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

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

3. 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?

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

5. 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.

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

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

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

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

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

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

12. 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

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

14. 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

15. 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

16. 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…?

17. 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

18. MRA – Senior Business Advisor
Thank You!
Francis J. Wiesner
MRA – Senior Business Advisor