1. Leaders as Peer Coaches and Coachees
EMBA Program, Koc University
Mark Young
Istanbul, August 3 to 7, 2012

2. How do leaders prepare for today’s pressures, adapt and change?
Developing at the cognitive level
Developing at the emotional level
Developing at the behavioral level
Andreas Bernhardt
Source: Korotov, 2010

3. What is Coaching?
Being an active resource to another person in building and maximizing their full potential
Executive Coaching:
A professional service, offered and conducted by professional executive coaches; often external resources
Leader as Coach:
A leadership style, applied by a leader who uses coaching elements to support and develop his people or his peers

4. “Leaders as Coach” means using a specific leadership style in supporting direct reports, teams and peers
Leadership Style
Coercive
Authoritative/
Visionary
Affiliative
Democratic
Pacesetting
Coaching
„Do what I tell you!"
"Come with me !"
"People come first"
"What do you think?"
"Do as I do, now!"
"Try this."
Modus operandi
Demands immediate compliance
Mobilizes people towards a vision: Sets objectives, but leaves room to decide on how to execute
Creates harmony and builds emotional bonds
Forges consensus through participation
Sets high standards for performance – leads by example
Develops people, focuses more on personal development than on task at hand
Leadership Styles differ substantially with respect to approaching employees, expected decision maker, and results orientation

5. Feedback helps to identify blind spots
The Johari Window
Others
Known to
Unknown to
„Public Self“
„Private Garden“
Known to
Feedback
Self
„Blind Spots“
„The Unconscious“
Unknown to

6. Some Coaching “Ground Rules”
Confidentiality
Best efforts
Final responsibility is with the coachee
Conflicts of interest
Time to be invested
Expected outcomes, action planning
Exit options

7. Basic Coaching Skills Self-awareness Listening and observing
Questioning
Active listening
Perspective taking
Seeing the whole conversation
Distilling
Giving and receiving feedback

8. Asking questions and listening actively
To let the person “verbalize” the internal thinking process
To develop the person’s awareness
To let the person focus better on his or her issues
To stimulate ownership of the issue and personal responsibility
To help explore various possible answers
To help clarify commitment

9. Active Listening 1. Ask an open question 2. LISTEN!
Feed back content in your own words
As: “Is that right”?
Coachee says yes or no.

10. Some Challenges of Active Listening
Ask an open question
LISTEN!
Feed back content in your own words
Ask: “Is that right”?
Coachee says yes or no.
PLUS MUSTARD!

11. Deep Listening Active Listening
To provide valuable feedback managers need to observe and listen at different levels
Deep Listening
More focused on other than self, aware of both content and „music“, listening with the „3rd ear“
Active Listening
Very focused on what the other person is saying, recording facts, attuned
Conversational Listening
Engaged in the conversation, listening, talking, thinking, talking, thinking etc.
Cosmetic Listening
Not really listening, mind is somewhere else, pretending to be interested

12. Use the GROW Model
GOAL
What would be a good outcome of today’s discussion?
What are you trying to achieve in the longer term?
What are some intermediate milestones?
REALITY
Why have you not achieved this objective so far?
What are the primary obstacles?
What resources do you have and need?
OPTIONS
How else could you get this done, other than the way you have planned?
What are some early wins?
What else could you do if you had additional resources?
WILL
How badly do you want to do this? What happens if you fail?
What are your criteria for success?
Who else do you need for support?
How can I help you with follow up?

13. Giving feedback – how to provide feedback in a professional and supportive way in coaching and peer coaching?
When giving feedback it is important to create an environment where all people involved feel comfortable giving and receiving feedback so that feedback can boost their development.
BOOST Feedback should be:
Balanced - include both good and constructive points
Observed - only give examples of what you have seen the person say or do
Objective - feedback should be factual and not an attack on someone’s personality
Specific - always use specific examples
Timely - feedback should be given as close to the event as possible

14. Receiving feedback: how to benefit most from peer coaching and feedback?
Think about how feedback can help: what do you want to get from feedback
Be ready to invest in preparation for a feedback dialogue
Be ready for new ways of looking at your thinking and behaving
Be ready to be honest to yourself
Be ready that the feedback partner may also give “uncomfortable” feedback
Be ready to work on an action plan for change and follow through on it
Try to learn from offering feedback to others