1. COACHING APAMSA Leadership Development Module

2. Coaching  Coach team members to develop their work skills and knowledge  Establish mutually cooperative relationships to promote skill learning and training  “See one, do one, teach one” approach Relations-Oriented Behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

3. Relations-Oriented Behaviors  Coaching Coaching improves team commitment, self-confidence, and satisfaction Identify the most important guideline for Coaching to prepare team members, develop work skills, and improve work performance and briefly describe an example why this is the case Leadership Challenge (21)

4. Supporting Guidelines For Coaching Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 71-72)  Help others analyze their performance  Give constructive feedback  Offer specific advice  Demonstrate procedures  Express confidence in others  Practice, practice, practice  Teach to think critically

5. Coaching  Ask team members to consider specific aspects of their work and have them critique or comment on their performance  Follow up with suggestions for improvement  Confirm understanding, clarify if needed Help Others Analyze Their Performance Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

6. Coaching  First acknowledge effective behaviors and positive outcomes  Identify ineffective behaviors and provide constructive (helpful & supportive) feedback  No stern criticism! No slapping of hands! Give Constructive Feedback Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

7. Coaching  Keep things simple and focused  Identify specific areas to improve work performance and stick to it  Be clear in how things should be done and what results are expected Offer Specific Advice Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

8. Coaching  Demonstrate ways to perform complex tasks or procedures when feasible  Encourage others to perform the task or procedures as you demonstrate  Have them repeat the task or procedure to confirm understanding Demonstrate Procedures Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

9. Coaching  Remember, “You can do it!”  Express confidence that the person can learn any complex task or procedure  To build self-confidence in others, express your confidence in others Express Confidence In Others Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

10. Coaching  Be patient—think of decades, not minutes  Allow opportunities for team members to practice challenging tasks or procedures  Focus on comfort with repetition—do not over analyze, just keep doing it Practice, Practice, Practice Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

11. Coaching  Help team members think critically when confronted with problems  Encourage team members to investigate reasons for problems and brainstorm possible solutions  Discuss solutions and derive a course of action together Teach To Think Critically Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 72-73)

12. Relations-Oriented Behaviors  Coaching Coaching allows mutually cooperative relationships to promote skill learning and training “See one, do one, teach one” approach Utilize these guidelines to prepare team members, develop work skills, and improve work performance Summary

13. Relations-Oriented Behaviors  Recognizing Our next module discusses guidelines for offering praise and appreciation for significant achievements Next Topic…

14. Relations-Oriented Behaviors  G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 72-73  Free Management Library www.managementhelp.org/ldrship/ldrship.htm Sources