Coaching in the Workplace: When & How Francis J. Wiesner MRA – Senior Business Advisor

Objectives How to model coaching at all levels How to prepare for successful coaching conversations How and when to use different coaching practices

Real Work Scenario Exercise Can you think of a person who may need coaching? What would you like to see different? How do you think they will accept your feedback? How will you gain commitment?

Trusted Coach Characteristics / attributes? Hurdles to being a trusted coach? Supports to being a trusted coach?

Coaching in General A process of voluntary interactions between appropriate individuals intended to improve and enhance specific styles, skills, and behaviors to align with business objectives.

Coaching is about DISCOVERY A process that observes actions Gives feedback Designs new approaches for developing new skills and agility

Coaching is about GROWTH A process that identifies and acknowledges strengths and addresses blind spots

Coaching is MOTIVATIONAL A process that develops and retains high potential employees.

Coaching is an INVESTMENT An investment process to sustain behavior change that impacts on-the-job performance

Coaching Opportunities: How to Spot Them What are the situations for coaching? Other?

Share Success Stories Exercise Write Down: The situation Coaching opportunity What you did What the outcomes looked like

Types of Coaching Internal At the time Connect with specific event, dialogue Reinforcement / observation Bias issue External Subject matter expert Formal / specific, assessments used: data based Time bound Neutral / objective

Setting the Stage for Coaching Spell out your role (relation with his/her manager) Respect structures for reporting Clarify confidentiality Remain objective

Prepare for the Coaching Talk Know what the outcomes are Discuss current perceived situation Discuss future options Review options and alternative approaches Get agreement on next steps Get commitment for follow-up

Some Stage Directions Ask more questions than you give answers; rather don’t give answers Have person describe another perspective Give some quick feedback on manner, body language, language, and style Be direct yet empathetic Become a trusted partner

Examples of Asking, Perspective & Feedback What goals were in mind when you did…? What do you think the other person was feeling at that time? How else could we look at the situation? From the other department’s perspective, what do you think their objective was? Can I give you some “in the moment” feedback? May I share with you how I felt when you said…?

The Coaching Discussion Key Points Listen carefully Apply questions to the specific topic and desired outcome People want feedback NOT answers Don’t forget to give feedback Look for alternatives; new ways to see and solve Take it forward

MRA – Senior Business Advisor Thank You! Francis J. Wiesner MRA – Senior Business Advisor 262-696-3526 fran.wiesner@mranet.org