1. Coaching
A Path to Long Term Excellence
1
Presented by
Shakti Ghosal

2. What is Coaching?
What do Y U Want…….. ?
•In life
•At work.
How is Coaching relevant to what you
want?

3. International Coach Federation defines
Coaching:
Professional coaches provide an on going
partnership designed to help clients produce
fulfilling results in their personal and
professional lives. Coaches help people
improve their performance and enhance the
quality of their lives.

4. International Coach Federation
(ICF) Competency Model
• Meets ethical guidelines and professional standards—
Understands coaching ethics and standards and applies them
appropriately in all coaching situations.
• Establishes coaching agreement—Understands what is
required in the specific coaching interaction and comes to
agreement with the prospective and new client about the
coaching process and relationship; identifies how the
coaching goals link to enhanced business performance.
• Establishes trust and intimacy with the client—Creates a
safe, supportive environment that produces ongoing mutual
respect and trust.

5. International Coach Federation
(ICF) Competency Model
• Displays coaching presence—Is fully conscious and creates
spontaneous relationship with the client, employing a style
that is open, flexible, and confident.
• Demonstrates active listening—Focuses completely on what
the client is saying and is not saying, to understand the
ea i g of what is said i the co text of the clie t’s desires
and to support client self-expression.
• Asks powerful questions—Asks questions that reveal the
information needed for maximum benefit to the coaching
relationship and the client.
• Uses direct communication—Communicates effectively
during coaching sessions and uses language that has the
greatest positive impact on the client.

6. International Coach Federation
(ICF) Competency Model
• Creates awareness—Integrates and accurately evaluates multiple
sources of information and makes interpretations that help the
client to gain awareness and thereby achieve agreed-upon results.
• Designs actions—Creates with the client opportunities for ongoing
learning, during coaching and in work/life situations, and for taking
new actions that will most effectively lead to agreed-upon coaching
results.
• Develops goals and plans—Develops and maintains an effective
coaching plan with the client.
• Manages progress and accountability—Holds attention on what is
important for the client and leaves responsibility with the client to
take action.

7. Why Coaching Now?
• Fast changing, often disruptive
environment
• More competitive, low lead time,
diminishing product/ service life cycles
• High need for Innovation & enterprise
• Retention of people
• Working in a multicultural environment
• Any others?

8. Desired Results of Coaching
• Long Term Excellent Performance
• Self-Correction
• Self-Generation

9. Where to focus for change?
ROI? The e a e a y optio s…
• Leverage strengths to
accelerate change
• Address development
needs to remove obstacles
• Manage stakeholder
perceptions
• Improve overall leadership
and/ or team effectiveness
• Focus on how to succeed in
handling a particular
project, then transfer
learning to other situations

10. Amoeba Model vs.
What Really
Happens
•Does ’t have lo g
term effect
•Rewards can occur
w/o effort
•Eliminates self-
correction
•Action only taken
when prompted
•Eliminates self-
generation
Sugar
(reward)

11. Premises of Coaching
Job of coach:
• U de sta d the clie t’s st uctu e of i te p etatio /
Occurring
• In partnership alter this structure to get desired outcomes
• By providing a new language (self-correction and self-
generation) and
• By providing practices (long term excellent performance)
Behavior Structure of Interpretation/
Occurring
PracticesLanguage

12. Coaching Principles
Relationship
Mutually Satisfying Based on Mutual Respect
Mutual Trust
Freedom of Expression
• Pragmatism
• Outcome based
• Relentless Correction
• Always/Already
• Always in the middle of
• something
• Not empty vessels
• Immediate concerns
• Current commitments
Two Tracks
•Client and coach engaged in
learning
•Breakdowns may occur in
eithe ’s co it e t o
competence
Tech i ues Do ’t Wo k
•Manipulative
•Undermine dignity
•Foster resistance and
resentment

13. Coaching Process
Establish
Relationship
Recognize
Opening
Observe/
Assess
•
• Enroll
Client
Coaching
Conversation

14. Coaching Process
Establish Relationship
• Shared commitment
• Mutual Trust
• Mutual Respect
• Mutual Freedom of Expression
• Confidentiality

15. Coaching Process
Recognize Opening
• Types of Openings
 Performance Review
 New Skill
 Expressed frustration, need or
disappointment
 Interruption in accomplishment
 Broken promises
 Requests
 Business needs: higher revenue /lower costs
• Resistances
 Habit
 Social Identity

16. Coaching Process
Observe/ Assess
• Separate the person from the problem.
• Underlying concerns / needs / aspirations.
• Flexibility of process based on assessment.

17. Coaching Process
Enroll Client
• Define outcomes
• Establish commitment of coach
• Establish commitment of client
• Confront potential hindrances
• Continue steps until completion

18. Coaching Process
Coaching Conversation
Type Timing Examples
One Once Intervention
Request
Clarifying standards
Addressing lack of
Two Several Not open to input
Not organized
Complex skill attainment
Over-commitment
Three Months Discovering purpose
Long-term financial
commitments
Beginning/Ending
relationship

19. Coaching- What it is ot…..
• Coaching vs. Therapy.
• Coaching vs. Consulting.
• Coaching vs. Mentoring.

20. THANK YOU FOR YOUR PARTNERSHIP
TODAY
Should you need to discuss
any aspect further, do
contact:
• Shakti Ghosal
• +968 99374044
• Shakti.ghosal@empathinko.com
• http://www.empathinko.com