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Coaching & Counseling

What is coaching?

TRAINING BY INSTRUCTION, DEMONSTRATION, AND


PRACTICE; DIRECTING THE MOVEMENTS OF A
PERSON.

The simplest definition of coaching is

‘Bringing out the best in people’

However, the term means different things to different people


and it is therefore important that we all know exactly what we
mean by coaching.

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What is coaching?

• Identifying individual skill levels


• Evaluating strengths
• Uncovering areas for
improvement
• Discussing actions to
implement improvement

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Coaching Flow

Clearly defined expectations of


performance

Does behavior meet the


expectations you have
agreed for team /
individual ?

YES NO

Provide praise & Identify specific


recognition skills required &
discuss with
individual / team

Develop & agree


actions to close Monitor progress
the performance
gap
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Keys to competence

Keys to Competence
Attitude

Knowledge Skills
COACHING & MENTORING

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Teaching Effectiveness

Teaching Effectiveness
TOLD,
TOLD &
TOLD SHOWN &
SHOWN
EXPERIENCED

Recall
after 3 70% 72% 85%
weeks

Recall
after 3 10% 32% 65%
months
COACHING & MENTORING Source:John Whitmore

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There are three
levels of learning:
• Mental (Associated
with Knowledge)
• Skill (Skillful
application of
Knowledge)
• Attitude (Energy
source for
accomplishment)

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Distinction

Process Supervision Mentoring Consulting Coaching

I am an expert. That
I know how. Do it How can I support your
Driving Thought My Experience is is what you are paying
my way learning?
me to tell you.

“This is how to do “What have you tried? How


“This is how I it.” has it served/disserved
Public Statement “Do it this way”
would do it” “This is how you you? What else is
should do it.” possible?”

Explore, experiment, and


Direction, Method, learn new ways of working,
Required Guidance &
Public Action Technique, & thinking and being,
Compliance Advice
Information personally and
professionally.
How coaches develop their people

• Guiding people to winning results


• Helping them to learn-by-doing on the job
• And they do this by knowing:
– Who the person they coach really is
– What they can do
– What their goals are
– How to help them achieve their goals

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Role of a COACH

Coaching means improving performance at


work, by turning things people do at work into
learning situations, in a planned way, under
guidance

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Role of a COACH

Improving performance Using a range of learning


experience to bring
improvements
Things people do Opportunities from which
all parties can learn

Planned Get most out of the


situation

Guidance Transfer of knowledge,


skills and experience

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a COACH

Concentrates on
Acts as a role model
improving performance
Patiently works on
Is committed to players details of
performance
Talks of we and us, not Stands back and let
I and you others take the credit
Imposes no limits for Continuously learns
performance from situations
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Coaching – Things to remember!

 A coach helps people to perform better by


developing their skills and confidence over a
period of time
 Coaching is partnership
 YOU CAN NOT TEACH A MAN ANYTHING, YOU
CAN ONLY HELP HIM FIND IT FOR HIMSELF
 Results rarely happen overnight.

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Rules of coaching

First Rule
• People can achieve whatever they believe is
achievable
Second Rule
• Continuously raise that level of belief

FUNDAMENTAL BELIEVES
OF A COACH
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Who to Coach…………?

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Who to Coach…………?

New starter Require basic


orientation on how to do
a job
Current employee Where you want
improvement in existing
output
People under Those who will take on
development challenges in the
company

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Benefits of COACHING

FOR INDIVIDUALS:
• Learn at own pace with one-to-one relationship

• Gain from those who know and trust

• Develop skills for present and future jobs

• Will not be shown up or embarrassed if a mistake


is committed

• Never stop learning and developing


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Write down the Benefits of COACHING

• For Team

• For Coach

• For Organization

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Benefits of COACHING

FOR TEAM & COACH:


• Becomes clear about the goals
• Focuses in right direction
• Raising skills level of the team members

• Develops closer relationship


• Discovers new ways of helping people
• Better feedback system
• Sees people grow

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Benefits of COACHING

FOR ORGANIZATION:
• All team members with almost same skills pack
• Learning from real situations
• Saving time spent on training
• Cost effective ways of developing people
• Climate of continuous learning
• Improved quality of work

Improve people & their productivity to improve bottom line

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COACHING

SUITABLE OCCASIONS:
Coaching is suitable whenever you can pass on
your knowledge and skills and help people
realize their potential and improve their skills

SPECIALLY:
• You are asked how to do something
• Your advice is sought by others
• When someone says he cannot do a job
• When opinion or decision is required
• When you know an improved way of doing a job / task
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COACHING

