5 and 6 August 2015 University of the Philippines Performance Coaching

Presentation Outline (One-three, one-three) One Definition (Coaching, of course) Three Key Concepts One Coaching Process Three Scenarios (during the workshop)

What’s great about your life this week?

Can you bring out the best in your team?

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Coach, bring out the best in your team!

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SPMS CYCLE

“Performance monitoring and coaching pertain to the responsibility of the supervisor to periodically check the work performance of the subordinate all throughout the performance period.” -UP SPMS on Performance Monitoring and Coaching

COACHING IS...

Key Concepts Powerful Questions Active Listening Coaching Opportunities

Key Concepts Powerful Questions Active Listening Coaching Opportunities Performance problemsPerformance problems Developing employee skillsDeveloping employee skills Promotable subordinatesPromotable subordinates However, coaching is not applicable all the time.However, coaching is not applicable all the time.

Key Concepts Powerful Questions Active Listening Coaching Opportunities Verbal and non-verbal communicationVerbal and non-verbal communication Listen for emotions behind the wordsListen for emotions behind the words Reflective listeningReflective listening

Key Concepts Powerful Questions Active Listening Coaching Opportunities Open-ended questionsOpen-ended questions Explore alternatives: “What would happen if…” Uncover attitudes or needs: “How do you feel about your progress to date?” Invite elaboration: “What, then, are the major problems with your OJT?”

Key Concepts Powerful Questions Active Listening Coaching Opportunities Closed questionsClosed questions Focus the response: “Are you satisfied with your progress?” Confirmation: “So, your big problem is scheduling your time?” Getting an agreement: “Then we agree that…”

GG RR OO WW GOAL REALITY WAY FORWARD OPTIONS The GROW Process of Coaching

Determine what the coachee wants to achieve. Arrive at an agreement. “What do you want to achieve at the end of this session?”

Clarify the current situation as objectively as possible. “What is happening now?” “What do you think is causing this?”

Once underlying issues are identified, ask coachee to identify available options. “What are the different things you could do to…” “What other options do you think you might have?”

Coachee moves from considering options to making a decision “Will this address your goal?” “What support will you need?” “Let’s see how it works. See you again on…”

Coaching Simulation Time!

Simulation Workshop Form groups of three. Assign who will play coach, coachee, and observer for every scenario. There will be three scenarios. Everybody should be able to play every role at the end of the workshop. Each scenario will be played for 5 minutes only.

Scenario 1 Kay leads her team from the front and they love her for it. She never asks anyone to do anything she isn’t prepared to do herself and is always there to direct people through projects and processes so that they don’t make mistakes. She gives clear instructions and tackles poor performance swiftly and fairly, often taking over the reins to get projects and work schedules back on track. Kay’s boss wants to promote her to a bigger and more strategic role but is concerned about how the team will operate without Kay’s daily input and wants her to focus more on empowering and delegating to others. You are considering to improve her delegating skill and motivation in order to free up her time to take on this more strategic role.

Anna is a successful research director who doesn’t feel she is getting enough respect from her peers when sharing her opinions. This is making her lose confidence and feel uncomfortable in her peer group’s monthly meetings. Anna’s manager feels Anna’s lack of confidence is inhibiting her and her contribution to the meetings and sees that her failure to express opinions with colleagues is making her feel unconfident and demotivated. The manager and Anna know something needs to change. Scenario 2

Neil is friendly, highly motivated and enjoys leading his team in the Registrar’s Office. However, when under pressure his communication with his team can deteriorate as he becomes too directive and impatient. Neil’s manager has observed his communication style and the difficulties it causes within the team and recommends working with a coach to examine how Neil can find alternative ways of dealing with this pressure. Scenario 3

BOTTOM LINE: Coaching is the present and the future in HR management.

Photo credits and bibliography htmlhttp://marianntonetteorugabobongo.weebly.com/college. html management/?id=gx:el:dc:dup677:cons:awa:hct14http://dupress.com/articles/hc-trends-2014-performance- management/?id=gx:el:dc:dup677:cons:awa:hct14 managementhttps://hbr.org/2015/04/reinventing-performance- management

Thank You