1. Management Coaching A New Way to Work AmeriCorps*National Best Practices Conference May 6, 2009 LEADING CHANGE; FORGING SOLUTIONS Janis Glenn, Project TAAP Pathways, Coaching and Consulting, LLC www.pathways-llc.comwww.pathways-llc.com

2. WHY COACH? * Whats the return for investing valuable time in coaching? * Coaching is interactive…you listen, ask questions, share views and negotiate solutions * Coaching helps individuals to grow as professionals and contribute fully to the success of the organization

3. Why Coach (cont) *Coaching focuses on what needs improvement and whats going well. * In todays environment of change technology and evolving organizations, coaching can have a strategic impact. * Coaching is an investment that you make in developing your key resource….people…for the long term benefit of your organization.

4. Management and Coaching Managing: Command and Control Talks more than listens Tells Responsible for Fixing Assumes Seeks Control Orders Works on Keeps Distant

5. Management and Coaching (cont) Coaching: Cultivate and Develop Listens more than talks Asks Creates space for the other to fix Explores Seeks Commitment Invites Works with Connects

6. Outcomes of Integrating Coaching into Management/Leadership 1.To strengthen and grow your organizational capacity 2.To retain your talented staff 3.To Become a magnet for more talented staff 4.To get more things done

7. A New Way to Work MANAGEMENTCOACHING PERFORMANCE DEVELOPMENT

8. What is Coaching? Coaching is a partnership that focuses on supporting the client to reach her/his goal through engaging in powerful conversations that offer a new way of seeing and encourages effective action.

9. Power of Three Critical Components of Coaching 1. PRESENCE: Listen more effectively, deal with the source of a problem rather than symptoms, hear what the client isnt saying, focus solely on the clients agenda.

10. Power of Three (cont) 2. PERSPECTIVE: Point to what is working, keep client focused on forward movement, offer a new way of seeing a situation/issue, point of clients strengths. 3. POWERFUL CONVERSATIONS: Asking questions helps to unlock the Clients wisdom and potential, empower client, teach client to be self-reliant, put the burden of discovery where it belongs, teach the client to find the answer within.

11. Coaching Skills Preparation Observation and Assessment Questioning Listening Feedback Follow-up

12. Create a Culture of Coaching First Step: Embedding Coaching Mind-Set * Establish the value and impart effective coaching skills to as many managers and leaders as possible. These experiences will have a powerful ability to help sustain individual and organizational growth.

13. Creating a Culture of Coaching Second Step: Role Modeling by Leaders * Least expensive * Requires constant self-development; namely, constant reflection, self-assessment, about her own strengths and weaknesses as a coach

14. Creating a Coaching Culture Third Step: Incorporate coaching as a strategic competence and leverage your leadership role * Incorporate Peer Coaching Circles as a component of a structured leadership process Fourth Step: Practice, Practice, Practice * Provide opportunities for practice and skill- building

15. Peer Coaching Circles The Power of Peer Coaching 1. Staff from different functions of the organization form a Peer Coaching Circle 2. Committed to meet on a regular basis and adhere to a structured process 3. Each peer functions as a coach and asks questions of the individual with a challenge

16. Peer Coaching Circles How does learning occur? 1. Each person develops and refines her questioning skills which is fundamental to effective coaching 2. Each learns to examine the organizational challenge with new perspectives and in that process discover alternative solutions

17. Peer Coaching Circles Learning continued…. * Use of powerful questions, the disciplined process employed, and underlying belief in the capability of individuals to solve their own challenges.