Coaching in the Workplace

Transcription

1 Coaching in the Workplace National Laboratory Training Conference V Orlando, Florida June 11, 2009 Judy Delany, Director Training Services Division Office of Workforce and Career Development

2 Why Coaching?

3 Preferred Style of Management Boomers Coaching Generation X Coaching Generation Y - Coaching

4 Benefits of coaching Improved employee performance and productivity Improved relationships Staff development Improved learning Improved training impact More creative ideas

5 Benefits continued Improved quality of life for individuals More time for the manager Better use of people, skills and resources more motivated staff Faster and more effective emergency response Greater flexibility and adaptability to change

6 Training with Coaching Training Behavior Results Coaching

7 Training without Coaching 2 Training Behavior Results

8 Mentoring or Coaching?

9 Mentoring Person with more experience, usually older, helps learn the ropes, advises, counsels.

10 Mentoring Moments

11 Mentoring on the run

12 Coaching Coaching is the process of equipping people with the tools, knowledge, and opportunities to develop themselves and become more effective. It is helping them to learn rather than teaching them.

13 Coaching Venues One-on-one Guiding people to learn for themselves Orchestrating resources and learning opportunities

14 Invest your energy in people who Do not understand development needs Do not know how to learn needed skills Do not believe you care about them Do not translate good intentions into real change on the job Do not see organizational incentives

15 Emotional Intelligence Self-awareness Self-reflection Self management Transparency Social awareness Empathy Relationship management Persuasion Conflict management Collaboration

16 How do I coach? Ask questions Listen Encourage Hold accountable

17 GROW model for coaching G: Set the goal R: Reality checking O: Options Consider the obstacles or barriers for options W: What, when, by whom and the will to do it.

18 Why ask questions? Someone else may already have the solution Allows for testing our assumptions Stimulates learning The dumbest questions can be very powerful Unlock conversations

19 Questions: The ultimate empowerment tool

20 The art of asking questions Timing Breaking the ice Set the stage Ask your questions Listen; show interest in the response Follow up

21 Build relationship with staff How can I help you? What would you do? What would someone else do?

22 Foster reflection and learning What was going on in your head when you did this? How do you learn best? How did you benefit from that? What were the most challenging and exciting career development opportunities you have had? What made it challenging?

23 Encourage action and innovation What is a viable alternative? What are the advantages and disadvantages in this suggestion? Can you describe your concerns? What is the current reality? Suppose we did it this way? What would happen? What will you commit to do by when?

24 Planning and setting objectives What do we need to accomplish? What do you think is realistic? What resources are you looking for? What kind of help do you need? Are you still on track? Would it be useful for us to.?

25 Performance appraisals How could you make your job more effective? What gets in the way of doing your job? If you could change one thing about the organization, what would it be? What brings you joy in your work?

26 How to ask good questions Why do you say that? What else? Anything else? What would happen if you did do/say that? Have you had a similar experience in the past? How did you handle that?

27 How to ask good questions? What do others say about you? What are some of the possibilities? May I give you some feedback? Would you like to hear another possibility?

28 Questions transform organizations Connect us to customers/learners Shape organizational values Develop credibility Solutions should really work

29 Listening Receive Reflect Rephrase I hear you saying

30 Listening What is being said What is left unsaid What is heard What is seen Meta-view listening

31 Walk the talk Be coachable Develop yourself Make your self-development visible Showcase your improvements Pave way for better feedback

32 Transforming questions Ask not what your country can do for you. Ask what you can do for your country. John F. Kennedy