1. Coaching and Motivating Presented by: Geri Rivers Gericho HR www.gerichohr.com

2. 2 Description of Session  Awareness and strategies to improve coaching skills.  Reinforce coaching skills to help others reach peak performance  Enhance coaching confidence

3. 3 Why improve coaching skills?  Most effective way to develop others  Improves positive recognition and feedback, increase motivation and initiative.  Coaches are influencers. Bring out the best in others.  Builds your reputation as a people developer.  Workforce requires flexibility.

4. 4 Coaching, Counseling, Training- Which is which ?  Training: Structured process to provide knowledge and teach skills.  Counseling: Problem solving directed at specific issues affecting performance.  Coaching: An on going process. Enables learning and development.

5. 5 Advantages of Coaching  Future focused  Effective change management  Clear direction of future wants and needs  Ways to achieving goals

6. 6 YOU  Focus is on YOU!!  Tools and skills that will help you TODAY!!

7. 7 About Motivating  Motivating and coaching go hand in hand  Motivated Employees Make Your Job Easier

8. 8 Motivating  You cannot motivate anyone;  You can only create an environment that encourages and promotes the employees’ self-motivation.  Motivation is getting people to do what you want them to do because THEY WANT to do it.

9. 9 What?  What kind of behavior do you want the staff to demonstrate?  What do you want the employee to do differently ?  You must be clear about your objectives and expectations.

10. 10 YOU the Motivator  YOU are the most critical component. Your actions set the tone, trend and tempo of the process.

11. 11 Can you motivate someone?  NO!  Motivation comes from within the individual to prompt him to an action.  People are motivated by their unmet needs.  These needs differ from person to person

12. 12 Motivation is  directly related to the morale of the employees;  attitude of the staff toward their work, department, environment, management and organization as a whole.

13. 13 Exercise-Assessing Your Approach  Puzzled by an employee’s apparent lack of motivation?  Accept the fact that what motivates you may or may not motivate others.

14. 14  If managers misinterpret what is important to their subordinates, they will choose methods of motivation that are entirely off base.

15. 15 What motivates yousubordinates?  Talk to your staff and really listen to them…

16. 16 Ask yourself  Am I a good coach??  What is MY coaching style?

17. 17 Coaching Style  Effective coaches allow the employee to identify their own areas for improvement and develop their strategy to achieve it.

18. 18 Coaching Style  Employees are likely to be more motivated when they have the opportunity:  To build confidence  To have real responsibility and choice  To experience a sense of making a real contribution and  To be valued and appreciated.

19. 19 Ground Rules  Confidentiality  Timekeeping  Respect  Honest Exchange  Non judgmental

20. 20 Structure-Coaching Session  Simple guide for what to cover in a coaching session: Involve the employee in the process.

21. 21 Coaching Session-Covers  Where are you (manager,employee) now??  What are the issues/areas for development from where you are now?  Why are you were you are now? What have you done/not done?  Where do you want to be?  What you want or need in order to achieve this?  What are you going to do about it?

22. 22 Change/Resistance to Change  Coaching is about change.  Change can be a huge stressor.  Change may include fear of failure and leads to resistance.

23. 23 YOU the coach, can  Coach to make change the norm.  Challenge our comfort zone.  Free from of the fear of failure.

24. 24 Learning Styles  One size does not fit all!  To be effective the manager/coach needs approaches to suit each individual

25. 25 Stages of Learning  Unconscious incompetence: Don’t know what you don’t know or cannot do.  Conscious incompetence: Aware of what you cannot do or do not know.  Conscious competence: You know what you can do or think about it when doing it.  Unconscious competence: You don’t think about it, just do it.

26. 26 Conscious Perception-NLP  Conscious perception is about finding new ways of looking at an issue or goal  Extend the employee’s choice of solutions.

27. 27 First Position  This is the position the employee is in themselves.  Their life is about them.

28. 28 2 nd Position  Is standing in someone else’s shoes.  Trying to imagine how they feel about a situation or how it looks from their point of view.

29. 29 3rd position  A fly on the wall.  Encourage to look at the situation from a distance, as if they were looking at it like a movie.

30. 30 Conscious Perception  Studying a problem  from three different angles opens up the persons mind to many possibilities.

31. 31  A powerful tool to use when promoting change.  Use for past or future situations-how things could have been done differently and what solutions would apply now.

32. 32 Building Rapport  Without rapport it is unlikely progress will be made.  7% of a listeners attention is on what the person is saying, 38% on how they are saying it.  55% of the listeners attention is on body language.

33. 33 Be aware of Physiology  Posture: gestures, facial expressions  Voice: Tone, Tempo, Rhythm, Volume  Language: Content, organization of words, sensory language.

34. 34 Body Language  A person’s body language tells its own story.  Observe changes in body language to indicate how a person is feeling.  What is your body language saying??

35. 35  If you want to know what the other person is thinking or feeling it is best to ask.

36. 36 Listening and Questioning  Good listening and questioning are essential to being a good coach.  Open ended questions are effective when you want to get information

37. 37 Open questions start with  What  Where  When  How  Who

38. 38 Closed ended questions  Use when you want to gain commitment. Start with  Do  Is  Have  Can  If

39. 39 Exercise #4-Questioning

40. 40 Handout #1. Questioning

41. 41 Active Listening  Listen attentively.  Don’t let your mind wander.  Don’t be concerned about your next question or what is on your mind.  Listening to the answer to your questions is far more important and revealing than speaking yourself.

42. 42 Goal Setting Criteria ✔  Encourage employees to set their own goals.  Let them participate actively in the goal-setting process.  Personal goal-setting results in a commitment to goal accomplishment. 

43. 43 Summarizing + −×÷=  Shortened, concise version of an original conversation or the beginning of your conversation.  Does not include all the details  Reviews what was discussed and recalls the key issues.  Include words that the employee used, rephrase or re prioritize

44. 44 Advantages of Summarizing  To clarify  Demonstrate you have been listening  To build and maintain rapport  To give the employee an opportunity to change, add or correct  Redirect the conversation back to the key issue  To look at the situation differently

45. 45  To break a pattern of behavior  To take control of the conversation and conclude  To help the employee get back on track if they lose their train of thought

46. 46 Handout #2-Summarizing

47. 47 Feedback  Providing useful information  A positive and constructive way so that the person can use that information to improve their behavior or skills and  feel GOOD about what they have heard.

48. 48 Effective Feedback  Feedback focuses on the positive side of the issue as well as the negative things to improve.  Feedback is informational, constructive and motivational.

49. 49 Tool  Ask for the personal view of progress first before providing your opinion/feedback.  The individual then takes ownership of their comments rather than just being given information by you.  If I have an idea, I tend to take it more seriously than being given an idea by someone else especially my manager.  “manager’s feedback gives you compliance”, “self feedback give you commitment”.

50. 50  Focus on areas for development (problems) alongside areas of success.  Proportion 80% positive - 20% development  Skillful feedback leaves the person feeling motivated to change, grow.

51. 51 You

52. 52 Measure Your Success  Start with your own action plan.  Select two or three ideas from the session you would like to adopt and then respond to the following :  Things I plan to do differently in my work, my company, my life are:  Obstacles I might face along the way and how I will overcome them  I will know I have succeeded in becoming more effective professional and motivator when.……… 