workplace coaching at working environment- full.pptx

work place coaching

1. PhD in Consulting psychologist PRESIDENT – Leadership Program Solutions , V erginia 20 Years Corporate & Govt. Experience

2. Publisher : JAICO PUBLISHING HOUSE INDIA Printed by: PRINT IMAGE INDIA First Impression: 2003 Pages: 146

3. Introduction... Section 1: The Manager as Coach. Section 2: The Approach of a Coach. Section 3: The Coaching Process Section 4: Coaching Conversation Skills Section 5: Team Coaching and Peer Coaching Section 6: Distance Coaching Workplace Coaching Daniel A. Feldman , PhD TABLE OF CONTENTS

4. Workplace Coaching Daniel A. Feldman , PhD INTRODUCTION Purpose of the Book Main Idea : This book is designed to help managers become better at managing people, beyond just technical skills . Key Point : Elevation to management often comes from excelling at technical tasks, but success as a manager requires people skills.

5. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Context : Eric had been working as a marketing specialist for 5 months. No formal evaluation until 2 months late. Received vague and negative feedback during his performance review. Boss provided no actionable feedback for improvement . Case Study: Eric Hampton’s Experience

6. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH The Performance Review What Happened: Eric received negative feedback with no specifics or methods for improvement. HR only said, “It’s all to help you improve.” Boss gave a vague comment: "Eric could do better." Impact: Eric felt blindsided, upset, and unsupported. Case Study: Eric Hampton’s Experience

7. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Consequences of Poor Coaching Eric's Reaction: Felt undervalued and confused by the feedback. Decided to start looking for a new position . Case Study: Eric Hampton’s Experience Outcome: Employee turnover. Additional hiring, training costs, and lost productivity.

8. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Defined AS: Coaching is … Acting in a way that promotes the continual development of the skills of the people in the organization .

9. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Defining Quotations:

10. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Different Roles of Managers 5. COACH 4. DIRECTOR 2. PROBLEM SOLVER 3. INFORMATION HANDLER 1. PLANNER

11. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Different Roles of Managers Planner – determine strategies & use of resources VISIONER STRATEGIZING L/T SETTING GOALS S/T

12. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Different Roles of Managers 2. Problem Solver – making decisions & resolving difficulties IDENTIFYING - issue EXPLORING - alternatives RESOLVING

13. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Different Roles of Managers 3. Information Handler - Spreads relevant information MONITORING - Whistle B lower INFORMING – S hare to assist RECORDING – capture to prove

14. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Different Roles of Managers 4 . Director – delegating duties to equalize workload TELLING – ordinary people specific info DICTATING – ordering a pertinent action CONTROLLING – shaping the direction

15. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Different Roles of Managers 5. Coach – skills development TECHNICALLY Sound PERSONALLY Competent INTERPERONAL skills added adv .

16. Workplace Coaching Daniel A. Feldman , PhD SECTION # 01 - THE MANAGER AS COACH Coaching Pitfalls False Praise – fake appreciation both ways Perfectionism- being too picky/choosy stops employees to try Vague Feedback Inconsistency Consistent Criticism Being uninvolved Ignoring a problem

17. Workplace Coaching Daniel A. Feldman , PhD SECTION # 02 - APPROACH OF A COACH APPROACH 4. LOOKING FOR OPPORTUNITIES TO COACH 5. STRIVES TO BE A GREAT COMMUNICATOR 3. BUILD A COACHING ENV. 2. MAKE THE COACHING PROCESS MUTUAL 1. IS DELIBERATE & BE PREPARED

18. Workplace Coaching Daniel A. Feldman , PhD SECTION # 02 - APPROACH OF A COACH Books says: DELIBERATE AND PREPARED MUTUAL COACHING PROCESS GREAT COMUNICATOR SELF KEEN TO COACH BUILDS COACHING ENVIRONMENT Understanding the reason of coaching and setting goals. Take time to plan how to approach employee. Keep a written record.

19. Workplace Coaching Daniel A. Feldman , PhD SECTION # 02 - APPROACH OF A COACH Books says: DELIBERATE AND PREPARES MUTUAL COACHING PROCESS GREAT COMUNICATOR SELF KEEN TO COACH BUILDS COACHING ENVIRONMENT Balanced give and take See mistakes as learning opportunities Be available and accessible Make agreements Follow through on your commitments

20. Workplace Coaching Daniel A. Feldman , PhD SECTION # 02 - APPROACH OF A COACH Books says: DELIBERATE AND PREPARES MUTUAL COACHING PROCESS GREAT COMMUNICATOR SELF KEEN TO COACH BUILDS COACHING ENVIRONMENT Being alert to signs of emotions in others Communicate with flexibility By showing emotions By appropriate honesty

21. Workplace Coaching Daniel A. Feldman , PhD SECTION # 02 - APPROACH OF A COACH Books says: DELIBERATE AND PREPARES MUTUAL COACHING PROCESS GREAT COMUNICATOR SELF KEEN TO COACH BUILDS COACHING ENVIRONMENT The focus Adoptive to change Reinforce + ve performance Deal Performance problems The setting Formal setting Informal setting The timing to coach Check your mindset Employee readiness Ripe situation

22. Workplace Coaching Daniel A. Feldman , PhD SECTION # 02 - APPROACH OF A COACH Books says: DELIBERATE AND PREPARES MUTUAL COACHING PROCESS GREAT COMUNICATOR SELF KEEN TO COACH BUILDS COACHING ENVIRONMENT Positive VIBES, Encouraging growth and motivation (Micro levels) Giving change time

23. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS

24. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON On-site observation Find out how the employee thinks?

25. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON The First Time intro of coaching Formal Coaching Meeting Informal Coaching Meeting

26. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON Regular self observation Focus in ALL aspects of PERFORMANCE

27. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON Identify TECHNICAL & PROCESS Goals - MIDWAY

28. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON Watch out for LIMITING ASSUMPTIONS – coach to entice new thoughts Discovering NEW OUTLOOKS

29. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON Discuss with employees to measure improvement & Growth

30. Workplace Coaching Daniel A. Feldman , PhD SECTION # 03 - THE COACHING PROCESS Books says: GATHERING INFORMATION SETTING THE STAGE ENCOURAGING STAFF ASSESSMENT CLARIFYING GOALS EXPLORING PERSPECTIVE CREATING A FEEDBACK LOOP KNOWING WHEN TO MOVE ON High Competence VS Slow Coaching Coaching specific to employee’s LEVEL.

31. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS COACHING CONVERSATION SKILLS 5. GIVING FEEDBACK 4. ACTIVE INQUIRY 6. PROCESS COMMUNICATION 2. PARAPHRASING 3. REFLECTION OF FEELING 1. FOCUSED LISTENING 7. SUMMARIZING 8. USING SILENCE

32. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Expand your RECEPTION EMPATHY DIG DEEPER into the MESSAGE

33. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE REPEAT what is HEARD for CLARITY

34. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Understand feelings – expressions Acknowledge Feelings to CONNECT

35. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Open ended Questions Pinpointing Questions

36. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Giving CONSTRUCTIVE Feedback Evaluating the RESPONSE

37. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Pay attention to NON-VERBAL Messages Identify ‘What is HAPPENING?’ & NOT what is being DISCUSSED. Make a CLEAR Comment.

38. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Summarize to u nderstand better

39. Workplace Coaching Daniel A. Feldman , PhD SECTION # 04 - COACHING CONVERSATION SKILLS Books says: FOCUSED LISTENING PARAPHRAISING REFLECTION OF FEELING ACTIVE I NQUIRY GIVING FEEBACK PROCESS COMMUNICATION SUMMARIZING USING SILENCE Know when to stay silent. Know what not to speak .

40. Workplace Coaching Daniel A. Feldman , PhD SECTION # 05 - TEAM & PEER COACHING COACHING 1. KEEP IT INFORMAL 2. INITIATE MUTUAL AGREEMENT 1. ESTABLISHING EFFECTIVE TEAM NORMS 2. RUNNING EFFECTIVE MEETINGS TEAM COACHING PEER COACHING

41. Workplace Coaching Daniel A. Feldman , PhD SECTION # 05 - TEAM & PEER COACHING Books says: Team Coaching Establishing effective team norms Running effective meetings Peer coaching Keep it informal Initiate mutual agreement Norms = Trust + N o hidden + culture Create Synergy among employees Extract performance satisfaction & excellence

42. Workplace Coaching Daniel A. Feldman , PhD SECTION # 05 - TEAM & PEER COACHING Books says: Team Coaching Establishing effective team norms Running effective meetings Peer coaching Keep it informal Initiate mutual agreement PEER Aka colleagues, co-workers. Peers to teach each others to become better coaches Informal to befriend each other Mutual willingness to grow

43. Workplace Coaching Daniel A. Feldman , PhD SECTION # 06 – DISTANCE COACHING 1. MAKE THE MOST OF MODES OF COMMUNICATION 2. STAY INVOLVED 3. KEEP THE EMPLOYEE CONNECTED TO ORG . 4. CLARIFY THE STRUCTURE OF WORKINGLONG DISTANCE DISTANCE COACHING

44. Workplace Coaching Daniel A. Feldman , PhD SECTION # 06 – DISTANCE COACHING Books says: MAKE THE MOST OF MODES OF COMMUNICATION STAY INVOLVED KEEP THE EMPLOYEE CONNECTED TO ORG. CLARIFY THE STRUCTURE OF WORKINGLONG DISTANCE Use all methods available to communicate Leave brief messages Reiterate important points in writing

45. Workplace Coaching Daniel A. Feldman , PhD SECTION # 06 – DISTANCE COACHING Books says: MAKE THE MOST OF MODES OF COMMUNICATION STAY INVOLVED KEEP THE EMPLOYEE CONNECTED TO ORG. CLARIFY THE STRUCTURE OF WORKINGLONG DISTANCE Schedule regular telephone calls Schedule occasional face to face meetings Specify how will you be accessible

46. Workplace Coaching Daniel A. Feldman , PhD SECTION # 06 – DISTANCE COACHING Books says: MAKE THE MOST OF MODES OF COMMUNICATION STAY INVOLVED KEEP THE EMPLOYEE CONNECTED TO ORG. CLARIFY THE STRUCTURE OF WORKINGLONG DISTANCE Share info, about org. & the team Encourage on-going contact between team members

47. Workplace Coaching Daniel A. Feldman , PhD SECTION # 06 – DISTANCE COACHING Books says: MAKE THE MOST OF MODES OF COMMUNICATION STAY INVOLVED KEEP THE EMPLOYEE CONNECTED TO ORG. CLARIFY THE STRUCTURE OF WORKING LONG DISTANCE Help employees establish an effective work routine Agree upon how will you communicate

48. Workplace Coaching Daniel A. Feldman , PhD CONCLUSION Smart, concise and to-the-point book. Little Outdated To Meet With The Changing Workforce. Discusses more of a COACH thing and not the How to take Coaching? Need to Add many other facets & techniques to make it all more influential in current times.