the manager’s coaching handbook a practical guide to improving employee performance
DESCRIPTION
The Manager’s COACHING Handbook A Practical Guide to Improving Employee Performance. WELCOME!. TRAINING OBJECTIVES. Review and discuss the key concepts presented in The Manager’s COACHING Handbook. Examine and discuss the relevance of the handbook contents to our jobs and our organization. - PowerPoint PPT PresentationTRANSCRIPT
SAMPLE
The Manager’s COACHING The Manager’s COACHING HandbookHandbook
A Practical Guide to ImprovingEmployee Performance
WELCOME!WELCOME!
SAMPLE
TRAINING OBJECTIVESTRAINING OBJECTIVES
1. Review and discuss the key concepts presented in The Manager’s COACHING Handbook.
2. Examine and discuss the relevance ofthe handbook contents to our jobs and our organization.
3. Work together to identify ways we can apply the principles of the handbook back on the job.
SAMPLE
GENERAL DISCUSSION QUESTIONGENERAL DISCUSSION QUESTION
If you had to condense this handbook down to one overall message, what would that message be?
SAMPLE
GENERAL DISCUSSION QUESTIONGENERAL DISCUSSION QUESTION
What’s your definition of “coaching”? What’s involved? Who benefits when it’s done effectively?
SAMPLE
GENERAL DISCUSSION QUESTIONGENERAL DISCUSSION QUESTION
What information from the handbook stuck with you? What got your attention? What could you relate to?
SAMPLE
GENERAL DISCUSSION QUESTIONGENERAL DISCUSSION QUESTION
What will you work on doing differently/ better as a result of reading this hand-book?
SAMPLE
GENERAL DISCUSSION QUESTIONGENERAL DISCUSSION QUESTION
What coaching behaviors are you doing well that you’ll work to continue?
SAMPLE
GENERAL DISCUSSION QUESTIONGENERAL DISCUSSION QUESTION
What are some things we all can do to get the most benefit from what this handbook has to offer?
SAMPLE
Exercise:
““BUILDING THE CASE FOR COACHING”BUILDING THE CASE FOR COACHING”
In Table Groups …
1. Work together to develop a compelling case (convincing argument) for your assigned topic.
Then,
2. List the key points that support your position on the flip chart sheet(s).
Finally,
3. Select someone to present your “case” to the entire group.
9 minutes.
SAMPLE
“BUILDING THE CASE FOR COACHING”
DISCUSSION QUESTIONDISCUSSION QUESTION
Were any of the cases more compelling than others?
SAMPLE
“BUILDING THE CASE FOR COACHING”
DISCUSSION QUESTIONDISCUSSION QUESTION
Does anyone now have a different view of coaching than you did before the exercise?
SAMPLE
“BUILDING THE CASE FOR COACHING”
DISCUSSION QUESTIONDISCUSSION QUESTION
What’s your key learning from this exercise?
SAMPLE
Exercise:
““THE IDEAL COACH”THE IDEAL COACH”In Table Groups …
1. Work together to draw a caricature of The Ideal Coach – with physical attributes, clothes, tools,equipment, etc., that depict the characteristics and behaviors of the coach. HAVE FUN!
Then,
2. Select someone to present and explain your drawing to the entire group.
5 minutes.
SAMPLE
“THE IDEAL COACH”
DISCUSSION QUESTIONDISCUSSION QUESTION
How do the various drawings compare? Any similarities or patterns?
SAMPLE
“THE IDEAL COACH”
DISCUSSION QUESTIONDISCUSSION QUESTION
What specific behaviors and characteristics can you associate with being an effective coach?
SAMPLE
“THE IDEAL COACH”
DISCUSSION QUESTIONDISCUSSION QUESTION
What one thing can/will you do to be more like your caricature?
SAMPLE
Exercise:
““WHAT WHAT NOT NOT TO DO!”TO DO!”In Table Groups …
1. Work together to identify as many leader behaviors as possible that would make performance improvement discussions with employees FAIL (i.e., What NOT to do). List them on the flip chart.
Then,
2. Discuss the probable impacts/results of those behaviors.
Finally,
3. Select someone to present your list of counter-productive behaviors – and their impacts – to the entire group.
7 minutes.
SAMPLE
“WHAT NOT TO DO!”
DISCUSSION QUESTIONDISCUSSION QUESTION
What’s your key learning from this exercise?
SAMPLE
“WHAT NOT TO DO!”
DISCUSSION QUESTIONDISCUSSION QUESTION
How do the various group lists compare to/match the information presented on page 32 of the handbook?
SAMPLE
“WHAT NOT TO DO!”
DISCUSSION QUESTIONDISCUSSION QUESTION
What can/should we do to avoid these counterproductive behaviors?
SAMPLE
KEY LEARNING CONCEPTSKEY LEARNING CONCEPTS
1. Coaching is about ENHANCING the PERFORMANCE of each team member.
2. EVERY INTERACTION with team members is a coaching opportunity.
3. Coaching is appropriate for FALLING STARS, MIDDLE STARS, and SUPER STARS.
4. The RESPONSIBILITY for maintaining good performance is the EMPLOYEE’S – not the leader’s.
5. Great coaches SET THE PACE for their teams.