1. Maximizing Your Talent Pool Through Coaching

2. COACH ROLES -Role derived historically from: (1) Stage coach: vehicle to take you to from point A to point B (2) Athletics: part motivator/part manager

3. COACH ROLES -Role of coach varies depending on (1) type of organization (2) its culture (3) function -What a coach does: -Listens -Elicits ideas -Encourages -Points out patterns -Brainstorms -Summarizes

4. COACH ROLES -A coach does not: -serve as expert or consultant -act as authority -function as therapist

5. COACH ROLES -Within organizations we are often called to be coaches and also “wear other hats” such as: -managers/supervisors -mentors -counselors -Need to understand differences in roles and times when we need to defer to other resources

6. COACHING VS. MANAGING -The two roles often blend informally in day-to- day work -Remember that managing at the core is about: -getting work done -managing process and resources -focusing on outcomes -linear versus organic

7. COACHING VS. MENTORING -Coaching focuses on specific, formalized programs of workplace improvement -Mentoring : -shapes the whole person -typically has advice-giving component -functions as a loose relationship -may lack objectivity

8. COUNSELING -Coaching looks forward to behavioral changes while counseling may have a past developmental focus/emotional basis -Counseling is: -personal -can work well with coaching -is often best delegated to a trained specialist

9. COACHING SITUATIONS -Managers should coach to build/maximize performance when there is : (1) Time (2) Motivation/Mutual Buy-in (3) Adequate Opportunity for Practice (4) A Defined Feedback Loop/Mechanism

10. TYPES OF COACHING Skill specific coaching -Examples: -Presentation Skills -Business Writing -Meeting Management -Telephone Prospecting

11. TYPES OF COACHING -Skill specific coaching formula: TEACHING + PRACTICE + FEEDBACK = MASTERY

12. TYPES OF COACHING -Whether in one-one-one or group settings, this involves mirroring/modeling and immediate feedback: I DO  YOU WATCH  YOU DO  WE DISCUSS

13. TYPES OF COACHING Behavioral Coaching -Generally more subjective and nuanced -Examples: -Better leadership of a team -Dealing with anger -Adjusting to a new job -Improved negotiation/influencing skills

14. THE COACHING PROGRAM -First step is understanding the issue(s): -What is the current employee behavior? -How is it impacting individual and/or group performances? -What might be some possible explanations for the behavior(s)?

15. THE COACHING PROGRAM -Structuring the program starts with: -Mutual buy-in -Mutual respect -Elimination of bias or pre-conceived conclusions -Being open to the surfacing of new issues/behaviors

16. THE COACHING PROGRAM -Both parties need to agree on structure/process: (1) expected overall time-frame (2) appointment lengths (3) number of sessions per month (4) type of interaction ( live/virtual etc) (5) assignments between sessions

17. SETTING COACHING BENCHMARKS -Often challenging to numerically show improvement on subjective behavior attributes -One option: use of standardized 360-degree feedback reports with key contacts to get pre- program benchmark and post-program changes

18. SETTING COACHING BENCHMARKS -More economical option is qualitative journaling by employee and informal periodic feedback from co-workers -Difference of what behavior was like then and now -How overall productivity/performance has shifted because of this improvement

19. SETTING COACHING BENCHMARKS Key questions for the employee “What is my behavioral starting point pre- coaching?” “Which specific behaviors do I want to change?” “How do I want to be perceived in the future?”

20. GETTING FEEDBACK -Informally one can ask select people to act as your “board of directors” or stakeholders in your progress -Issues: (1) who to enlist? (2) how and when you are accountable to them?

21. GETTING FEEDBACK -With informal “board of directors” decide: -How they will give me feedback? -When they will give me feedback? -What I will do with it?

22. FORMAL FEEDBACK -Coaching often well-tied to annual formal performance appraisal process -Manager and employee identify areas of development that may suitable for coaching -Periodic informal monthly check-ins, 6 month progress report and annual formal review: a good model

23. FINDING A COACH -Manager often has internal resources but going outside may be more objective and encourage more employee candor -Sources: -Word of mouth from internal/industry colleagues -In-house human resources referrals -Coaching organizations and accredited schools

24. FINDING A COACH Key considerations when interviewing: -Methods used/approach -Marketplace positioning and/or specialty -Point of difference versus competitors -Years in business/past work history -References and/or “success stories:

25. FINDING A COACH -Coach/employee “chemistry” is both crucial and subjective -Prudent to invest in sample and/or paid exploratory sessions to find right “fit” -Employee should make the final decision

26. FINDING A COACH Contract Details -Issues of Confidentiality -Role Definitions/Expectations -Scope of Work -Length of Engagement -Payment Procedures -Termination Issues

27. SUMMARY Key points -Coaching is about movement and progress -Successful coaching takes planning and mutual buy-in -Coaching programs need benchmarks, structure, and feedback mechanisms -Select coaches on objective criteria and subjective coach/employee “chemistry”