2. Coaching and Mentoring training material

Coaching and Mentoring ppt for leaders of midwifer

1. Coaching and Mentoring 1

2. 2.1 Definition of Coaching… cont’d It is a process whereby awareness of the potential for change, development and improvement is awakened in an individual It is unlocking a person’s potential to maximize their own performance It is a way of working with people that leaves them more competent and more fulfilled so that they are more able to contribute to their organizations and find meaning in what they are doing. 2

3. 2.1 Definition of Coaching… cont’d It is a partnership designed to tap into the knowledge, information synergy and talents people bring to the organization. Putting all together, coaching is the process of helping people discover creative solutions to complex situations and provides a safe environment for identifying opportunities and making them a reality. 3

4. Objectives of Coaching Improve the performance of individuals, teams, Improve the performance of the organization, Creates the major factors that lead to commitment, Clarifies goals and commitment, Helps people to understand what is/is not important, Helps people to resolve performance problems, Improves that knowledge and skills that people need to do their best, Conveys to others just how important and appreciated they are. 4

5. Benefits of Coaching Developing employees KSA’s Overcoming performance problems Increasing productivity Creating promotable subordinates Fostering positive work culture Improving retention 5

6. * Fundamentals of Coaching: Leader as a Coach Continuum Exploring Facilitating Partnership Long- t erm d evelopment Open t o m any p ossible o utcomes Helping employees manage the transition between old and new Informing Directing Authority Immediate n eeds One s pecific o utcome Coaching is. . . Coaching is not . . . 6

7. 2.3 Values of a Successful Coach A coach is an individual that helps employees grow and improve their job performance by providing suggestions and encouragement . 7

8. 10. Respect 2. S upportiveness 3 . Confidence Building Value of a successful coach 9. Confidentialit y 4. Mutuality 8 . Involvement 6 . Risk 1. Clarity 5 . Perspective 7 . Patience 8

9. The 10 values a successful staff coach Clarity - giving and receiving accurate communication. Supportiveness - a commitment to stand with and behind team members. Confidence building - a persona commitment to build and sustain the self-image of each team member. Mutuality - a partnership orientation where everyone wins or no one wins. Perspective- a total focus on the entire business enterprise. 9

10. 6. Risk - the encouragement of innovation and effort that reduces punishment for mistakes and fosters learning by doing. 7. Patience - going beyond the short-term business. 8. Involvement- a genuine interest in learning about individuals in order to know what incentives, concerns, and actions will inspire them. 9. Confidentiality - an ability to protect the information of all team interactions and cause a sense of trust and comfort with the individuals. 10. Respect - giving and receiving of high regard to and from the staff as individuals and members of the team. 10

11. 11 No. Values I demonstrate these values( tick one of them) 1 2 3 4 1. Clarity 2. Supportiveness 3. Confidence B. 4. Mutuality 5. Perspective 6. Risk 7. Patience 8. Involvement 9 Confidentiality 10. Respect

12. Asses your position against the list of values being provided . Which value or values do you need to add? What values do you have that you need to eliminate/change to become a better coach? Reflect on your findings . 12

13. Contract Listen Explore Action Review The Phases of Coaching 13

14. When employees are: Failing to perform their work to an acceptable standard. Taking responsibility on a useful project that is outside their normal role. Having potential for promotion, but need to develop more skills first. Having a lot of potential, but are getting restless and bored, and you fear that they may leave the organization. The Right Time for Coaching 14

15. When employees: do not meet their performance objectives by the next performance appraisal meeting based on your informal review. need to acquire new skills for their job which is evolving. The Right Time for Coaching … cont’d 15

16. Also if employees are: constantly late, keeps talking and interrupting others, insecure about their job, overly emotional at work, have a bad attitude that is affecting other team members, reluctant to delegate. The Right Time for Coaching … cont’d 16

17. Active listening and feedback, Empathy, Empowering, Thirst for knowledge, Complimenting, Asking open questions, Emotional Intelligence, Goal setting, Positivism, Feedback giving and receiving , Creative, Ethics. Coaching Skills

18. Key Coaching Responsibilities Constant communications; Selecting and carefully matching employees to jobs; Setting and ensuring employees’ understanding of performance standards and goals; Providing fair and accurate performance feedback; Assisting employees in planning and accomplishing their work; Creating a development plan for each employee; Fostering a culture of managed risk taking and internal communications.

