1. By A.V. Vedpuriswar July 11, 2011

2. Introduction In this presentation we will understand What is coaching When coaching should be used How to become an effective coach

3. Coaching Coaching is a collaborative approach aimed at improving the effectiveness of employees by providing: Technical help Personal support Assistance in getting the most out of oneself

4. Benefits of Coaching Coaching can: Improve performance Develop skills Increase productivity Prepare people for a new role Improve the work environment Motivate employees and facilitate their retention

5. Typical coaching situations A worker is going about his job without any direction. Someone is ready for new responsibilities but needs help. A team member is underperforming and has to be guided.

6. Coaching is not about Exercising authority Being the expert Managing the subordinate and pushing him towards a target. Personal counseling

7. Coaching is about Exploration Facilitation Inspiration and support Experience sharing Collaboration

8. Directive and supportive approaches A directive approach is useful for: Developing skills Providing answers A supportive approach is useful for: Building self confidence Encouraging self learning However, coaching, compared to mentoring, tends to be more directive and focused. See Slide 10

9. The Coaching Process Observe the individual to be coached carefully. Understand the person’s strengths, weaknesses and behavior. Engage with the subordinate in a dialogue. Come to an agreement on basic issues and prepare a coaching plan. Provide ideas and advice to make it easy for the person being coached to receive them, and appreciate their importance. Keep monitoring the progress and take corrective action when appropriate.

10. CoachingMentoring Key GoalsTo correct inappropriate behavior, improve performance To support and guide personal growth of the protégé Initiative for Mentoring The coach directs the learning and instruction The mentored person is in charge of his or her learning VolunteerismMay or may not be voluntaryVoluntary FocusImmediate learning opportunitiesLong-term personal career development RolesHeavy on telling with appropriate feedback Heavy on listening, providing a role model, and making suggestions and connections DurationShort-term needs. Administered intermittently on an “as-needed” basis Long-term RelationshipThe coach is the coachee’s bossThe mentor is seldom the protégé’s boss. Source: Adapted from Harvard ManageMentor Coaching

11. Preparing an action plan Statement of the current situation Goals Milestones and timeline Specific action points Desired outcomes

12. GoalReality  Agree on discussion topic  Agree on specific outcomes  Set long-term aims  Improve self awareness  List assumptions  Validate assumptions OpportunityWhat next?  Cover full range of options  Offer suggestions carefully  Ensure choices are made  Prepare a plan  Identify possible obstacles  Specific, time bound steps  Agree on support GROW Model

13. 7 Core Capabilities in Coaching Rapport BuildingDeep ListeningCreative QuestioningClear Goal SettingGiving Effective FeedbackIntuitionPresence

14. Coaching StyleUsed For:Example: Directive Developing SkillsInstructing a new employee who needs to develop skills in your area of expertise Providing answersExplaining the business strategy to a new employee InstructingIndicating the best way to do a task or handholding the employee on the task Supportive Facilitating problem solving Helping others to find their own solutions Building self- confidence Expressing confidence that an individual can find the solution Encouraging others to learn on their own Allowing individuals with new responsibilities to learn on the job, even if it means risking mistakes Serving as a resource to others Providing information or contacts to help others solve problems on their own Source: Adapted from Harvard ManageMentor Coaching

15. Giving and receiving feedback Giving and receiving feedback is a crucial part of coaching. While giving feedback, we must : Focus on improving rather than criticizing performance Look at the future, not the past Focus on behavior, not character Demonstrate sincerity Be specific Be realistic and focus on things which can be controlled

16. Becoming an effective listener A coach should be a good listener. Active listening involves the following: Avoiding distractions/ avoidable interruption Maintaining eye contact Right body language Repeating and clarifying some points Understanding the emotions behind the word

17. The Right Climate Coaching is more effective when the work environment is characterized by: Mutual trust – demands expertise, commitment and concern Accountability for results Motivation to learn and improve

18. Pitfalls to avoid Excessive talking - Coaching is a collaborative exercise - Encourage the subordinate to talk Poor Listening - Concentrate Losing control of your emotions - Do not coach on a “bad” day Thrusting something without understanding emotional implications - Prepare the subordinate emotionally - Boost the self confidence

19. When coaching is not effective The person is not willing to be helped. The person blames it on others. The person is excessively competitive. The person is always trying to dominate. The person frequently displays bad behavior. The bad behavior is deeply entrenched in the personality of the individual.

20. Thank You