Importance of Coaching in Building Leaders at Work

Personal Reflection
1. Identify your top performers and their contributions to the organisation 2. What would be the impact of losing these high performers? 3. What is your assumption? Are they more likely to leave than some of the average or low performers? (Best swimmers jump ship first?) 4. What do you think is your role as a leader?

Coaching as a tool to build leaders

1. 2. 3. 4. 5. Giving new meaning to work Engaged and committed employees Higher productivity Stronger culture Strengthened bonds between supervisor and employee 6. Healthier individuals 7. Resilience 8. Heightened creativity 9. Increased risk taking and exploring 10. Mindset of an owner vs a hired hand

How managers build strong relationships

1. Desire to connect (in a marriage, the person who cares the least controls it) 2. Warmth 3. Flexibility 4. Creating feedback mechanisms 5. Use effective leadership practices 6. Improve problem-solving skills 7. Social sensitivity

Use effective leadership practices

1. 2. 3. 4. Generates trust Builds relationships Encourages collaboration Personally supports the development of others

Seeing Another Point of View

Starter Phrase Childrens responses 1. Love all, trust 1. Me 2. Strike while the 2. Bug is close 3. Its always darkest 3. Daylight saving time before 4. Never underestimate 4. Termites the power of 5. Not much 5. A penny saved is

Why isnt the person performing?

1. Is the desired performance punishing? 2. Are there unintended rewards for not performing? 3. Are there any rewards for taking on complex tasks? 4. Is the person unclear about precisely what is expected? 5. Is the person unsure about how to perform the necessary tasks?

Why isnt the person performing?

6. Is there a lack of clarity about the reasons for a job assignment? 7. Do serious obstacles stand in the way? 8. Is the person not properly motivated to do the task at hand? 9. Is the individual not capable? Do not confuse competence issues with a lack of motivation

A leaders experience through the Stages of Change

Precontemplation thought process begins with feedback from subordinates Contemplation - ends in a decision to change/ nor change behaviour w.r.t given feedback Preparation training/ support in learning to deal with conflict and experimenting with leading tem effectively Action the journey of making new behaviours into habits Maintenance after repeat use, the new leader style sticks

Question Treasure Trove

1. What would the ideal state look like? 2. If you have a magic wand, what would you like to see happen here? 3. If you were the CEO for a day, what would you like to implement? 4. What would you realistically like to make happen, given these circumstances? 5. What would you try if you knew that you could not fail?

Question Treasure Trove

6. What would a best-case scenario look like? 7. What would you attempt if you had all the support and the resources that you needed? 8. How would you like to see yourself behaving in this ideal situation? 9. What are some of the goals you would like to aim for? 10. What would be some stretch targets to shoot for?

11. What strategies can help you realise your desired vision? 12. What are some other alternate paths to get there? 13. What else might work? 14. Which options will get you closest to your goal in the time frame you would like to target? 15. What might go wrong? What is the worst-case scenario?

Barriers to providing Redirecting (Developmental) feedback

It takes too much time Do not have a good relationship with the individual He/she will be defensive/ deny the feedback He/she will become emotional and perhaps even cry I need to gather more specific evidence to talk I am afraid of personal repercussions- to peers/superiors

Barriers to providing Redirecting (Developmental) feedback

I avoid conflict or conversations that cause tension Providing feedback will have a negative impact on my relationship with the person Providing feedback will have a negative impact on the persons work in office The person will not change. Why bother?

Barriers to providing Reinforcing (positive) feedback

I already provide enough positive feedback The person is improving, but not yet reached the target / goal He/she is just doing his/her job nothing above and beyond what is expected That is what the paycheck is for The person will expect a raise at the end of the year He/she will get an inflated ego and stop working as hard

Coaching competencies
1. Builds a strong relationship
a. b. c. d.
a. b. c. d. e.

Personally supports the development of others Generates trust Builds relationships Encourages collaboration
Listens actively Asks powerful questions Values diversity Provides feedback Welcomes feedback

2. Communicates effectively

Coaching competencies
3. Facilitates Action and Results
a. Helps others to set goals and performance expectations b. Inspires others to change c. Fosters innovations

4. Provides ongoing support

a. Gives recognition b. Provides follow-up and accountability

Feedback form low 1 2 3 4 5 high

This conversation focused on the issues that are most important to me. This conversation was a good use of our time The purpose and outcomes of this discussion were clarified early in our conversation The general process and flow of this conversation worked well to meet our goals I felt that you listened to me and understood my points of view I am leaving with some specific action steps to pursue