Constructive coaching & feedback 1.1

Constructive Coaching & Feedback Training

1. Constructive Coaching & Feedback

2. Objectives Differentiate between feedback & coaching Recognize when to provide effective coaching Importance of coaching Prepare to coach Five step model of coaching Implement a five step model for handling resistance and managing through challenging reactions to coaching and feedback Apply a coaching model that helps plan, engage and follow up on coaching conversations

3. Feedback Vs. Coaching FEEDBACK COACHING Focused on past behavior Focused on future behavior Evaluative Developmental “Telling” or “Advice” oriented Inquiry oriented Corrective Constructive Often used to help poor performers change behavior in a prescribed direction in a way that works best for the organization Used to help the better performers move ahead by releasing potential in a way that works best for the individual AND the organization

4. Giving Feedback : If I had a different job…

5. What is coaching? Coaching , is a teaching, training or development process via which an individual is supported while achieving a specific personal or professional result or goal.

6. Difference between Feedback & Coaching : To Tell or Not To Tell

7. When to Coach??? Recognize the three types of coaching opportunities Coaching for Success Coaching for Improvement Coaching for Managing Performance Problems

8. Analyzing Coaching Opportunities Willing and Able What characteristics demonstrate this condition? Unwilling, but Able What characteristics demonstrate this condition? Willing, but Unable What characteristics demonstrate this condition? Unwilling and Unable What characteristics demonstrate this condition? Your performance evaluation process may benefit from figuring out whether your problem performer has a “willingness” or “ability” problem. Look at the grid below:

9. Why do people need Coaching? Most often, people need coaching for the following broad reasons: Seeking help to get "un-stuck" Clarifying needs and goals; then getting into action to accomplish big personal, team, and/or organizational goals Resolving all kinds of complex problems related to people, relationships, trust, and working together Increasing their personal and collective capacity to become better leaders, managers, and professionals

10. Prepare to Coach Demonstrate effective communication and interpersonal skills to develop supportive coaching relationships Don’t personalize the situation or behavior, concentrate on the facts Be considerate and respectful of the other person Develop productive alliances with others in the work place Be an example Get necessary performance data Avoid negative words Rehearse, if reqd.

11. Positive Communication : Eliminate Negative Talk

12. Five Step Coaching Model Provide meaningful positive and constructive COACHING using a five step model that focuses on observable behaviors, thoughts, feelings and desired results.

13. Establish Goals & Purpose Establish purpose and importance of the discussion: Be specific & concise Refer to data/information that indicates a problem/ opportunity exists Be positive and in a non-threatening tone, be prepared to handle emotions Maintain/enhance self esteem

14. Goal Setting – Standing Ovation

15. Discuss & Clarify Details Seek input by using open-ended questions Clarify information by provide details that staff did not know Avoid judgment Listen & respond with empathy

16. Gain Agreement Agree on desired outcome Decide what is to be accomplished Ask instead of tell

17. Discuss Performance Solutions Discuss most effective ways to handle situation Develop a strategy to achieve the outcome Plan for potential roadblocks Use individual’s ideas wherever possible

18. Summarize the Action Plan Summarize actions to be taken Specify who, what and by when Check for understanding Acknowledge staff participation Set a follow-up date

19. Bridging Connect performance from past to future: PAST positive behavior/performance PRESENT observed behavior/performance FUTURE behavior/performance expected

20. COACHING MISCUES

21. Handling Resistance Handling resistance requires the ability to: • Recognize the signs of resistance • View resistance as a natural part of the change process • Listen and react non-defensively

22. 5-Step Model of Handling Resistance Acknowledge to yourself that you are encountering resistance Describe what you see, hear and feel Stay silent and let the other person or people respond Listen attentively Work together to develop plans to deal with concerns, fears and losses

23. Managing reactions Unmotivated to Listen Angry Not committed to Action Shock Disagree Crying

24. Guidelines of a Good Coach Know Your Own Role Act as an objective facilitator, helping the team member select the best options and not offering advice or direction Practice by Coaching Yourself A great way to practice using the model is to address your own challenges and issues Ask Great Questions… and Listen Well The two most important skills for a coach are the ability to ask good questions, and effective listening

25. Characteristics of a Good Coach – Quick Reckoning

26. Let’s Practice! – Steps to Effective Coaching