Coaching: Instant manager by Matt Somers

Presented by: Giovanni O. Tandog

Coaching : Book Summary
What is “Coaching”?

 Coaching is an emerging area of Human Resource Development(HRD). It draws

upon a very wide range of influences, from sport to psychotherapy, and it is
changing everyday
 To instruct by private tutoring, to instruct and train, to act as coach:
definition by Collins English Dictionary
 Developing a person’s skills and knowledge so that their job performance
improves, hopefully leading to achievement of organizational objectives, It
targets high performance and improvement at work, although it may have an
impact on an individual’s private life. It usually lasts for a short period and
focuses on specific skills and goals: definition by Jessica Jarvis (2002)
OBJECTIVES
 The overall objective of coaching is to enable individuals and groups of individuals
(teams) to broaden, develop and motivate each other to achieve improvement in
their performance. Some tips on effective coaching follow.
 Make sure goals and objectives are clearly defined and reinforced.
 Provide opportunities for individuals and teams to further develop and improve
their skills.
 Observe and identify ways to enhance both individual and team performance.
 Provide feedback on individual and team performance. Be specific when giving
feedback. Do not just say that something is good or bad.
 Prepare students for difficult situations or new responsibilities by challenging
them and making them leave their comfort zone of learning.
 Provide a supportive and non-threatening environment. Only allow constructive
criticism in the classroom.
 If it is necessary to provide discipline or sever criticism, it should be done in
private.
 Be supportive, enthusiastic, and positive. The coach's attitude is a predictor of the
attitude of the team.
Working definition of “Coaching”

 Coach and coachee establish a relationship based on trust that has the
intention of improving the coachee’s performance at work.
 Coaching thus becomes a process that is centred on the coachee but focused
on performance.
 Coaching is a learnt skill and an essential element of the managerial role in
these changing times.
Coaching vs Managing

 Managers are coaches and coaches are managers. It perfectly possible to

combine both roles tough not always wise to do so. There is an imbalance of
power and resources than the people in their teams. This is not an
insurmountable barrier to coaching but it cannot be ignored.
 Everybody in an organization is a manager to the extent that management is
about deploying resources to get he job done.
 Coaching has changed all this and gives us great cause for optimism. Coaching
is still about mobilizing people to get things one, but in a way that recognizes
that people are complex, living, feeling human beings and that these factors
cannot be ignored..
Coaching vs Instructing

 One of the manager’s role is to develop talents of their people to do the job
well achieved by teaching, instructing type approach. This means the
manager sit with their member of staff explaining what they need to do and
how they need to do it.
 Instructing is the most appropriate way of passing skills.
STEPS ON HOW TO COACH THROUGH INSTRUCTING
• Know how you get yourself results.
If you’re naturally assertive, intuitive, likeable, confident, bold or whatever you
can know your specialties.
Coaching vs Instructing

• Finding the words to pass on that knowledge on

This is how you can communicate with others to instruct others.
• Recall knowledge
One study suggest that people have forgotten almost all of anything only
ever explained to them after about three months. This can be improved
through tell and show
Coaching vs. Training

 “You’ve done a bit that coaching stuff, see if you can pull a bit of a training
workshop together for the team.”
 “There’s not much classroom training going on in the summer, so put yourself
about and do some one-to-one coaching instead.”
 “I like that coach we hired, see if we can get her to deliver the customer
service workshops.”
 Coaching is not one-to-one and training is not group coaching.
 Training is a teacher-centered approach best deployed when a performance
gap to do with a lack of knowledge or skill has been identified.
 Coaching in the other hand is a learner-centered approach that is best used in
addressing performance gaps that are to do with attitude or state of mind.
Coaching vs. Counseling

 As with mentoring, the skills of the coach and the counselor are the same.
They each listen, ask questions and offer observations in the spirit of helping
their clients find their own solutions.
 Counsellors are concerned with identifying root causes. They will guide us on
a journey through our past to identify problems and critical incidents that
have left a mark and cause problems still.
 Coaches are concerned with moving forward. Coaches helps their coaches to
identify a desired set of circumstances, to examine how that contrasts with
current circumstances and then to plan out series of steps to get from one
point to another. Coaches focus on what happens next.
Coaching vs mentoring

 Mentoring is essentially development through exchange of wisdom, with the

wisdom moving from the more experienced, usually older, manager to the less
experienced, usually younger ,protégé.
 Mentoring is seldom concerned with day-to-day operational issues, as these
are the responsibility of the line manager. Mentoring is normally focused on
long term development matters and, as such, mentors are often selected
from outside the direct reporting line of the mentee.
 Coaching does not rely on the coach being more experienced than the
coachee. In fact, coaching does not require background knowledge of the
issues at hand at all. It is easier to combine the roles of manager and coach
than it is of coach and mentor.
Coaching compared…..

 Managing: “Do this.”

 Instructing: “Here’s how to do this.”
 Training: “Have a go at doing this.”
 Mentoring: “My advice would be to…..”
 Counseling: “What feelings does this invoke?”
 Coaching: “How do you think you could……?”
Coaching is………..

 Coaching is all about helping people move out of their comfort zone.
Coaching is………..