19. Qualities/Characteristics of Good Coach Promotes open and constructive discussion; Is comfortable with differences; Is not demeaning or disrespectful of others; Creates a safe environment for interaction, disclosure, and information flow; Shares views, facts, and information in a non-threatening manner.

20. Qualities of Good Coach... Cont’d Is open to new ideas, and to the possibility that he/she has an incomplete understanding of the situation; Focuses on learning and change; Strengthens and empowers others; Maintains high expectations and performance standards; and Unleashes/set free/motivation and creativity. 20

21. People behave based on their thoughts, Individuality should be valued and explored, Lack of motivation often reflects discouragement, Consequences determine performance, People treated responsibly take responsibility. Five Insights of High-Performance coaches 21

22. 2.4 Coaching Models There are different types of coaching models: 22

23. STEER Model 23

24. 2.4.2 OSKAR Model 24

25. 2.4.3 GROW Model 25

26. 2.4.4 GRIT Model 26

27. 2.5 Coaching Process 27

28. 3.1 Definition of Mentoring It relates primarily to the identification and nurturing of potential for the whole person. Mentoring is a brain to pick , an ear to listen and an occasional push in the right direction . It is a collaborative partnership in which the mentor and the mentee take shared responsibility for the success of the relationship. It is helping individuals do things they never knew they could do; it is about teaching individuals how to understand and use their potential to fullest. It helps to develop tacit, or sticky , knowledge. 28

29. 3.1 Definition of Mentoring Mentoring is the processes where a person (the mentor) provides support, training and guidance to a less experience, usually younger person (the mentee, mentoree, or protege). Mentoring is about general development and psychological well being of a person. It is about sharing concern, getting moral support and guidance for development. A mentor helps associate see meaning and vision in what they are doing and serves as a role model . 29

30. Mentoring… cont’d 30

31. Benefits of Mentoring Improves communication and personal skills, Reinforces your study and skill set, Engaged in volunteering activities, Develops leadership and managerial qualities, Increase in confidence and motivation, Enhances your CV. 31

32. 3.2 Opportunities for Mentoring When an associate receives a promotion or new responsibilities After a success When the individual wants more than successes or promotions When things occur which challenge individuals dreams or course of action 32

33. 10. Mutual trust and commitment 2 . Know your Org. 3 . Get to know Your mentee 3.3 How to Become an Effective Mentor 9. Celebrate success 4 . Learn to teach 8. Take risks 6. Be Patient Know Your work 5. Learn to learn 7 . Be tactful 33

34. 12. A desire to be a mentor 13. A role model Value of a successful coach 14 . Self confidence 16 . Self-knowledge 11. Emotional Maturity 15. Visionary 34

35. 3.5 Differences and Commonalities of Mentoring and Coaching Coaching Mentoring Task-oriented, skills- focused, direct and time bound Open-ended personal development Skill focus Strategic focus Primarily line manager role Works best offline Agenda set by or with coach Agenda set by learner Typically addresses a short-term need Typically a longer-relationship often ‘for life’ Feedback and discussion primarily about explicit Feedback and discussion primarily about implicit, intuitive issues and behaviors Identify potential and deals with problems Lets employees soak up character, judgment and approach Inspires and motivates Instruct and guide Change Oriented Growth Oriented 35

36. Barriers to Coaching and Mentoring Provide Incorrect matching of mentors/coaches and learners Lack of top-down support Resentment felt by those not involved Credibility of internal coaches and mentors Creation of false promotional expectations Overdependence of the mentor/mentee Blurring of role boundaries Lack of commitment from learner 36

37. Comments 37

38. 38 Best wishes!

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