Jovimay B. Broughton

January 2016 Leaders are people who do the right thing; managers are people who do things right. – Professor Warren G. Bennis Objectives: After completing this module, you should be able to: ➢ Define when coaching is used by analyzing opportunities ➢ Adapt your coaching style to specific situations ➢ Execute coaching discussions ➢ Utilize the G.R.O.W model What is Coaching? Coaching is a purposeful on-going one to one dialogue between a Manager – (Coach) and the (Line) employee for the purpose of developing skills and performance and enhancing potential. It is distinctly different from Performance Assessment because it focuses on encouraging , motivating and guiding the protégé to achieve higher goals . • MANAGING PEOPLE Concept • (An Approach review ) 1 • Command and Control • ( until yesterday) with Position of Power 2 • Development and Empowerment • ( Today ) Give up the Power and become CHEER LEADERS and COACH Why is COACHING required --- Flatter Organizations and frequent Downsizing means that employees need to cope with changed requirements in skills, responsibilities and performance. - Individuals are called upon to take Ownership for their own development and even Training and that is where Manager’s role is changing in to that of a Coach. FLATTER ORGNIZATION FREQUENT DOWN-SIZING STAFF TO COPE WITH NEW SKILLS , RESPON SIBILITIES STAFF TO TAKE OWNER SHIP FOR THEIR OWN DEVELOPMENT AND EVEN TRAINING HENCE MANAGER’S ROLE IS CHANG ING IN TO THAT OF A COACH. CHEER LEADERS TO GUIDE , ENCOURAGE AND SUGGEST RATHER THAN DIRECTING How does a coach know when it’s a “skill” vs. a “will” issue? How does the coach know when an employee needs counseling rather than coaching? Coaching vs. Counseling The 5Why’s is a question asking process that , when done correctly, unearths the root cause of a performance issue. The Skill – Will Matrix The matrix can be used to assess your employee’s skill and willingness to do a specific task. Based on that assessment, you can choose how to best manage the employee towards success. Guide (low skill and high will) Invest time early on:  Coach and train  Answer questions and explain  Create a risk-free environment to allow early mistakes and promote learning  Relax control as progress is shown Direct (both skill and will are low)  First build the will: o Provide clear briefing o Identify motivations o Develop a vision of future performance  Then build the skill: o Structure tasks for “quick wins” o Coach and train  Finally sustain the will: o Provide frequent feedback o Praise and nurture o BUT – supervise closely with tight control and clear rules/deadlines Delegate (skill and will are both high)  Provide freedom to do the job: o Set objectives not the method o Praise, do not ignore  Encourage learner to take responsibility: o Involve in decision making o Take appropriate risks Excite (high skill and low will)  Identify reasons for low will  Motivate  Monitor and provide feedback Did you know? That traditional formal class room training is fast losing its effectiveness unless reinforced by subsequent reinforcement. According to a study conducted by the XEROX Corporation , 87% of the newly taught skills were lost , in a controlled group, without follow up coaching . Questions that indicate the importance of the role that the Manager plays in employee development: ➢ Is there someone at work who encourages my development? ➢ Have I had opportunities at work to learn and grow? ➢ Does my Manager or some at work seem to care about me as a person? Did you know? Attrition analysis of any organization will demonstrate that highest reason for leaving the company is the EMPLOYEE’S DISSATISFACTION with his or her immediate supervisor though in exit interviews this reason is most often camouflaged. Questions that are deployed by Manager – Coach to draw solutions to problems out of their employees : - What do you think ? - How would you deal with this situation ? - What options do you see for addressing this issue? - What are the pros and cons of your preferred option ? Thus they cease to be prescriptive and instead they provoke a thinking process in the minds of their employees to self seek the solutions . GOOD MANAGER equals COACH Good Manager – Coach prefers to stay in the background but privately feels proud of having groomed yet another protégé to be self-reliant . The end result is a remarkable belief that develops in the mind of the employee that they themselves found a right solution . BENEFITS OF THIS APPROACH “MANAGER – COACH “ ✓ An environment of self respect is infused in to the team . This invariably increases the innovation level for resolving issues and thereby improving the team productivity. ✓ Every interaction with the Coach becomes an opportunity to learn and grow. This stimulates broader and deeper thinking . In today’s economy , it is critical to get optimal productivity from every employee “Coaching is thus a BUSINESS IMPERATIVE more than a FEEL GOOD CONCEPT.” The G.R.O.W Model As a leader, one of your most important roles is to coach your people to do their best. By doing this, you'll help them make better decisions, solve problems that are holding them back, learn new skills, and otherwise progress their careers. About the Model GROW stands for: How to use the Tool: 1. Establish the Goal First, identify the behavior that you want to change, and then establish this change as a goal that he wants to achieve. Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound. When doing this, it's useful to ask questions like: •How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved? •Does this goal fit with her overall career objectives? And does it fit with the team's objectives? 2. Examine the Current Reality Next, ask your team member to describe his current reality. As your team member tells you about his current reality, the solution may start to emerge. Useful coaching questions in this step include the following: What is happening now (what, who, when, and how often)? What is the effect or result of this? Have you already taken any steps towards your goal? Does this goal conflict with any other goals or objectives? 3. Explore the Options Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching her objective. 4. Establish the Will By examining the current reality and exploring the options, your team member will now have a good idea of how he can achieve his goal. Julie says that she would like a promotion to team leader within the next two years. This is a SMART goal – it's specific, measurable, attainable (as she already has one year of experience, and there are several team leader positions in her department), relevant (both to Julie's overall career aspirations and the team's mission), and time-bound. You and Julie now look at her current reality. She's in an entry-level position, but she already has some of the skills needed to be team leader. You brainstorm the additional skills that she'll need in order to be successful in a team leader role: She needs more experience of managing other people, and experience dealing with overseas customers. She also needs to continue performing well in her role, so that she'll be considered for a promotion when one is available. You then both review her options. To get the experience she needs, she could lead a small team on a small project. She could also spend time in the overseas team. As her manager, you offer to let her lead a small team on a minor project. If she performs well, she can take on additional projects with more responsibility in the future. You agree to review her progress in three months' time. Objectives: After completing this module, you should be able to: ➢ Define when coaching is used by analyzing opportunities ➢ Adapt your coaching style to specific situations ➢ Execute coaching discussions ➢ Utilize the G.R.O.W model