COACHING AND MENTORING FOR ORGANIZATIONAL …

1 COACHING AND MENTORING FOR ORGANIZATIONAL EFFECTIVENESSVICTORIA F. ESBERD irector IVLearning ObjectivesArticulate the goals and principles of COACHING and mentoringExplain the steps involved in the GROW modelApply COACHING and guidelines in COACHING simulation exercisesWhat happened? What helped in the successful completion of the activity? Why? What made the task difficult? Why? What could you have done to improve your performance?PerformanceA measure of an output or result of a job, function, unit or entire organization Evaluation is made against some standardsThe carrying out and achievement of quantified objectivesPerformanceResultsPerformance in OrganizationsIndividual CompetenciesIndividual BehaviorsObjective ResultsAdapted from HRM Gaining a Competitive Advantage, 2000 ORGANIZATIONAL Directions(Vision, Mission, Values and Goals)

2 Performance EnvironmentThe Performance EnvironmentSystemsResourcesClient demandsLeadership styleCapacities and competenciesPhysical environmentOrganizational culture and normsStructure and staffingJob designPerformance Management Cycle Measuring performance against success indicators Recognizing successful performance Identifying areas for improvement and appropriate interventions Checking progress and providing needed interventions to keep performance on track Agreeing on performance goals and success indicatorsPlanning and CommitmentMonitoring and CoachingReview and EvaluationRewarding and DevelopmentPlanningSupervisors Tasks in PM Observe and document STARs Encourage staff to collect evidence of performance Give feedback on performance Provide COACHING as neededMonitoring and CoachingPerformance Monitoringand CoachingMONITORING Observing and collecting data over a period of time for the purpose of measuring performanceCOACHING Providing guidance to staff with the intent of helping them achieve their perfromance goalsTo ensure that performance remains on track towards goalsWhyAccomplishments: What is being done wellPerformance deficiencies.

3 What is falling short of expectations/targetsWhatPerformance Monitoringand CoachingSources of Performance DataOutputs FeedbackObservationsProgress reportsCritical incidentsHowCOACHING is an interactive process where managers and supervisors aim to close performance gaps, teach skills, impart knowledge and inculcate values and desirable work Luecke, Brian J. HallCoachingHelping others: Clarify goals Identify ways to get there Understand constraints Find solutionsProcess driven by coacheesCoaching goes beyond feedback!FeedbackTells you:What you are doing wellWhat you need to improveCoaching Helps you to discover.

4 How you can develop yourself and improve performanceCoaching Enhancing performance What questions to help discover solutions Action oriented Addresses aspirations, objectives and tasks Counseling Overcoming problems Why questions to uncover deeply-rooted causes Meaning based Helps people understand themselves betterCoach s RoleEnhance self-awarenessTeach how to learnSurface performance issuesGuide problem solvingWhat a coach doesListens with respectConsiders the coacheeas the expertOffers appreciationEncourages best thinking in coacheeAllows coacheeto vent emotionsSupplies factsWelcomes divergent thinkingAsks powerful questionsCreates a relaxed and conducive environmentPrinciples of CoachingResponsibility A person who is enabled to make his/her

5 Own decisions would readily be responsible for improving his/her own Knowing what is going on around you and knowing what you are experiencing is essential for change to vs. Non-DirectiveCoaching is 100% driven by the AdviceOffering GuidanceMaking SuggestionsParaphrasingAsking questions thatRaise Awareness ReflectiveSummarizingListening to UnderstandGiving FeedbackDIRECTIVENON-DIRECTIVEPUSH(Solvi ng someone s problem for them)PULL(Helping someone solve his/her own problems)Coachability: -requisite to COACHING COACHING Moments : when coacheeis ready to successfully own their part in the COACHING processCharacteristics of CoachabilityCommitment to changeOpenness to information about selfReadiness to move out of their comfort zoneAppreciation of new perspectivesAwareness about self and othersCreating COACHING MomentsHow do you trigger the need or desire for COACHING among your staff?

6 What would motivate you to seek COACHING from your supervisor?GROW COACHING ModelEstablishGOALSE xplore REALITYG enerate OPTIONSA gree and WRAP UPJohn WhitmoreEstablish GOALS Help coacheedetermine what he/she wants to achieveKey Point What do you want to achieve by the end of the COACHING session? What would be the most helpful things you could take away from this conversation?Some possible questionsKey Tasks in the GROW ModelEstablishGOALSE xplore REALITYG enerate OPTIONSA gree and WRAP UPExplore REALITY Help coacheeclarify current situation as objectively as possibleKey Point What is happening now?

7 What is the effect or result of that? What do you think is causing this?Some possible questionsKey Tasks in the GROW ModelEstablishGOALSE xplore REALITYG enerate OPTIONSA gree and WRAP UPGenerate OPTIONS Help coacheeidentify available courses of actionKey Point What are the different steps can you take to _____? What else can you do? What other options can you explore?Some possible questionsKey Tasks in the GROW ModelEstablishGOALSE xplore REALITYG enerate OPTIONSA gree and WRAP UPAgree options, WRAP UP Help coacheemove from considering options to making and committing to a decision Key Point So, what will you do now?

8 When will you do this? Will this address your goal? What obstacles might you encounter? What support will you need?Some possible questionsGuidelines in coachingMaintain or enhance self-esteemListen and respond with empathyEnable coacheeto think and decide for him/herselfShare information that will help achieve coacheegoal/sShare feeling without taking focus away from coacheeOffer assistance without taking responsibilityWhen not to coachWhen action is urgently neededand directing is the fastest wayWhen doing it yourself is moreefficientWhen directing is the fastest way and time is of the essence A Coach helps you move from Where You Are to Where You Want to BeCoaching Triads 3 rounds 3

9 RolesoCoachoCoacheeoObserver 3 discussion topicsoRound 1: Good performance oRound 2: Performance problemoRound 3: Resistant former peerCoaching Triads Role of ObserveroTake note of what went well and needs to be improved in the COACHING processoShare feedback with the coach at the end of the COACHING session (round) Time structureoPreparation: 3 minutesoCoaching session: 4 minutesoFeedback: 4 minutesSharing FeedbackFormula for Giving FeedbackSTARE ffective FeedbackGuide questions for sharing of feedbackAs a coach: Was I successful in guiding the discussion? How do I feel about the interaction?

10 As a coachee: How do I feel after the interaction? What were the helpful behaviors of the coach? What could have been done better?As observer: What did the coach do well? What needs to be improved?Roles per RoundScenarioCoacheeCoachObserverGood performanceABCP erformanceproblemBCAR esistantformer peerCABTime to reflect How have you been conducting COACHING in the workplace? What would you do differently as a result of what you learned? COACHING is unlocking a person s potential to maximize their own performance. It is helping them to learn rather than teaching GallweyCore Elements of MPCRP romotes performance-based cultureNurtures a COACHING cultureApplies appropriate COACHING techniques confidently and flexiblyDemonstrates supportive leadershipBuilds a respectful, egalitarian climate during performance and COACHING conversationsCommits to continuous learning and improvementPromotes performance-based cultureProvides timely, concrete, evidence-based.