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Introduction to CoachingIntroduction to CoachingModule 1Module 1

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Module Overview and Module Overview and ObjectivesObjectives

This module will introduce the topic of coaching This module will introduce the topic of coaching for performance. for performance.

We will define :We will define : What is and is not coaching What is and is not coaching The benefits of coachingThe benefits of coaching Your role as a coachYour role as a coach When to coachWhen to coach Who to coachWho to coach

You may go through this module at your own You may go through this module at your own pace using the previous/next slide buttons on the pace using the previous/next slide buttons on the bottom right of each slide.bottom right of each slide.

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The History of CoachingThe History of Coaching Coaching can be Coaching can be

traced back to the traced back to the time of Socrates, over time of Socrates, over 2,400 years ago!2,400 years ago!

Socrates used Socrates used dialogue and dialogue and questioning to elicit questioning to elicit greater insight and greater insight and understanding understanding through questioning through questioning and reflective and reflective reasoning.reasoning.

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History of CoachingHistory of Coaching

Coaching entered the workplace in Coaching entered the workplace in the 1950sthe 1950s

It was recommended as an effective It was recommended as an effective management tool for guiding and management tool for guiding and developing subordinates (Mace, 1950)developing subordinates (Mace, 1950)

Coaching grew slowly throughout the Coaching grew slowly throughout the next few decades, and then worked its next few decades, and then worked its way into common management way into common management practices in the 1990spractices in the 1990s

(Carey, et al., 2011)(Carey, et al., 2011)

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Coaching DefinitionsCoaching Definitions

Coach – person who provides one-on-one teaching, training or development in which an individual gets support while learning to achieve a specific personal or professional result or goal.

Coachee - individual receiving coaching serviceInternal Coaches – employees of the

organization who are coaches. You will be internal coaches, and will

receive the necessary training to use coaching effectively to develop your subordinates throughout this course.

(Carey, et al., 2011)(Carey, et al., 2011)

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What is Coaching?What is Coaching?

Coaching has numerous definitions, but for our Coaching has numerous definitions, but for our purposes we will define employee coaching as:purposes we will define employee coaching as:

A developmental activity in which an employee works with his/her direct supervisor,

to improve current job performance and enhance his/her capabilities for future roles and/or challenges,

the success of which is based on an effective relationship between the employee and supervisor

The use of objective information, such as feedback, performance date, or assessments

(Gregory & Levy, 2010)(Gregory & Levy, 2010)

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CoachingCoaching Affects individual performance by Affects individual performance by

encouraging (or discouraging) specific encouraging (or discouraging) specific behaviors behaviors

Provides a context to guide future Provides a context to guide future performance performance

Gives employees an opportunity to express Gives employees an opportunity to express their needs, concerns, and expectations their needs, concerns, and expectations

Can enhance employees’ motivation and Can enhance employees’ motivation and commitment when delivered constructively commitment when delivered constructively

Offers the opportunity to make Offers the opportunity to make modifications to job requirements/goals modifications to job requirements/goals

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CoachingCoaching IS:IS:

An ongoing An ongoing collaborative processcollaborative process

A partnership between A partnership between employee and direct employee and direct supervisorsupervisor

Focuses on immediate Focuses on immediate performance problems performance problems and learning and learning opportunitiesopportunities

Unique to each personUnique to each person

IS NOT:IS NOT: A one time A one time

interactioninteraction A one way method A one way method

for everyonefor everyone Telling people what Telling people what

to doto do CounselingCounseling

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Benefits of CoachingBenefits of Coaching

You may be asking yourself, “Why am I doing this You may be asking yourself, “Why am I doing this training?”. Coaching can provide a variety of benefits training?”. Coaching can provide a variety of benefits including:including: Growth & development of associatesGrowth & development of associates Improved associate performance, which can lead to Improved associate performance, which can lead to

increased productivityincreased productivity Fostering a positive work culture in the form of Fostering a positive work culture in the form of

greater job satisfaction and higher motivation greater job satisfaction and higher motivation Generates new ideas to solve problemsGenerates new ideas to solve problems A way to manage change, conflict, and improve A way to manage change, conflict, and improve

communication & relationshipscommunication & relationships Improved retention- associatess are more committed Improved retention- associatess are more committed

and motivated when their supervisor takes time to and motivated when their supervisor takes time to help them improve their skillshelp them improve their skills

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What is your role as a What is your role as a coach?coach?

