coaching essentials: module #1 ims consulting group

Coaching Essentials: Module #1

IMS Consulting Group

“ While no single conversation is guaranteed to

change the trajectory of a career, a company, a

relationship or a life – Any single conversation can”

Susan Scott, Fierce Conversations

Introductions

• Name

• What do you hope to get out of today?

iCN Coaching Essentials 20133

Learning Outcomes for this Course

The key learning objectives for the course will help you:

• Understand the mindset of an effective Coach

• Learn how coaching impacts performance

• Practice effective coaching conversations in different contexts

• Commit to building a coaching culture


5

Coaching Essentials – Agenda


Topic

Introductions – our expectations and your resources

Module #1: Becoming an Effective Coach

Break

Module #1: Becoming an Effective Coach (con’t)

Module #2: GROW coaching: Overview

Lunch

GROW: Practice coaching ‘good to great’

GROW: Practice coaching on a development issue

Break

GROW: Practice coaching in the moment

Module #3: Call to action/Next Steps

6

The role of the Coach at IMSCG is critical to the success of the Apprenticeship Model


Performance Management

• Maintain a current and comprehensive view of Coachee performance, ensuring timely feedback, clarity of performance expectations and guidance through annual performance cycle

Guidance

• Provide trusted and clear advice to Coachees on their long-term career as well as their specific career path at IMSCG. Also, help with day-to-day decisions and serve as single point of leadership/mentor throughout the year

Engagement

• Drive the performance and engagement of Coachees to promote development, morale, work/life balance and ultimately a high performance culture

Role of the Coach at IMSCG

Expect

ati

ons

7

Module #1: Learning Outcomes


• Understand the coaching mindset

• Improve your listening skills

• Know the difference between behaviors and inferences

• Be prepared to set SMART goals

8

Confidentiality


As we work with each other in exercises throughout the day, please remember and commit to

• All coaching in breakouts today is confidential

9

Exercise: Think of an experience in your career where your Coach/Manager helped with your development?


Reflection: 5 minutes (write notes)Debrief: 10 minutes

What was positive about the experience?

What could have been better?

What did you learn about how to develop people?


What does it take to be an effective Coach?

Effective Coach

Coaching mindset

Focus on behavior

s

Driven by SMART Goals

The coaching mindset is a way of leading


Inquire Re-wire Inspire

• Stay curious – use questions more than answers

• Be open

• Get the facts

• Clarify expectations

• Set goals to change behavior

• Broaden perspectives

• Provide frequent, specific, positive and developmental feedback

• Be accessible

• Strive to be fair and objective

• Model the way

Coach

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indse

t

The coaching mindset leads to purposeful coaching conversations

Focused on goals to change behaviors that change results

• It is an interactive process in which the

• Coach asks thought provoking questions

• To help the Coachee discover a new perspective

• Broadening their lens and expanding possibilities

This leads individuals to reflect and talk about options

• To create their own solutions and make a commitment

• To practice, change, or execute

• While the Coach listens carefully and

Challenges, supports, and helps you reach your full potential


Coach

ing m

indse

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It is important to know the difference between “telling” or “teaching” and “coaching”

Tell

• When you “tell” someone how to do something, you are doing the thinking. They are following

• “Tell” is used when the skill and experience is lacking and time is short

Teach

• When you “teach” someone, you are explaining how to accomplish a task, using standard methods

• “Teach” is used when you want to develop new repeatable skills and there is time to invest in learning

Coach

• “Coaching” is used when the Coachee has the potential to create their own solutions

• Coaching builds confidence in the individual to solve problems in the future


Coach

ing m

indse

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An effective Coach focuses on behaviors: Know the difference between behaviors and inferences

Behavior

• What someone actually says or does

• Represents what we actually observe without reference to why (what their motivations might have been)

• “John missed his deadlines three times this month”

Inferences

• Assumption or conclusion about the behavior that is helps us make meaning out of the behavior

• “John lacks commitment to the project”


