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Quotes. The function of leadership is to produce more leaders, not more followers. Ralph Nadar Oh it is excellent to have a giant’s strength, but it is tyrannous to use it like a giant. William Shakespeare To lead people, walk behind them. Lao Tzu

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Quotes

Quotes

The function of leadership is to produce more leaders, not more followers.

Ralph Nadar

Oh it is excellent to have a giant’s strength, but it is tyrannous to use it like a giant.

William Shakespeare

To lead people, walk behind them.

Lao Tzu

As we look ahead into the next century, leaders will be those who empower others.

Bill Gates


The four propositions

The Four Propositions

People Have Immense Potential


The four propositions1

The Four Propositions

People Have Their own Map of Reality

People Have Immense Potential


The four propositions2

The Four Propositions

People Have Their own Map of Reality

People Have Immense Potential

People have good intentions


The four propositions3

The Four Propositions

People Have Their own Map of Reality

People Have Immense Potential

And are achieving their own objectives, perfectly, at all times

People have good intentions


The coaching spectrum

The Coaching Spectrum

NON-DIRECTIVE

LISTENING TO UNDERSTAND

PUSH

REFLECTING

PARAPHRASING

solving

someone’s

problem for

them

SUMMARISING

PULL

ASKING QUESTIONS THAT

RAISE AWARENESS

helping

someone

solve their own

problem

MAKINGSUGGESTIONS

GIVINGFEEDBACK

OFFERINGGUIDANCE

GIVINGADVICE

INSTRUCTING

TELLING

DIRECTIVE


The ladder of inference

The Ladder of Inference

I take actions based on my beliefs

I adopt beliefs about the world

I draw conclusions

I make assumptions based on meanings

I add meanings

I select data from what I observe

I observe the world


The inner game

The Inner Game

INTERFERENCE

POTENTIAL

PERFORMANCE

POTENTIAL - INTERFERENCE = PERFORMANCE


The inner game 1

The Inner Game 1

“A tennis player first confronts the Inner Game when he discovers that there is an opponent inside his head more formidable than the one across the net. He then realises that the greatest difficulty in returning a deep backhand lies not in speed and placement of the ball itself, but in his mind’s reaction to that ball: his thinking makes the shot more difficult than it really is.

The Inner Game is that which takes place in our mind, and is played against such elusive opponents as nervousness, self-doubt and lapses of concentration. It is a game played by your mind against its own bad habits. Replacing one pattern of mental behaviour with a new, more positive one is the purpose of the Inner Game”

- W Timothy Gallwey


The inner game 2

The Inner Game 2

“It takes years to change behaviour if that’s what you’re looking for. But behaviour comes out of how a player sees things. If he sees a tennis ball as a threat, he swings as if he’s defending himself, and he does 33 wrong things. In this way, you can make radical changes in performance with only a few sentences on perception. See what he sees before you start coaching. In business, if someone turns in a lousy report, first find out what his objectives were.

The great coaches look behind behaviour and address what drives behaviour. They use conversation to change perceptions in a way that shifts their organisation’s behaviour to new levels of power and effectiveness.”

- Tim Gallwey

author of ‘Inner Game of Tennis’


F o e factor

F.O.E. Factor


Listen

Listen


The grow model

The GROW Model


The four cornerstones

The Four Cornerstones

The Bigger Picture

The Client’s Issue

Histories

Consequences

Assumptions


Coaching competencies

2

3

4

Coaching Competencies

Developing the Coaching Relationship

Working within an agreed ethical code

1

Managing Self

Initiating the Coaching Relationship

10

5

Thinking & Understanding

Communicating

6

9

8

7

Having a flexible Approach

Working with a set of beliefs

Striving for Excellence

Focusing on Goals


Guidelines for performance feedback 1

Guidelines for Performance Feedback 1

Establish a track record of acceptable behaviour


Guidelines for performance feedback 11

Guidelines for Performance Feedback 1

Consider your part and the work environment

Establish a track record of acceptable behaviour


Guidelines for performance feedback 12

Guidelines for Performance Feedback 1

Consider your part and the work environment

Establish a track record of acceptable behaviour

Link Coaching Agenda to Clients Importance Factors


Guidelines for performance feedback 13

Guidelines for Performance Feedback 1

Consider your part and the work environment

Establish a track record of acceptable behaviour

Link Coaching Agenda to Clients Importance Factors

Know when to abandon the original agenda


Guidelines for performance feedback 14

Guidelines for Performance Feedback 1

Consider your part and the work environment

Establish a track record of acceptable behaviour

Link Coaching Agenda to Clients Importance Factors

Know when to abandon the original agenda

Structure your feedback


Guidelines for performance feedback 15

Guidelines for Performance Feedback 1

Consider your part and the work environment

Establish a track record of acceptable behaviour

Link Coaching Agenda to Clients Importance Factors

Know when to abandon the original agenda

Structure your feedback

Behaviour vs. Consequences


Guidelines for performance feedback 2

Guidelines for Performance Feedback 2

Ask the Client to comment first


Guidelines for performance feedback 21

Guidelines for Performance Feedback 2

Ask the Client to comment first

Use “I” Statements as opposed to “You” Statements


Guidelines for performance feedback 22

Guidelines for Performance Feedback 2

Ask the Client to comment first

Ask Questions such as “What did you have in Mind when…?”

Use “I” Statements as opposed to “You” Statements


Guidelines for performance feedback 23

Guidelines for Performance Feedback 2

Ask the Client to comment first

Ask Questions such as “What did you have in Mind when…?”

Use “I” Statements as opposed to “You” Statements

Give balanced Feedback (Strengths & Areas for Improvement)


Guidelines for performance feedback 24

Guidelines for Performance Feedback 2

Ask the Client to comment first

Ask Questions such as “What did you have in Mind when…?”

Use “I” Statements as opposed to “You” Statements

Support your comments with observable behaviours

Give balanced Feedback (Strengths & Areas for Improvement)


Guidelines for performance feedback 25

Guidelines for Performance Feedback 2

Ask the Client to comment first

Ask Questions such as “What did you have in Mind when…?”

Use “I” Statements as opposed to “You” Statements

Support your comments with observable behaviours

Give balanced Feedback (Strengths & Areas for Improvement)

Agree what feedback is being called for before starting.


Quotes

ORCE

O-Observation

Watching what is actually happening.

R-Recording

Taking notes of actual behaviour (said and done).

C-Classifying

Classifying the behaviours that were visible.

E-Evaluating

Deciding if the observations are positive or negative evidence of the desired behaviours.


Quotes

NIP

N-Negative

The Coach states objectively, what was

negative about the performance.

I-Interesting

The Coach would then give comments on an

interesting observation of the performance.

P-Positive

The Coach would state what was positive about the performance after observing.


Non directive counselling

Non Directive Counselling

+ve

What went really Well

What went Well

Slightly Higher

Differently Next Time

-ve

Duration of Feedback Session


The skill will matrix

The Skill/Will Matrix

High Will

Low Will

Low Skill

High Skill


The skill will matrix1

The Skill/Will Matrix

High Will

Low Will

Excite

Low Skill

High Skill


The skill will matrix2

The Skill/Will Matrix

High Will

Delegate

Low Will

Excite

Low Skill

High Skill


The skill will matrix3

The Skill/Will Matrix

High Will

Guide

Delegate

Low Will

Excite

Low Skill

High Skill


The skill will matrix4

The Skill/Will Matrix

High Will

Guide

Delegate

Low Will

Direct

Excite

Low Skill

High Skill


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