coaching for supervisors

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Coaching for SupervisorsKevin R. ThomasManager, Training &

IntroductionsNameYour relationship to WilliamsSomeone who brought out the best in your. What did they do? What was the impact?

ObjectivesUnderstand the nature and value of a coaching orientation as a supervisor.Develop strategies for coaching forEngagement,Performance, andDevelopment/Retention



Principles of CoachingCoaching DefinedListening SkillsPowerful Questions

Coaching DefinedCoaching vs. directionCoaching vs. evaluation

You Write the Slide:Define: Coaching

Based on the ideas we gathered from the check in, what is your personal definition of coaching?

Characteristics of a Helping RelationshipListening attentivelyUnderstanding the other person's point of viewAccepting the person non-judgmentallyCaring enough to be committed and involved (but not overly involved)Being genuine.

Listening skills

Dangers of Advice GivingYou know how advice is. You only want it if it agrees with what you wanted to do anyway.-John SteinbeckAdvice is effective if:The person youre talking to knows what the problem isThe person youre talking to has communicated the real problemYou have the needed adviceThe person youre talking to will accept the advice coming from youThe person youre talking to follows through on your advice

In other words hardly ever.ANDAdvice giving does NOT increase the persons resiliency or capacity.

Creating a containerThe more intense or difficult a conversation is, the stronger the container must be.Consider:PrivacyLack of distractionsTime boundNormsConfidentialityI statementsDescribing behaviors, thoughts, and feelings, not labeling the other personNo interruptionsVolume and gestures moderateTime outs

1 Mouth, 2 EarsMinimal EncouragementsEchoing words or phrasesVerbal cues that you are listening Oh?, Mm hmm, Right. etc.Is there more about that?Open-ended questionsBody languageNon verbal cues that you are listeningSubtly mirror body language.Pauses

Summarizing for UnderstandingSummarizeI hear you saying X. Am I getting that right? Is there more about that?When there is no more, summarize everything theyve said.

Powerful questions

Powerful QuestionsOpen endedMake the person thinkBreak habits of limited thinkingOpen up new choices

Change Your Questions, Change Your Life

Your Turn!

Peer Coaching ExerciseGroups of 33 Roles: Coach, Coachee, ObserverCoachee: choose a management issue you could use some help on. Talk about it with your coach.Coach: For 5 minutes, use listening and powerful questions to help the coachee explore the issueNo adviceDont worry about getting to an action planObserver: Using the worksheet, give the coach 1 minute of feedbackWhat did they do especially well?What would you recommend they try in the future?Rotate roles




AutonomyPeople perform better when they can choose:Task what they doTime when they do itTeam who they do it withTechnique how they do it

MasteryEven in low-autonomy jobs, employees can create new domains for mastery.Example: Office maintenance personMastery mindset:Incremental theory of intelligence


Mihaly Csikszentmihalyi: The Flow State

The Mastery MindsetBasic beliefs that support us in obtaining mastery:We can get smarterIt will get tough, but well hang in thereIt will never be perfectPrizes learning goals over performance goalsWelcomes effort as a way of improving at something that matters.

PurposeHumans seek to be part of a cause greater and more enduring than themselves.Williams seek to provide the finest possible liberal arts education by nurturing in students the academic and civic virtues, and their related traits of character.

Your Turn!Form 3 GroupsAutonomyMasteryPurposeIndividually, complete a worksheetAs a group, discuss what you learnedChoose someone from your group to debrief to the large group


Coaching for PerformanceBasic PrinciplesFactors influencing performanceUsing the Socratic method5 Steps

Factors Influencing PerformanceFocus on these factors, rather than trying to change the person.Complete the worksheet and develop an action plan

Using the Socratic MethodStructured line of questioning designed to help employee recognize the problem with their performance.Thought transmission.Ex: Fournies 168-172

5 Step MethodGetting Recognition that a problem existsMutually discuss alternative solutionsMutually determine which solution to implementFollow up to insure solution is implementedReinforce any achievement


Coaching for Retention and Development9 BoxThe Stay Interview

9 Box

Stay InterviewInterview with a valued employee to:Identify factors that keep the person thereIdentify factors that could cause the person to leaveGather information that could be used in a retention plan

Your TurnPair upRead the questions Do a stay interview on your partnerSwitch!

Resources and Next Steps

Program Page

Kevin R. ThomasManager, Training & Developmentx3542Kevin.R.Thomas@williams.eduProgram evaluation link will be sent by email.Youll get a link to a course page with all the materials.


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