Focu

s on B

ehavio

rs

We don’t coach to inferences or assumptions; we coach to improve demonstrated behaviors

Exercise: Behaviors and Inferences

Review these statements and decide which statements are descriptions of behaviors and which are inferences

• Jack is not ready to be in front of the client

• Will is a poor communicator

• A client called to tell me that the presentation Sara presented today was clear, accurate, and insightful

• He is very argumentative

• You have asked good, open-ended questions that help us explore possibilities


Focu

s on B

ehavio

rs

Reflection: 5 minutesDebrief: 5 minutes

Inferences become stories that we carry, impacting our objectivity

• What is the consultant’s story?

− “The client doesn’t know what they want”

• What is your story?

− “This consultant can’t deliver what the client is asking for”

• What are the facts?

− Remember: behaviors vs inferences“The client asked for another view of the data”


Focu

s on B

ehavio

rs

How do you get the facts about the behaviors?


Focu

s on B

ehavio

rs

Observe • How do you observe when you aren’t there?

Ask Questions

• What are the best types of questions?

Listen • How do you listen without distraction?

18

One of the key outcomes of coaching is to change perspectives


• We all bring different perspectives to the workplace based on our experiences, training, and life lessons

• Your team member’s perspectives will be different than yours

• Coaching is a conversation which allows us to understand each other’s perspectives and see the issue through another’s eyes

• This understanding can lead to breakthroughs in thinking and agreement on the way forward

19

Exercise: An example of different perspectives


• What does the word “overwhelm” mean to you?

• Please write it down and then we will share with the group.

• 5-minute exercise and debrief

“It was impossible to get a conversation going:

everyone was talking too much”

Yogi Berra quoted in Fierce Conversations

Listen: The most critical skill

WAITWhy Am Talking?I


22

Exercise: Listening and asking questions


Form groups of three:

Storyteller

• Storyteller uses an example of a management challenge in the past

− Storyteller describes the situation and the challenge

Listener • Listener asks questions and listens for facts

Observer• Observer makes notes on the conversation3

1

2

Discussion: 10 minutesDebrief: 10 minutes

23

Debrief


• Was the story based on facts or assessments? Behaviors or inferences?

• Storyteller: What was difficult about telling the story?

• Listener: What was difficult about asking the questions?

• Observer: Were there any moments of increased clarity or a new perspective?

Setting Expectations

• Be specific

• Agree on measures of success

• Ensure the expectations are attainable and realistic

• Establish time-frame

Quality of commitment?

• Check for understanding

• Get verbal “yes” or agree on time frame for next check in

• Check in frequently

Expectations should be set with the Coacheeusing SMART goals


Dri

ven b

y S

mart

Goals

“I’ll try” “Maybe” and silence are not acceptable responses

SMART goals are effective in creating a sharedlanguage about expectations

• Specific: Set clear, unambiguous expectations

• Measurable: Quality, quantity, time

• Attainable: Skills, challenge, stretch

• Realistic: Resources, support, culture

• Time bound: When, check-in, completion


Dri

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mart

Goals

26

Exercise on setting SMART Goals


Identify one behavior that you want to change about yourself

Develop SMART goals for this behavior

Meet with a partner to coach each other on changing behaviors3

1

2

Individual: Develop goal 5 minutesWith Partner: Coaching on goals 10 minutesClass: Debrief 10 minutes

The Coaching conversation is always

confidential


28

Debrief


• Do your goals meet the SMART criteria?

• What was most difficult about setting the goals?

• What will be most challenging in meeting the goals?

• How frequently do you set SMART goals with your Coachee? What are the results?

29

What does it take to be an effective Coach?


Effective Coach

Coaching mindset

Focus on behavior

s

Driven by SMART Goals

✔

✔

✔

30

End of Module #1


coaching essentials: module #1 ims consulting group

Documents

practice coaching

coaching mindsetimprove

effective coach contmodule

performance management

effective coachbreakmodule

imscg expectations module

high performance culture

factsclarify expectations