1. Coaching Skills for Managers Presented by Claudette Rowley for the New England Regional ENP Conference April 3, 2105

2. Objectives Develop the mindset of a coach Learn three key coaching skills Use coaching to improve performance

3. What is Coaching? Designed partnership Help people move from where they are … To where they want/need to be Bridges the gap between current state And the desired future state

4. “Coaching is…” Not telling people what to do; it’s giving them a chance to examine what they are doing in light of their intentions. - James Flaherty “Coaching: Evoking Excellence”

5. International Coach Federation: “Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential… Coaches honor the clients as the expert in his or her life and work and believe every client is creative, resourceful and whole Coaches honor the clients as the expert in his or her life and work and believe every client is creative, resourceful and whole.”

6. ICF Definition continued: “Standing on this foundation, the coach’s responsibility is to:  Discover, clarify, and align with what the client wants to achieve  Encourage client self-discovery  Elicit client-generated solutions and strategies  Hold the client responsible and accountable”

7. Four Foundations of Coaching Confidentiality Creative, resourceful, whole Hold client’s agenda Build and maintain trust

8. Coach vs. Manager Mindset Managers are compelled to solve problems Managers are compelled to solve problems Managers are in charge of a group of tasks, projects, and/or a staff of people Managers are in charge of a group of tasks, projects, and/or a staff of people Managers are responsible for results Managers are responsible for results Discussion Question: How does the manager mindset differ from the coaching mindset Discussion Question: How does the manager mindset differ from the coaching mindset?

9. Trust Exercise How do we know when we trust? When someone trusts us? What are the attributes?

10. R.E.A.L.L.Y. Listening R – risk to hear E – employ empathy A – allow their perspective L – lead with questions L – listen beneath the surface Y – yield your judgment

11. Three Levels of Listening  Internal listening – listening primarily to yourself, or to your own thoughts or agenda.  Focused listening – intensely focused on what other person is saying. Nothing is distracting you. Thoughts about the past or the future or your own ideas don’t intrude.  Global listening – completely directed toward other person with a wider focus. You hear more than words – you notice body language, inflections and tone, pauses, their energy. You can hear the unspoken.

12. Reframing What You Hear Reframing is changing the perception of an interaction or situation to increase the chances of a productive conversation. It’s seeing the situation from a different or positive perspective.

13. Reframing Examples Example: “I’m right.” “I didn’t think we were talking about right or wrong. I thought we were trying to find an answer to our disagreement. Example: “I really doubt I can do anything about this situation.” “What’s one small step you could take?”

14. Reflecting Back What You Hear What I hear is important to you … It sounds like your priority is … What I hear is concerning you… You sound really excited …

15. Asking Powerful Questions How, what, why questions Open-ended questions Tell me more … Designed to get people to answer questions They wouldn’t ask themselves

16. Introducing the G.R.O.W. Model Goal setting Assess reality Options developed Way forward

17. Step One: Goal Setting Starting in the right direction Coaching time is more efficient Plan ahead and prepare targeted questions Direct and holds focus

18. Setting SMART Goals SpecificMeasurableAttainableRealisticTimely

19. Identifying Appropriate Goal Areas How will you know you reached this goal? Why is this goal important to you? What do you really want? What goal do you want to achieve?

20. Step Two: Assess Reality What is happening now? Where are you in relation to your goal? What’s holding you back? What’s working well?

21. Identifying Obstacles Antidote given Root out the cause Identify the obstacle

22. Step Three: Developing Options Buy-in by your employee Innovation, more creativity is possible when two work at it Growth, the options developed will have more meaning

23. Choosing Your Final Approach Does this option build new supporting skills? Does this option meet the time requirement of the goal? Is this option measurable?

24. Step Four: Way Forward What are you going to do: Tomorrow?Two weeks? Thirty days?

25. Taking Action What are you going to do?How committed are you?What will success look like?Anticipated roadblocks?What resources are needed?