1. Workshop Bucharest March 22 –24, 2006
Training and Development
Coaching process
Coach skills
Workshop Bucharest March 22 –24, 2006
Training in Project Cycle Management, Procurement and Contracting of Pre-Accession Projects and Management of EU Structural Instruments – Training of Trainers program

2. What is Coaching? ?
F31

3. Examples of Coaching Someone you know? Someone who you heard of? Why?
How?
F31

4. What is Coaching?
“Coaching is THE requisite skill for all who need to get the best from their teams”
F31

5. What is Coaching?
“Coaching is an approach that can help people develop thought processes. It’s not like teaching which involves telling somebody how to do something. It’s about showing someone how to apply the knowledge that they already have”
The Leadership Trust
F32

6. Types/Variations of Coaching
Helping another person to develop skills in knowledge
Passing on your experience to someone else
Shift to developmental focus
“ Sub brands”of coaching –
executive coaching
performance coaching
skills coaching
developmental coaching
career coaching
life coaching!
Training in Project Cycle Management, Procurement and Contracting of Pre-Accession Projects and Management of EU Structural Instruments – Training of Trainers program

7. Barriers to Coaching Little or no commitment to developing staff
Dominant, directive style/culture
Perceived lack of time
Lack of incentive to coach
Lack of understanding of coaching and the skills involved
Capable subordinates seen as a threat
Knowledge is power - unwilling to share
Fear of giving feedback
Previous attempts have failed
An inability to recognise coaching opportunities
F33

8. Coaching Activities Job shadowing Secondments/transfers Deputising
Demonstrations
Work rotation
Attending meetings
Representing the team
Membership of committees and working parties
Researching topics, project management
Training Course follow up
Delegation and mentoring
Normal work
F34

9. Definition of Transformational Coaching
“Transformational Coaching is a comprehensive communication process in which the coach provides performance feedback to the coachee. Topics include broad, work related dimensions of performance (personal, interpersonal or technical) that affect the coachee’s ability and willingness to contribute to meaningful personal and organisational goals.”
F35

10. The Transformational Coaching Process
FORWARDING THE ACTION
FOUNDATION
LEARNING LOOP
“The Heart of Coaching” - Thomas G Crane
F36

11. The Transformational Coaching Process
FORWARDING THE ACTION
Prepare
Observe
Delegate
Connect
FOUNDATION
LEARNING LOOP
“The Heart of Coaching” - Thomas G Crane
F37

12. The Transformational Coaching Process
“The Heart of Coaching” - Thomas G Crane
FORWARDING THE ACTION
State purpose and
request permission
Prepare
Offer feed back and ROI (Result, Outcome, Impact)
Observe
Delegate
Connect
FOUNDATION
LEARNING LOOP
Ask questions
and listen
Use dialogue to
gain insight
Share your related
personal experience
F38

13. The Transformational Coaching Process
Obtain action commitment and offer support
Require behaviours and state
consequences
Require specific behaviours
Suggest possibilities
FORWARDING THE ACTION
State purpose and
request permission
Reinforce Positives
Prepare
Offer feed back and ROI (Result, Outcome, Impact)
Observe
Delegate
Connect
FOUNDATION
LEARNING LOOP
Ask questions
and listen
“The Heart of Coaching” - Thomas G Crane
Use dialogue to
gain insight
Share your related
personal experience
F39

14. Common features of coaching
Coaching is a fairly short-term activity
It consists of one-to-one developmental discussions
It provides people with feedback on both their strengths and weaknesses
It is aimed at specific issues/areas
It is time-bounded
It focuses on improving performance and developing/enhancing individuals skills
It is used to address a wide range of issues
Coaching activities have both organisational and individual goals
It works on the belief that clients are self-aware and do not require a clinical intervention
It focuses on current and future performance/behaviour
It is a skilled activity
Personal issues may be discussed but the emphasis is on performance at work
Training in Project Cycle Management, Procurement and Contracting of Pre-Accession Projects and Management of EU Structural Instruments – Training of Trainers program

15. Coach skills Understanding the learner’s preferred learning style
Setting learning/training objective
Developing a relationship of mutual trust and respect
Developing the learning skills of the learner
Encouraging the learner to seek their own solutions
Finding and designing learning situations
Giving balanced, constructive feed back
Training in Project Cycle Management, Procurement and Contracting of Pre-Accession Projects and Management of EU Structural Instruments – Training of Trainers program