 By definition, we are working our comfort zone when we are performing tasks
and activities we find relatively easy and straightforward.
 Coaching is about releasing potentials. As coaches we make the assumption
that people come equipped and hard-wired with all they need to succeed.
 Coaching is more focused on helping others to learn as this is a much more
enduring outcome and one which creates independence.
 Coaching should be motivational and enjoyable for coach and coachee alike.
The coach will get their kicks from observing their people blossom and
noticing the delight people feel as they grow, develop, solve and innovate
within a coaching relationship
Coaching is not…………..

 Coaching should never be simply people telling people what to do and how to
do it – this is teaching or instructing.
 Coaching is not about offering uninvited feedback. Many of the organizations.
I work with claim to have an established coaching set-up, but are mystified by
its patchy results.
 As a coach, you are not obliged to rescue people and have all the answers.
This is an easy trap to fall into for the inexperienced coach ad creates a lot of
pressure.
 Coaching is most certainly not only for poor performers, and to position it as
much is a mistake.
Types of Coaching

 Life Coaching. This normally takes place at the behest of an individual who
wants some help in resolving issues in one or more parts of their personal life.
 Executive Coaching. Is normally brought in to help the senior team manage a
piece of significant change as merger or acquisition.
 Manager-Coaching. This coaching undertaken by the manager or team leader
as part and parcel of their role and for the benefit of their team members.
Benefits of Coaching (John Whitmore)

 Improved performance and productivity – given that coaching brings out the
best in individuals and teams.
 Improved relationships – since the questioning style he advocates clearly
values the coachee and his/her answer.
 More time for the manager – based on the argument that those who are
coached welcome responsibility and do not have to be chased or watched.
 Greater flexibility and adaptability to change – given that coaching is
about being responsive as well as responsible
Motivation

 Motivation is the people’s rationale for doing things.

 Porter-Lawler’s expectancy model of motivation.
E(Effort) = (e → P) x ∑[ (P → O) x V ]
e(expectancy) – if tried it could I do it?
P(performance) - If I did it will I attain the required outcome(O).
V(Valence) – a subjective value – do I really value the available outcomes.
Motivation Classification

 BY EXPECTATIONS
 Extrinsic motivation – is related to tangible rewards such as salary and bonuses,
security, advancement and conditions of employment.
 Intrinsic motivation refers to psychological rewards like pride, satisfaction,
opportunity and recognition.
 BY ORIENTATION
 Instrumental orientation – to work concerning other things which are interested in
economic rewards such as pay and pension arrangements.
 Personal Orientation – they are concerned with themselves, these people are
concerned by intrinsic motivators such as satisfaction and personal growth.

Principle of Coaching

 Focus
 Trust
 Responsibility
 Awareness
 Performance, learning and enjoyment (PLE)
 Interference
 Potential
Attributes of a Coach

 Expertise
 Ability to provide constructive feedback
 Start with the positive
 Be specific
 Questions whether behavior change is possible
 Other alternatives
 Be descriptive not evaluative
 Own it
Attributes of a Coach
 Self-awareness
 Open area
 Blind area
 Secret area
 Unknown are
 Effective listening skills
 Never rule out any topic of discussion as uninteresting
 Accept the coaches reality
 Listen for the whole message
 Don’t get hung up on the coachee’s delivery style
 Avoid structured listening
 Tune out distractions
 Be alert to your own prejudices
 Resist the temptation to argue
 Take notes if only it helps
Attributes of a Coach

 Empathy
 Other important attributes
 Credibility
 Trust
 Dislike of mediocrity
 Patience
 Detachment
 Non-judgemental
 Curiosity
 Sense of humor and perspective
How to coach a team?

 Team development
 Qualities of a High-performing team
 Common goals
 Effective leadership
 Good communication
 Diversity
 Praise and Recognition
 Inclusion
 Assertion
How to coach a team?

 Cooperation
 Socializing together as a team
 Learn a skill together
 Develop and agree the team’s unique ground rules.
 Interference
 Social loafing
 Plating politics
 Lip service
 Unwillingness to communicate
How to coach a team?
 Group interference
 Group polarization
 Poor decisions
 Small thinking
 Communicating in teams
 Team leadership
 Look for tomorrow’s problems and issues today
 Learn to adapt to change and turn it to your advantage
 Set high standards and clear goals
 Create a sense of purpose
 Act decisively but not impulsively
 Practice what you preach
 Keep your composure at all times
 Provide an atmosphere of enthusiasm
 Be sensitive to the needs of all team members
Barriers of Coaches

 Coaches need time

 Coaches need good role models
 Coaches need positive rewards
 Coaches need coaching
 Coaches need to be promoted
 Coaches need to be carefully selected
 Coaches need not to be managers
 Coaching needs to be integrated
Barriers of Coaches

 Cultural Considerations
 Status
 Hierarchy
 Consensus
 Individualism
 Emotions
CONCLUSION

 In conclusion the best way to motivate/ manage your employees is to use a

combination of these various coaching techniques. Much like a Head Coach in
sports, a business manager must manage the various personalities and
different factors that drive each employee. A successful business manager
must use a combination of these coaching techniques depending on the
personality type and driving factors of the employee to get the very best out
of that individual.

Having a greater understanding of the employee gives you the best chance of
accomplishing your goals as a team. Understanding a persons motivating
factors and helping them become better versions of themselves is half the
battle. If you can use these techniques on an individual basis, you will surely
be on your way to becoming a successful business manager.
THE END