1. Coaching and Developing others: Part 2
Specialist Leaders of Education training Using different coaching models to provide strategies for getting the best out of a team

2. Coaching and its importance in developing others (part 2)
Aims
The aims of this session are to develop coaching strategies that:
assist in evaluating the effectiveness of a leadership team
focus on Egan’s skilled helper model 2

3. Coaching and its importance in developing others (part 2)
New member of the team 3

4. Coaching and its importance in developing others (part 2)
Established member of the team 4

5. Coaching and its importance in developing others (part 2)
Johari window 5

6. Action leading to valued outcomes
Coaching and its importance in
developing others (part 2)
Egan’s skilled helper model
Action leading to valued outcomes 6

7. Coaching and its importance in developing others (part 2)
The coaching triad 7

8. Coaching and its importance in developing others (part 2)
Possible questions
What would you really like to see in place?
What possibilities could you envisage?
What would it look like if you achieved excellence in this area?
What would be your ideal scenario?
What would really break the mould? 8

9. Coaching and its importance in developing others (part 2)
Choosing goals that motivate
The coach’s task is to help the client:
move from broad aims to more specific outcomes
gain the commitment of others
describe the outcomes he or she wants
be clear, specific and realistic
test out his or her commitment to action 9

10. Coaching and its importance in developing others (part 2)
Possible questions
Shall we try to shape up one or two specific goals?
What would you realistically like to see in place?
What benefits would that bring to your school or organisation?
What would it mean for you? 10

11. Action leading to valued outcomes
Coaching and its importance in
developing others (part 2)
Egan’s skilled helper model
Action leading to valued outcomes 11

12. Coaching and its importance in developing others (part 2)
Possible questions
Who do you need to consult?
How might you engage others in bringing about this change?
What strengths and resources do you need in place to draw on?
What model of effective practice exists in this area?
Where could you go for cutting-edge thinking?
Who will share the load?
How will you let people know what is going on? 12

13. Coaching and its importance in developing others (part 2)
The coach’s task is to help the client
Critique the list and choose the best-fit strategies to make up the action plan.
Identify the first three or four important steps.
Consider consequence and timescales. 13

14. Social awareness Self awareness Self management Relationship
Coaching and its importance in
developing others (part 2)
Overview of emotional intelligence
Self
Others
Social awareness
Self awareness
Self management
Relationship
management
Awareness
Individual, team and organisational performance
Actions 14

15. Coaching and its importance in developing others (part 2)
The emotional intelligence competency framework
Self-awareness Social awareness
Emotional self-awareness * Empathy *
Accurate self-assessment* Organisational awareness
Self-confidence* Service orientation
Self-management Relationship management
Self-control* Inspiration
Transparency Influence*
Adaptability Developing others
Achievement Change catalyst
Initiative Conflict management
Optimism Teamwork and collaboration
Positive impact on others 15

16. Coaching and its importance in developing others (part 2)
The emotionally competent leader
“Emotionally competent leaders have a learned capability based on emotional intelligence that results in effective performance at work, outstanding leadership and deeply satisfying relationships in life.”
Richard Boyatzis 16

17. Coaching and its importance in developing others (part 2)
References
Johari window
Developed by Luft, J and Ingham, H, 1955
Diagram © Alan Chapman, 2003
Egan’s Skilled Helper model
Egan, G, 2006, Essentials of Skilled Helping: Managing Problems, Developing Opportunities, Belmont CA, Thomson/Wadworth
Boyatzis quote
1982, The competent manager: A model for effective performance,
John Wiley and Sons 17 17

18. Coaching and its importance in developing others (part 2)
Further reading
Connor, M & Pokora, J, 2007, Coaching and Mentoring at Work, Maidenhead,
McGraw-Hill & Open University Press
Egan, G, 2006, Essentials of Skilled Helping: Managing Problems, Developing Opportunities, Belmont CA, Thomson/Wadworth
Goleman, D, 1998, Working with Emotional Intelligence, London, Bloomsbury
O’Neill, M B, 2000, Executive Coaching with Backbone and Heart, San Francisco, Jossey-Bass
Starr, J, 2003, The Coaching Manual, Harlow, Pearson 18

19. www ebi Coaching and its importance in developing others (part 2)
Evaluation
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