1. Coaching Skills for Managers
Scottish Enterprise
Coaching Skills for Managers
Facilitated by
CFM Consulting Ltd.

2. Welcome & Introductions
Who you are, what you do and where you do it?
What you want from this programme
Your perceived weakness as a coach
Your perceived strength as a coach

3. The Paperwork Sponsorship agreement - line manager involvement
Development Contract - information from the iReview & Hay ECI Report
Session Notes
180° Checkpoint

4. Coaching Definition .

5. Corporate Intentions? .

6. Key Skills
Listening
Questioning
Statements

7. Coach’s Responsibilities & Role
Focus & Engage
Raise Awareness
Raise Aspirations & Motivate?
Trusted confidante on learning
Thinking Partner & Sounding Board
What others?

8. What makes someone coachable?
Active engagement
Change Readiness
Clear Goals
Communication Skills
Emotional Intelligence
Ambition
Sense of Psychological Safety
Commitment to organisation
Courage
Source: HBR study of Executive Coaching 2015

9. Coachee’s Responsibilities & Role
Engage
Ground Rules & Trust
Taking Responsibility
Business Relationship
Time Commitments
Responsibilities to their manager and the organisation
What others?

10. Where does Coaching fit?

16. Contracting Consider The various Stakeholders & their Maps Timescales
Note taking
Confidentiality
Your role as the Coach
Their role as the Client
Expectations
Your style
Their/Your FOE Factor
Feedback
Using the flip chart ask them to think about what might go into a ‘contract’
What are the benefits of a contract?
When do you contract (at start and during the sessions, session to session)

17. F.O.E. Factor www.cfmi.co.uk©
Ask the delegates to mark themselves out of 10 on each of the above – and point out that a low FOE factor makes them their own worst enemy.

18. Psychological Contract 1
Gives
Coachee
Receives
Gives
Coach
Receives
Psychological Contract

19. Psychological Contract 2

20. Psychological Contract 3

21. Contracting
Consider from perspective of ‘stakeholders’: client, organisation, coach, line manager, supervisor, other?
In pairs write down all the key elements required in a coaching contract.

22. The Brain & Coaching

23. Poor Contracting Unclear Ground Rules Mismatched Expectations
Uncertainty
Previous Bad Experience Process Person Others?

24. The Coaching Spectrum PUSH PULL NON-DIRECTIVE DIRECTIVE solving
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
MAKING SUGGESTIONS
GIVING FEEDBACK
OFFERING GUIDANCE
GIVING ADVICE
INSTRUCTING
TELLING
DIRECTIVE

25. Using The Coaching Spectrum
NON-DIRECTIVE
Knowledge
Skills
Attitude
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
MAKING SUGGESTIONS
GIVING FEEDBACK
OFFERING GUIDANCE
GIVING ADVICE
INSTRUCTING
TELLING
DIRECTIVE

26. Coaching & Mentoring Styles
Excludes Coachee
Telling
Manipulating
Problem Centred
Coachee Centred
Advising
Counselling
Includes Coachee

27. Feedback Definitions
The sudden. High, unpleasant noise sometimes produced by an amplifier when sound it produces is put back into it!
Ref: Cambridge dictionary online
Process in which the effect or output of an action is returned (fed-back) to modify the next action. In an organisational context, feedback is the information sent to an entity (individual or group) about its prior behaviour so that the entity may adjust its current or future behaviour to achieve the desired result.
Ref: Business Dictionary .com

28. The Road Ahead Theory of Core Qualities Creating the right Environment
Coaching & Managing
Coaching & Behavioural Change
Performance Management

29. Non Directive Counselling
What went really Well
What went Well
Slightly Higher
Differently Next Time
-ve
Duration of Feedback Session

30. First Ask – “What were you trying to achieve?”
NIP
First Ask – “What were you trying to achieve?”
N - Negative
The Coach states objectively, what was
negative about the performance.
I - Interesting
The Coach would then ask for comments from the coachee on what they found interesting.
P - Positive
The Coach would state what was positive about the performance after observing.

