IMPACTING LIVES ● DEVELOPING LEADERS

Think it Mean it Show it

Informal (organic) Coaching – Session One What’s the big idea? Coaching is a win-win proposition

INTRODUCTORY SESSION OBJECTIVES:

To understand the overall purpose of the Informal Coaching curriculum. (THINK it) To discuss what this curriculum could mean for a group’s development into a team, and to establish expectations of each other. (MEAN it ) Now What Challenge: Identify a real-life situation where coaching can make a difference and apply what you learn. (SHOW it) __________________________________________________________________________________

WHAT is this curriculum all about?

Think it (belief): Coaching is a way of serving others to create extraordinary, sustainable relationships, leaders, and results.”

Mean it (value): SERVANT LEADERSHIP

Show it (actions/behaviors):

• Ability to differential coaching from problem-solving • Recognize coaching opportunities in day-to-day situations • Applying the “Untying the Knot” approach to coaching interactions • Ask questions that evoke insight not just information • Spends extra time to put others at ease. • Practices attentive and active listening.

What are your reactions to this belief, value, and the associated behaviors?

This session is designed to provide leaders with the skills for coaching employees in specific performance situations on a day-to-day basis such as:

• On the spot work progress discussions • Follow-up on training sessions • Work with employees to develop potential • Help and employee implement a work improvement idea • Work with an employee to meet job standards or to manage their job

better

IMPACTING LIVES ● DEVELOPING LEADERS

Think it Mean it Show it

SESSION ONE OBJECTIVES:

• Identify opportunities for coaching employees (Think it) • Plan for a coaching session (Mean it)

Motivation - desire to do; interest or drive, incentive. What do we know about employee motivation? Think of a time when you were working for a manager that you liked and respected and were performing well. Some of that motivation came from you and some from that manager. What would you say the percentage split was between the two 50/50, 60/40?

How did your manager tap into your motivation? Chart Responses

Which one can you do in your coaching situation?

IMPACTING LIVES ● DEVELOPING LEADERS

Think it Mean it Show it

Informal (organic) Coaching – Session Two

INTRODUCTORY SESSION OBJECTIVES:

To understand the overall purpose of the Coaching for Optimal Performance curriculum. (THINK it) To discuss what this curriculum could mean for a group’s development into a team, and to establish expectations of each other. (MEAN it ) Now What Challenge: Identify a real-life situation where coaching can make a difference and apply what you learn. (SHOW it) __________________________________________________________________________________

WHAT is this curriculum all about?

Think it (belief): Coaching is a way of serving others to create extraordinary, sustainable relationships, leaders, and results.”

Mean it (value): SERVANT LEADERSHIP

Show it (actions/behaviors):

• Understand other’s world view and how this impacts their decision making • Teaches others how to give clear directions and set stretching objectives; • Lays out work in a well-planned and organized manner. • Distributes the workload appropriately • Maintains two-way dialogue with others on work and results. • Bring out the best in people. • Demonstrates and teaches humility.

What are your reactions to this belief, value, and the associated behaviors?

This session is designed to provide leaders with the skills for coaching employees in specific performance situations on a day-to-day basis such as:

• On the spot work progress discussions • Follow-up on training sessions • Work with employees to develop potential • Help and employee implement a work improvement idea • Work with an employee to meet job standards or to manage their job

better

IMPACTING LIVES ● DEVELOPING LEADERS

Think it Mean it Show it

Session Two – In action

For Discussion:

A) Review Key Actions, provide example of what to say - Have participants write down what they would say in their coaching situation.

B) Practice – Have participants practice the key actions in pairs or triads.

C) Action Plan – Have Participants write down when they will use the key actions and with whom – plan for the next coaching opportunity. Ask for volunteers to share action plan.

SESSION TWO OBJECTIVES:

• Practice a brief coaching conversation (Show it) Steps for an effective Coaching Conversation:

1. Describe the performance area for development and why it’s important. 2. Seek the employee’s opinion. 3. Ask the employee to identify specific ways to enhance performance 4. Give feedback on the employee’s ideas and add your own 5. Summarize action items and set a follow-up date. 6. Express confidence and support

IMPACTING LIVES ● DEVELOPING LEADERS

Think it Mean it Show it