coaching for supervisors
Post on 15-Apr-2017
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Coaching for SupervisorsKevin R. ThomasManager, Training & Developmentx3542kevin.firstname.lastname@example.org
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.
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 QuestionsOpen endedMake the person thinkBreak habits of limited thinkingOpen up new choices
Change Your Questions, Change Your Life
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
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
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.