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The Effective Coach: Introduction to Coaching for Managers

Learn the key skills and behaviors to become an effective coach, understand the benefits and barriers to coaching, and practice using the GROW model. Coaching is a non-directive form of support that helps individuals reach their full potential.

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The Effective Coach: Introduction to Coaching for Managers

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  1. The Effective CoachAn introduction to coaching for managers

  2. Objectives: • Understand what coaching is and what it isn’t • Consider the benefits of and the barriers to coaching • Identify the key skills and behaviours required to be an effective coach • Agree a process for coaching using the GROW model • Practice using the coaching process and receive feedback

  3. What is coaching? • Coaching typically refers to an interaction between two people where one is supporting the other’s personal and/or professional development - helping them to reach their full potential • Coaching is non-directive form of support = focused on helping the coachee to discover answers for themselves NOT telling people what to do! • Coaching in the workplace - typically happens between a manager and an individual they are responsible for

  4. What it’s not …. • A sports coach • Training or teaching • Counselling • Mentoring: • Typically happens between a more experienced/knowledgeable colleague and a less experienced colleague outside of the direct report line of the mentee. Mentor can be inside or outside the organisation. • Tends to be a long term relationship with longer term aims. • More informal & agenda set by mentee • Focus on career & personal development

  5. Who is a coach? A Coach can be: • A manager who takes a coaching approach with his/her direct report in certain situations • An employee of the organisation who coaches staff whom they do not supervise (for example, some HR staff are trained as internal coaches) • A peer / colleague / fellow employee • Someone hired from outside the organisation to work with managers and staff

  6. Characteristics of a coaching relationship • Involves asking questions, listening, reflecting – rather than directing, showing, telling, or teaching.  • Helps the individual to solve their problem for themselves. • Not just about talking – leads to action, and hopefully, to greater effectiveness. • Based on trust and respect

  7. Coaching: some benefits Coach Coachee • development of specific areas of knowledge • gain new insights, perspectives and understanding • reflect on own practice and explore better/different ways of doing things • develop new networks and contacts • access to new resources and sources of knowledge • greater clarity on professional goals • Others….

  8. Barriers to coaching

  9. Key skills of a coach • Build rapport • Question • Listen • Give effective feedback • Constructively challenge • Hold to account • See different perspectives • Encourage and support • Use intuition • Keep the focus on the coachee

  10. Communication skills in action • Insert – SRD middle of meeting film

  11. Key Skills: Building Rapport

  12. Open Questions Open questions that encourage reflection, clarity and action: • Anticipation – What would you like it to look like? • Assessment - How does it look to you? • Clarification – What do you want? What is the part that is not yet clear? • Elaboration - Can you tell me more? What other ideas/thoughts/feelings do you have about it? • Evaluation– What do you think this means? What is the opportunity/challenge here? • Example– Can you give me an example? • Exploration- What are your other options? What other angles are there? • For Instance -If you could do it over again, what would you do differently? • History - What caused it? What led up to it?

  13. 3 Level Questioning

  14. Really listening

  15. GROW Model What do you want? What will you do? What’s happening now? What could you do?

  16. GROW model in practice https://www.youtube.com/watch?v=6f3X2PEsV-Q

  17. Practice coaching

  18. Personal reflection and action planning What will you …. • Startto do more of? • Stop doing (or do less of)? • Continue to do? • Think it, ink it, do it, review it

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