

After the observation you need them to START TO THINK

THATS WHY YOU SHOULD ASK LOTS OF OPEN ENDED

QUESTIONS

First about sustainable behavior

What did you succeed in achieving? According to you, what worked the most?

How successful do you think you were?

Only then about improvables What do you think you did incorrectly?

HERES WHERE THEY MIGHT NEED HELP, dont be afraid of saying something like: I

noticed you didnt succeed in following the structure of the meeting

What would you do different next time?


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Phase 5 Summarize

What did you learn?

How could we generalize it on a similar situation (example)?

WHERE DO YOU THINK I CAN STILL HELP YOU?

WHY ............?

Golden rule: for each 1 improvable (in essence a criticism) youhave to give 3 sustainables

A TRULY GOOD MANAGER IS A MASTER IN ASKING

QUESTIONS

BUT ITS HARDER THAN AT FIRST IT SEEMS!!!!!


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Phase 5-Summarize

CONCLUSION A. What to START

B. What to CHANGE

C. What to STOP

D. What to CONTINUE

WARNING: DONT INTEROGATE!


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Be aware of Traps

Only hearing what you want to hear

Difficulty in walking in their shoes

Thinking you know ahead of time what people are talking about

Listening only to words, missing the emotions or tone of voice

Thinking: I know what you want to say before you say it

Judging information too early, before we have the full picture,

and showing it on body language


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Be aware of Traps

Ones own state of mind If you think you can or cant achieve something, youre always

right. Henry Ford

Youll never achieve this. But what would happen if?

Dont allow what they can and cant to mix together

Its about skills, not personality

Dont expect too much at once. In the first phase theyre

learning to be taught.


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Be aware of Traps

Stating of improvables is in essence a criticism

YOU HAVE TO ALSO ENCOURAGE AND PRAISE

They have to know you dont intend to change their personality,

even though you found lots of opportunity for improvement (use

correct words, NOT PROBLEMS, BUT OPPORTUNITIES)

Tendency to slip into the past, FOCUS ON FUTURE

PERFORMANCE

Being afraid of not knowing how to solve a situation and

showing weakness

coaching - eng

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