1. 31511232/0903 © 2003 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Coaching Techniques

2. 31511232/0903 © 2003 Business & Legal Reports, Inc. Goals Understand the role of the coach Know the key techniques involved in successful coaching Be able to apply this knowledge to improve employee performance

3. 31511232/0903 © 2003 Business & Legal Reports, Inc. What Is Coaching? Coaching is a tool Coaching is a philosophy

4. 31511232/0903 © 2003 Business & Legal Reports, Inc. Purposes of Coaching Inform Teach Guide Recognize

5. 31511232/0903 © 2003 Business & Legal Reports, Inc. Purposes of Coaching (cont.) Motivate Assist Empower Develop

6. 31511232/0903 © 2003 Business & Legal Reports, Inc. Benefits of Coaching Improves productivity and quality Boosts enthusiasm and morale Promotes effective communication Increases job satisfaction Improves team interaction Builds trust and enhances employee loyalty

7. 31511232/0903 © 2003 Business & Legal Reports, Inc. Coaching Is an Important Part of Your Job Coaching allows you to keep in touch with workers It lets you get closer to your workers Coaching is different from managing It is also different from formal training

8. 31511232/0903 © 2003 Business & Legal Reports, Inc. Qualities of a Good Coach Positive and enthusiastic Knowledgeable Observant Good listener Good communicator

9. 31511232/0903 © 2003 Business & Legal Reports, Inc. Qualities of a Good Coach (cont.) Supportive Patient Tactful Respectful Empowering

10. 31511232/0903 © 2003 Business & Legal Reports, Inc. Effective Coaching Is Immediate Coaching is often spontaneous Coaching is most effective when it closely follows events or behavior

11. 31511232/0903 © 2003 Business & Legal Reports, Inc. Effective Coaching Is Specific What is done well or needs improvement Relevant skills Significance of the job What corrective action is necessary

12. 31511232/0903 © 2003 Business & Legal Reports, Inc. Effective Coaching Is Interactive Discuss and advise rather than lecture or give orders Ask questions Listen to what the employee has to say Pay attention to body language

13. 31511232/0903 © 2003 Business & Legal Reports, Inc. Your Role as a Successful Coach Observe employees at work Show concern for them as individuals Find out what motivates them Focus on collaboration, not competition

14. 31511232/0903 © 2003 Business & Legal Reports, Inc. Your Role as a Successful Coach (cont.) Highlight growth and development Provide new challenges Give support and assistance Create a positive work environment

15. 31511232/0903 © 2003 Business & Legal Reports, Inc. The Coaching Session Determine the agenda ahead of time Focus on one or two issues at a time Begin by checking progress Show appreciation

16. 31511232/0903 © 2003 Business & Legal Reports, Inc. The Coaching Session (cont.) Ask for the employee’s feedback Discuss problems and possible solutions Give the employee time to ask questions Agree on a plan of action

17. 31511232/0903 © 2003 Business & Legal Reports, Inc. The Coaching Session (cont.) Look ahead Aim high, but keep goals within reach Thank the employee Set a date for the next coaching session

18. 31511232/0903 © 2003 Business & Legal Reports, Inc. Follow Up Review performance in terms of goals Provide feedback Offer suggestions and support Don’t give up

19. 31511232/0903 © 2003 Business & Legal Reports, Inc. Coaching Employees Through Periods of Change Explain what’s going on Offer reassurance Involve employees in the process Teach them the new skills they need Set clear goals Monitor performance

20. 31511232/0903 © 2003 Business & Legal Reports, Inc. Coaching Top Performers Provide frequent feedback Be specific Ask top performers for input Keep them challenged Give them adequate recognition and rewards

21. 31511232/0903 © 2003 Business & Legal Reports, Inc. Coaching Average Performers Determine if this is the best these employees are capable of doing Find out why employees who are capable of more aren’t doing better Reinforce strengths Clarify standards and expectations Develop a plan for improvement and professional growth

22. 31511232/0903 © 2003 Business & Legal Reports, Inc. Coaching Poor Performers Consider possible causes for poor performance Encourage the employee to talk about the problem Coach the employee to develop solutions Renegotiate goals and objectives Agree on a plan of action to improve performance Schedule frequent follow-up sessions

23. 31511232/0903 © 2003 Business & Legal Reports, Inc. Case Study: The Times They Are a Changin’ Veteran employee Average performer Negative attitude Resists change

24. 31511232/0903 © 2003 Business & Legal Reports, Inc. Case Study: Comment Explain the changes Offer reassurance Reinforce strengths Involve the employee in the process Clarify standards and expectations Develop an action plan

25. 31511232/0903 © 2003 Business & Legal Reports, Inc. Goals Understand the role of the coach Know the key elements of successful coaching Be able to apply this knowledge to improve employee performance

26. 31511232/0903 © 2003 Business & Legal Reports, Inc. Summary Coaching employees is an important part of your job It helps employees improve their performance as well as grow professionally Coaching also helps you develop closer, more effective working relationships with employees and increases employee trust and loyalty

27. 31511232/0903 © 2003 Business & Legal Reports, Inc. Summary (cont.) The qualities that will make you a good coach are qualities you already possess and use every day in your capacity as a supervisor

28. 31511232/0903 © 2003 Business & Legal Reports, Inc. Quiz 1.Coaching serves many purposes. Name four. 2.Identify three benefits of coaching. 3.Coaching is really just another word for managing. True or False 4.What are some of the qualities every good coach needs to have? 5. Effective coaching is immediate, specific, and interactive. True or False

29. 31511232/0903 © 2003 Business & Legal Reports, Inc. Quiz (cont.) 6.Identify three elements of your role as a successful coach. 7.It is best not to determine the agenda of a coaching session ahead of time so that the session can be more spontaneous.True or False 8.Name three ways you can coach employees through times of change. 9.Top performers generally need very little coaching. True or False 10.Identify three strategies for successfully coaching poor performers.

30. 31511232/0903 © 2003 Business & Legal Reports, Inc. Quiz Answers 1.Coaching informs, teaches, guides, recognizes, motivates, assists, empowers, and develops employees. 2.Coaching offers many benefits. It improves productivity and quality, boosts enthusiasm and morale, promotes effective communication, increases job satisfaction, improves interaction, and builds trust and enhances loyalty. 3.False. Coaching and managing are different aspects of a supervisor’s job and involve different techniques.

31. 31511232/0903 © 2003 Business & Legal Reports, Inc. Quiz Answers (cont.) 4.Good coaches are positive and enthusiastic, knowledgeable, observant, good listeners, good communicators, supportive, patient, tactful, respectful, and empowering. 5. True. 6.Your role as a successful coach involves observing employees at work, showing concern for them as individuals, finding out what motivates them, focusing on collaboration rather than competition, highlighting growth and development, providing new challenges, giving support and assistance, and creating a positive work environment.

32. 31511232/0903 © 2003 Business & Legal Reports, Inc. Quiz Answers (cont.) 7.False. It is better to agree on an agenda with the employee ahead of time so that you can both prepare for the session. 8.To coach employees effectively through times of change, you need to explain what’s going on, offer reassurance, involve employees in the process of change, teach them the new skills they need, set clear goals, and monitor performance. 9.False. Top performers need coaching as much as any other worker.

33. 31511232/0903 © 2003 Business & Legal Reports, Inc. Quiz Answers (cont.) 10.To successfully coach a poor performer, you must consider possible causes for poor performance, encourage the employee to talk about the problem, coach the employee to develop solutions, renegotiate goals and objectives, agree on a plan of action to improve performance, and schedule frequent follow-up sessions.