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Management Coaching

AmeriCorps*National Best Practices Conference May 6, 2009 LEADING CHANGE; FORGING SOLUTIONS. Management Coaching. Janis Glenn, Project TAAP. A New Way to Work. Pathways, Coaching and Consulting, LLC www.pathways-llc.com. WHY COACH? .

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Management Coaching

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  1. AmeriCorps*National Best Practices Conference May 6, 2009 LEADING CHANGE; FORGING SOLUTIONS Management Coaching Janis Glenn, Project TAAP A New Way to Work Pathways, Coaching and Consulting, LLC www.pathways-llc.com

  2. WHY COACH? • * What’s the return for investing valuable time in coaching? • * Coaching is interactive…you listen, ask questions, share views and negotiate solutions • * Coaching helps individuals to grow as professionals and contribute fully to the success of the organization

  3. Why Coach (cont) • *Coaching focuses on what needs improvement and what’s going well. • * In today’s environment of change technology and evolving organizations, coaching can have a strategic impact. • * Coaching is an investment that you make in developing your key resource….people…for the long term benefit of your organization.

  4. Management and Coaching • Managing: Command and Control • Talks more than listens • Tells • Responsible for Fixing • Assumes • Seeks Control • Orders • Works on • Keeps Distant

  5. Management and Coaching (cont) • Coaching: Cultivate and Develop • Listens more than talks • Asks • Creates space for the other to fix • Explores • Seeks Commitment • Invites • Works with • Connects

  6. Outcomes of Integrating Coaching into Management/Leadership • To strengthen and grow your organizational capacity • To retain your talented staff • To Become a magnet for more talented staff • To ‘get more things done’

  7. A New Way to Work MANAGEMENT COACHING PERFORMANCE DEVELOPMENT

  8. What is Coaching? • Coaching is a partnership that focuses on supporting the client to reach her/his goal through engaging in powerful conversations that offer a new way of seeing and encourages effective action.

  9. Power of Three • Critical Components of Coaching • 1. PRESENCE: Listen more effectively, deal with the source of a problem rather than symptoms, hear what the client isn’t saying, focus solely on the client’s agenda.

  10. Power of Three (cont) • 2. PERSPECTIVE: Point to what is working, keep client focused on forward movement, offer a new way of seeing a situation/issue, point of client’s strengths. • 3. POWERFUL CONVERSATIONS: Asking questions helps to unlock the Client’s wisdom and potential, empower client, teach client to be self-reliant, put the burden of discovery where it belongs, teach the client to find the answer within.

  11. Coaching Skills • Preparation • Observation and Assessment • Questioning • Listening • Feedback • Follow-up

  12. Create a Culture of Coaching • First Step: Embedding Coaching Mind-Set • * Establish the value and impart effective coaching skills to as many managers and leaders as possible. These experiences will have a powerful ability to help sustain individual and organizational growth.

  13. Creating a Culture of Coaching • Second Step: Role Modeling by Leaders • * Least expensive • * Requires constant self-development; namely, constant reflection, self-assessment, about her own strengths and weaknesses as a coach

  14. Creating a Coaching Culture • Third Step: Incorporate coaching as a strategic competence and leverage your leadership role • * Incorporate Peer Coaching Circles as a component of a structured leadership process • Fourth Step: Practice, Practice, Practice • * Provide opportunities for practice and skill-building

  15. Peer Coaching Circles • The Power of Peer Coaching • 1. Staff from different functions of the organization form a Peer Coaching Circle • 2. Committed to meet on a regular basis and adhere to a structured process • 3. Each peer functions as a coach and asks questions of the individual with a challenge

  16. Peer Coaching Circles • How does learning occur? • 1. Each person develops and refines her questioning skills which is fundamental to effective coaching • 2. Each learns to examine the organizational challenge with new perspectives and in that process discover alternative solutions

  17. Peer Coaching Circles • Learning continued…. • * Use of powerful questions, the disciplined process employed, and underlying belief in the capability of individuals to solve their own challenges.

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