The Manager as Coach

Coaching for Effective Performance

John Armstrong

TRACK RECORD

• Established 1995

• Public & private sectors

• Scotland and Ireland

• Practical, personal and professional

• Enthusiasm and enjoyment!

MY BRIEF TODAY

• What is coaching?

• Insight into approaches and techniques

• What are the benefits?

• Have a go!

• Facilitate honest and helpful discussion

• Have a bit of craic!

WHAT WE’RE GOING TO DO

• Welcome and introductions

• Setting the scene

• Brief encounters

• GROW and Skill Will

• FeedForward

• Fishers Services Limited

• Questions and Answers

DEFINITION

“Coaching aims to enhance the performance and learning ability of others.

It involves providing feedback, motivation, effective questioning and matching your style to the coachee.”

Max Landsberg 1997

DEFINITION

“It is based on helping the coachee through dynamic interaction.

It does not rely on a one way flow of telling and instructing.”

DEFINITION

“Developing a person’s skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives.”

DEFINITION

“Creating effective relationships at work, by stimulating learning and inspiring performance development in the people you manage.”

John Armstrong, 2008

TAKING THE TEMPERATURE IN COACHING 2009

90% of UK employers are using coaching

85% of coaching is delivered by line managers coaching direct reports

THE FOUR PILLARS OF TRUST

• Presence• Disclosure• Enquiry• Commitment

Peter Hill 2004

CHALLENGE!

“Is coaching something else a manager can do, or is it something that should underpin everything a manager does?”

THE SKILL WILL MATRIX

Goal

Guide Delegate

Direct Excite

High

Will

Low

Will

The Tao of Coaching - Max Landsberg - 1997

High SkillLow Skill

TRY FEEDFORWARD!

• Pick one behaviour• Describe it to colleague• Ask for Feedforward!• Listen• Thank and reciprocate• Move on to new partner

Marshall Goldsmith 2002

Thank you