31. AID Feedback Actually Happened What Actually happened?
What were your Intentions?
What do you need to Do to correct the situation?
Need to Do
Intentions

32. Core Quadrant Pitfall Core quality Challenge Allergy
The core quadrant can help you to become more aware of your own and others qualities and challenges
It also shows that you can learn most/a lot from the people you have an allergy for
You can learn the most from the things you find most difficult to deal with
Allergy

34. Core Quality
A core quality is a specific strength that characterises you
It is a strong and positive personal quality
It makes you what you are
It is one of the first things people say about you when they are asked to describe you
Each person has at least one core quality

35. Examples qualities
You are decisive
You are modest
You are rational

36. Pitfall Your pitfall goes hand-in-hand with your core quality
It is the distortion of your core quality when you show too much of it
It is the reversed side of the medal, your quality becomes a weakness

37. Creating the quadrant Core Quality Pitfall too much
Strength becomes pitfall
Core Quality
Pitfall
To every sunny side is also a shadow side

38. Other examples Core Quality Pitfall Decisive Forcing Modest Invisible
Rational Distant

39. A distortion is too much of something good
Strength becomes pitfall
Determined ?
Self-confident – arrogant
Flexible – laisser-faire

40. A distortion is too much of something good
Strength becomes pitfall
Determined
Pushy
Self-confident – arrogant
Flexible – laisser-faire

41. Challenge Your challenge is the positive opposite of your pitfall
It is a positive quality that you should show more often
It is a quality you often recognise and admire in others
This quality is needed to keep your core quality well-balanced

42. With the Pitfall comes the Challenge
Determined
pushy
With your pitfall you get a challenge connected to your core quality.
The challenge is positive and the contrary of your pitfall, the opposite of your pitfall but than positive. ?

43. With the Pitfall comes the Challenge
Determined
pushy
What matters is to find a balance between you core quality and your challenge
Patience

44. Allergy Your allergy is the negative opposite of your core quality
Most people are allergic to their own challenge recognised in other persons
You can get into conflict with people that are in your allergy zone, especially when that person is the personification of that behaviour you detest

45. Core Quadrant Core Quality Pitfall Allergy Challenge
From the core quadrant you can quite often predict Potential conflicts
Most people seem to have an allergy for the ‘too much’ of their challenge, especially if you find that in an other person!
Allergy
Challenge

46. Core Quadrant Pitfall Allergy Challenge
From the core quadrant you can quite often predict Potential conflicts
Most people seem to have an allergy for the ‘too much’ of their challenge, especially if you find that in an other person!
Allergy
Challenge

47. Core Quadrant Determined Pushy Passivity Patience
From the core quadrant you can quite often predict Potential conflicts
Most people seem to have an allergy for the ‘too much’ of their challenge, especially if you find that in an other person!
Passivity
Patience

48. Four Entries more of handle in other people
Core Quality your specific strength
Pitfall the label people put on you
Challenge what you would like to have
more of
Allergy what you find difficult to
handle in other people

49. Core Quadrant
Flexible
Laisser-faire
structured
rigid

50. Core Quadrant
Self-confident
arrogant
submissive
modest

51. Create your Core Quadrant
You can start in any part of the quadrant:
Start an inventory of your strong points and elaborate by defining your pitfall, challenge, and allergy.
Have others told you what they often dislike about you? That might be your pitfall. Look for the positive quality behind it and continue by determining your challenge and allergy.
You might already know some of your challenges. Try finding the positive quality behind them and describe the accompanying pitfall and allergy.
Is there somebody that immediately pops up in your mind when you talk about your allergies? Try describing the positive things of that person and discover what it says about you.

52. Creating the right environment

53. Pick a Coachee! In trio’s One Coachee One Coach One Observer
The coachee opens up the conversation about an area they would like to investigate about their work. The coach engages, responds and is present
Time allowed 10 Minutes

54. Pick a Coachee 2 Collective Noticing Collective Feeling
Collective Responding

55. Coaching & Managing

56. Change 1

57. Change 2 ? + Skills + Incentive + Resource + Action Plan = Confusion
Vision + ? +
Incentive +
Resource +
Action Plan =
Anxiety
Skills + ? +
Resource +
Action Plan =
Gradual Change
Vision +
Skills +
Incentive + ? +
Action Plan =
Frustration
Vision +
Vision +
Skills +
Incentive +
Resource + ? =
False Starts
Vision +
Skills +
Incentive +
Resource +
Action Plan =
Change

59. Managing Performance How many maps are present?
How much time do you have?
How do you prioritise your attack strategy?