Coaching & Developing Others - Turknett Leadership Group

1 Presented by:Barbara A. Reilly, College of BusinessGeorgia State UniversityCoaching & Developing of Management, Robinson College of Business, GSU, Atlanta, GA 30303 Department of Management, Robinson College of Business, GSU, Atlanta, GA 303032 AgendanIntroductionnDefinition of coachingnContinuum of coachingnBenefitsnCoaching checklistnComponents of coachingnCriteria for effective coachingnNegative Coaching outcomesnTurknett Leadership GroupnLeadership Character Model3A Coaching CasenSuccessful Coaching experience ascoach and clientnComponents of coachingnSuccess factors4 Definition of CoachingnCoaching is the process of equippingpeople with the tools, knowledge, andopportunities they need to developthemselves and become more effective(Peterson & Hicks, Personnel Decisions,Inc., 1996)5 Elements of GoodDevelopmentnAccurate assessment of strengths andopportunities for developmentnAssessment-based development plannInformed by career plans andaspirationsnLimited to 3-4 goalsnCoachingnFeedback6 Learning TheorynSpacing the practicenMaintaining contact and momentumbetween sessionsnPromote active experimentationnBreak the habit cycle7 The Habit CyclenIdentify situations where habits existnHelp learn and practice new behaviorsnSet specific goals of when to use newskillsnHelp individual reflect on experienceand progress (Monday Morning QB)

2 NPromote persistence and resilience8 Coaching ContinuumnManager/PeernHR ProfessionalnTargeted CoachingnComprehensive CoachingnTherapynExecutive Coaching9 Manager/PeernDrives overall developmentnHow to do the jobnTechnical and functional skillsnPerformance expectations and feedbacknPreparation for the future10HR ProfessionalnComplex challengesnConfidential situationsnFacilitation of teams and relationshipsnCross-functional11 Targeted CoachingnTransaction-basednSkills trainingnCareer counselingn360-degree feedback including actionplanning12 Comprehensive CoachingnTransformationalnComplex situationsnDifficult people and issuesnRapid developmentnHigh-potential13 TherapynEmotional and personality issuesnFamily problemsnSubstance abuse14 Executive CoachingnConsultativenIndependent perspectivenHR professionalnTargeted CoachingnComprehensive Coaching15 The Coaching solutionnGenuine development neednLinked to improved business performancenIssue is not an organizational symptomnPerson is open to learning & feedbacknMotivation is highnCoaching is the best option16 Benefits of coachingnIndividualizednCustomizednSpeed and efficiencynPower and efficacynLearning principles can be usednOpportunity for accountability andfollow-through17 Coaching ChecklistnInsight: Know what to develop?

3 NMotivation: Personal payoffnSkills and knowledge: How to acquirenReal-world practice: OpportunitiesnAccountability: Performance & results18 Components of coachingnIntervention agreementnBuilding of relationshipnCreation and managing expectationsnProvide an experience of behavioralmastery and cognitive control ofproblems and issuesnEvaluation of impact19 Criteria of Effective CoachingnProcessnExpectationsnExercises and activitiesnSystems perspective20 Criteria of effective Coaching :ProcessnSpecific, detailed behavioral feedbacknEmpathy & trustnOpen-ended process of data gatheringnExtended time-lines (12 or more months)nVision of desired outcomenQuality: Balance of challenge/support21 Criteria of effective Coaching :ExpectationsnMake clear it is an on-going processnDocumentation: Outline process inwritingnClient participation in designnSet expectations with boss andorganizationnEnsure no hidden agenda22 Criteria of effective Coaching :Exercises & activitiesnVarietynOne-on-one meetingsn3-way meetings (boss,peers,subordinates,clients, suppliers)nObservation and viewing client at worknHomework: Exercises outside of worknJournalnCombine case studies, role plays, analysis ofreal world examples, observations23 Focus of coachingnRequires self-awarenessnFosters learning environmentnIntegrates and synthesizes datanTranslates insight into actionnTeaches self-developmentnFinds opportunities for applying new skillsnManages mundane aspects of developmentnAddresses fearsContraindicationsFactors contributing to negativecoaching outcomes25 Contraindications: ClientsnSevere psychopathologynSevere interpersonal problems(protracted negative transference)nLack of motivationnUnrealistic expectations of coachingnLack of follow through on homework orinterventions26 Contraindications.

4 CoachingnLack of empathy for the clientnLack of interest or expertise in client sproblem or issuenUnderestimating the severity of theclient s problemsnOverestimating the coach s ability toinfluence the client27 Termination IssuesnGoals reachednEvaluation completednNew goalsnCoaching skillsnSponsor changesnRenewal and refreshment28An Approach to Leadership Coaching : Turknett Leadership Executive development Program - isgeared to development and growth, notturnaroundnIs one-on-one - individualized and personalnBegins with extensive assessment -personality and 360nIncludes a video-taped life history interviewnAll sessions include feedback and coaching29 Turknett Approach toLeadership Coaching (cont.)nExtends over time - four to six monthsnIs done under the supervision of a licensedpsychologistnIncludes Coaching from someone with abusiness backgroundnLinks with position and organizationalpriorities - company is our client30 Leadership Character Model31 Leadership Character is based on:IntegrityA person with Integrity.

5 NCan be counted on to tell the truthnKeeps all promisesnDoesn t twist facts for personaladvantagenIs willing to stand up for what is Leaders with Integrity talkTO people, not ABOUT them. 33 EquityA person who shows Respect ..nListens to othersnShows genuine interest inothersnValues the opinions of othersnIs respectful even when he orshe has nothing to gain fromthe person with Self Confidence ..nHas a self-assured bearingnIs flexible and willing to changenEasily gives Others creditnIs willing to express an person with Emotional Mastery ..nSays what he or she thinks, butnever berates othersnStays calm even in crisis situationsnDoesn t let anxiety interfere withpublic speaking or with other thingsthat need to be donenIs able to be proactive, person with Humility ..nListens to Others with an openmindnDoesn t brag or name dropnClearly sees and admits ownlimitations and failingsnIs not afraid to be Humble people don t thinkless of themselves - theyjust think more of otherpeople.

6 36 ResponsibilityA person who is Accountable ..nTakes initiative to get thingsdonenIs not afraid to hold othersaccountablenIs always willing to help othersin a crunchnTakes personal responsibility forthe success of the person who Doesn t Blame ..nIs willing to admit mistakesnDoes not look for a scapegoat in acrisisnSpends time fixing problems, notassigning blamenIs free from us versus them person with Courage ..nIs willing to act; avoids gettingcaught up in analysis paralysisnIs willing to champion new orunpopular ideasnLets people know where theystandnTakes the ball and runs with it,even when there are obstaclesnIs brave enough to acceptfeedbacknIs brave enough to talk toothers when there is a problem,not about themA person who Focuses on theWhole ..nSees how the work in their areaaffects the entire project or theentire companynGathers information from allstakeholders when makingdecisionsnShares information throughout thecompany and understands thevalue of a people take 100%responsibility for the success ofthe organization.

7 Jobs discourage accountability."39 Accountability Now, people do what needs to bedone, whether it's stocking bread,helping in floral, or bagginggroceries. Employees takeownership of the store now - theycome in smiling."40 Accountability I used to worry when I left thestore. Now when I leave thestore, I have fifteen or twentypeople who have my interestand the store s interests atheart.