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Semelhante a Optimal Coaching Techniques for Results
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Optimal Coaching Techniques for Results
- 2. During this session we will… Identify and characterize effective coaching techniques. Discover methods to alleviate challenges of coaching. Practice tactics utilizing the “2 Minute Challenge” Model.
- 3. Coaching Experience… Coaching Experience…. What did this person say or do when they coached you? What impact did the coaching have on you and why? Describe what it was about the way the coaching was delivered that had such a positive or negative impact on you.
- 4. Coaching is the process of letting people know that their performance is important to you.
- 5. Coaching… Establishes expectations. Identifies the need for change. Should be specific and include details. Builds on strengths and improves weaknesses. To stimulate growth and develop competency.
- 6. Knowing when to coach is just as important as knowing how to coach.
- 7. EARS MODEL CONSTRUCTIVE FEEDBACK EAR MODEL POSITIVE FEEDBACK
- 8. Vague Feedback Specific Feedback Team player Offers to assist others on the team with their work. Hardworking Goes above and beyond to get the work done. Works additional hours to make sure work is timely. Difficult to work with Questions every decision. Good worker Produces work that is accurate and complete. Thorough Submits work that covers all the details. Aggressive Raises his voice in meetings when he is frustrated.
- 9. Why is coaching sometimes avoided? Uncomfortable Critical Time Consuming Emotional Fear of losing Control
- 10. Characteristics of Coaching BOSS Does more talking Tells Seeks control Orders Works on Assigns blame Keeps distant COACH Listens to respond Ask Seeks commitment Challenges Works with Assumes responsibility Makes contact
- 12. Timothy Gallowey
Notas do Editor
- Coaches help people recognize their strengths and use those strengths appropriately. Coaches also help people identify room for improvement with their performance and assist them with identifying methods to get there. When we begin to notice the need for change in individuals, we have a responsibility to approach that individual with first acknowledging that some change needs to happen and then helping them develop strategies to make the change. Of course that individual must have the will to change or it won’t happen. Most likely that’s determined by what they value. So our role is help them see how their behavior or the lack of, affects others as well as themselves.
- Share with the person beside you a memorable coaching experience you can recall that you were actually the person being coached. Can you recall what they said or did when they coached you and how that made you feel. What impact did the coaching have on you and why? Describe what it was about the coaching method and the deliverance that had a positive or negative impact on you. Each participant gets 5 minutes to share their experience.
- Coaching is about letting someone know you are aware and noticing their work. Whether it be reinforcing good work or addressing poor work or conduct it’s an opportunity to provide feedback to that individual regarding their progress. We all like to know where we stand. Are we meeting the expectations as outlined by our supervisors? There are times when we don’t want to wait until our monthly conferences or performance dashboard reviews to review an employee’s work performance with them.
- Questions we should ask ourselves are: Is this the appropriate time to give feedback. Is the employee or myself in an emotional state that may affect the outcome of this coaching session. Are they ready to hear the feedback? Can they give their full attention to receiving the feedback. Give feedback when: The person asks for your opinion You are asked for and were given permission The incident was recent (within a week) Don’t give feedback when: You’re annoyed and frustrated To get back at someone You don’t have specific details.
- Introduce and explain the EAR(S) model and provide worksheet.
- Providing specific detailed feedback is critical when coaching. Without detailing exactly what you’ve observed may leave them wondering and confused. Be specific about the behavior or lack of.
- What are some of the reasons we don’t capture coaching moments.