Broadly, your role as a coach is to Broadly, your role as a coach is to help your associates grow and help your associates grow and developdevelop

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Coaching includes a variety Coaching includes a variety of activities…of activities…

Observing performanceObserving performance Correcting poor performanceCorrecting poor performance Providing instructionProviding instruction Recognizing excellent performanceRecognizing excellent performance Directing associate effortsDirecting associate efforts Listening to associate concerns and Listening to associate concerns and

ideasideas Providing support and encouragementProviding support and encouragement Removing barriers to performanceRemoving barriers to performance

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Important ElementsImportant Elements

So, how will you help your employees grow and So, how will you help your employees grow and develop?develop? By building a strong relationshipBy building a strong relationship Communicating clear expectationsCommunicating clear expectations Helping to define problems and set goalsHelping to define problems and set goals Addressing skill and performance problemsAddressing skill and performance problems Providing feedbackProviding feedback Following up to check progress and understandingFollowing up to check progress and understanding

We will discuss each one of these elements in detail We will discuss each one of these elements in detail in other modulesin other modules

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When should I coach?When should I coach? Don’t expect to solve problems in one session Don’t expect to solve problems in one session

- Coaching is an ongoing process, taking - Coaching is an ongoing process, taking place as the need or opportunity arises. place as the need or opportunity arises.

Often, coaching occurs informally as you Often, coaching occurs informally as you discuss goals, challenges, and on-the-job discuss goals, challenges, and on-the-job performance with employees and provide performance with employees and provide helpful feedback during day-to-day helpful feedback during day-to-day encounters.encounters.

The coaching process can be more focused The coaching process can be more focused and formal, setting up structured meetings and formal, setting up structured meetings with a coachee to establish goals and review with a coachee to establish goals and review progress.progress.

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When to coachWhen to coach

Offer coaching if you see a need, but first Offer coaching if you see a need, but first explain what you’ve observed and why explain what you’ve observed and why you think coaching would be valuable. you think coaching would be valuable.

Avoid coaching if unproductive behavior is Avoid coaching if unproductive behavior is deeply rooted and occurs across a broad deeply rooted and occurs across a broad range of situations. Such problems usually range of situations. Such problems usually don’t clear up with coaching. don’t clear up with coaching.

Find opportunities to strengthen your Find opportunities to strengthen your coaching skills. Regular practice improves coaching skills. Regular practice improves a coach’s effectiveness. a coach’s effectiveness.

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Who do I coach?Who do I coach? Associates who either have a performance Associates who either have a performance

problem or skills gap - both are ideal targets for problem or skills gap - both are ideal targets for coaching.coaching.

As an experienced supervisor, you have plenty As an experienced supervisor, you have plenty of knowledge to share with each of these of knowledge to share with each of these associates. associates.

Since you have limited time, it’s best to invest it Since you have limited time, it’s best to invest it in coaching opportunities that will deliver the in coaching opportunities that will deliver the highest return. For example:highest return. For example:

A new associate that needs directionA new associate that needs direction A direct report that is almost ready for new responsibilities A direct report that is almost ready for new responsibilities

and needs just a bit more helpand needs just a bit more help A problem performer that can be brought up to an A problem performer that can be brought up to an

acceptable level of work if he/she receives some guidanceacceptable level of work if he/she receives some guidance

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Who to coachWho to coach

Coach associates who are Coach associates who are awareaware of of a performance problem or skill gap a performance problem or skill gap and who are and who are motivated to address to address the situation. the situation.

Don’t try to force coaching on Don’t try to force coaching on someone who doesn’t want to someone who doesn’t want to improve, or who isn’t aware that he improve, or who isn’t aware that he or she has a performance problem. or she has a performance problem.

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But remember, because coaching is But remember, because coaching is based on mutual agreement, it’s not based on mutual agreement, it’s not always the best way to handle certain always the best way to handle certain performance problems.performance problems.

You need to intervene more directly You need to intervene more directly when an associate has clearly violated when an associate has clearly violated Shaw policy or organizational values, Shaw policy or organizational values, or performance remains the same or performance remains the same despite multiple coaching sessions despite multiple coaching sessions

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This completes Module 1This completes Module 1

We have finished our introduction to We have finished our introduction to coaching. The next module will go coaching. The next module will go into detail about coaching skills you into detail about coaching skills you will need to conduct coaching will need to conduct coaching effectively. effectively.

You must complete the short quiz You must complete the short quiz about Module 1, Introduction to about Module 1, Introduction to Coaching, before moving on to Coaching, before moving on to Module 2. Module 2.