UNSUITABLE OCCASIONS:

• In emergency situations

• When people are not willing

• When change in behavior is forced

• In formal disciplinary situations

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COACHING – Necessary Skills

• Excellent interpersonal skills in :


– Rapport building
– Asking questions / gaining info
– Giving / receiving feedback
– Listening
– Persuading / influencing others
– Encouraging others

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COACHING – Necessary Skills

• Listening
• Observation / interpretation
• Empathy
• Help others learn
• Sense of humor
• Learn himself
• Help other to paint a picture of high level performance
• Sensitivity to know when to step in/out

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Coaching helps people

Issue : Performance / Personal


Style / method : Tell to do
Enable them to workout

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Prerequisites of an effective coach

• Knowledge of the Job

• Observation & Analytical Skill

• Desire to Develop Sales Representatives

• Good Rapport with your Representatives

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Coaching Techniques

STEP 1:

• Identify the performance problem

• Why it is significant

• Gain agreement that the individual will work with you


to improve

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Coaching Techniques

STEP 2:

• Outline what will be involved in the coaching.

• What are the expectations of the outcome.

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Coaching Techniques

STEP 3:

• Demonstrate the activity.

• Explain what you are doing at each step.

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Coaching Techniques

STEP 4:

• Open communication.

• Answer questions.

• Offer information.

• Avoid overloading.

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Coaching Techniques

STEP 5:

• Encourage the individual to carry out the activity.

• Confirm understanding

• Give feedback

• Give further opportunities to practice

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Structuring a Coaching Session

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Structuring a coaching session

• Objective
Every task should start with an objective.
• A good coaching or training objectives should be:
– Realistic
– Attainable
• Within a reasonable time period
• With the expenditure of a limited amount of effort or
money
• Measurable
• Mutually acceptable to the representative and Manager
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Structuring a coaching session

• Pre-coaching sequence
• Determine the coaching need
• Determine Coaching Format or Sequence
1. Explain & demonstrate to the representative what
should be done
2. Have him/her tell you what to do, and you do it.
3. Have him / her explain and do it
4. Have the representative do it again

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Structuring a coaching session

• Observation
– Your job as a coach requires that you see people in action.
– As the call observer you are on the lookout for performance
discrepancies.
– Sales Manager can solve many of the problems observed by
other means:
• Providing information / direction
• Removing obstacles
• Removing punishment
• Changing consequences
– If there is skill deficiency; then proceed with other steps of
coaching process
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Structuring a coaching session

• Get Feedback
The right approach is to ask the representative
three questions:
1. What was your objective(s) on this call?
2. What was your plan to accomplish that objective(s)?
3. What happened on the call from your point of view?

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Structuring a coaching session

• Demonstrate
It is important that the representative be able to see the
skill, or the process, or the task that he / she is attempting
to learn, performed by someone else.
– In Demonstrating, the coach should:
• Establish the objective(s) for the call.
• Spell out the plan of action and the reason he /she is
choosing that plan of action
• Execute the call with representative observing.

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Structuring a coaching session

• Preparation
In this step the next call is picked and the coach gives the
representative the assignment to:
1. To establish his / her objective
2. Determine the plan of action and the reason he / she thinks
the plan will work.
3. Provide the representative with enough time to prepare for
the call.

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Structuring a coaching session

• Review
• Coach should review the objectives and the plan
• Discuss it with the representative.
• Coach should use the question, WHY.
• Do not attempt to have the representative do it exactly
your way

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Structuring a coaching session

• Criticism
What can happen when you Tell
• Criticism should follow the behavior as soon as
possible
• Emphasize work methods not character defects
• Get the representative’s analysis of the situation
• Concentrate on important lesson to be learned.
• Expect the criticism to teach you something

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Structuring a coaching session

• How to ask questions


• Right after the selling interview
• What was the objectives?
• What was the plan?
• What happened?
• Why?

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Lee J. Colan
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Why Do People Not Do What They Are
Supposed to Do?

• They don’t know what they are supposed to do


• They don’t know how or they’ve forgotten how.
• There is not enough time
• They think something else is more important
• There are obstacles beyond their control
• They have a fear of failing
• They don’t want to
• There is a lack of positive or negative reinforcement
• Other representatives are not doing it – why should I?

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Grow Model of Coaching
by Sir John Whitmore & Alan Fine
Max Landsberg later described GROW in his book “The Tao of Coaching”

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The Goal is the end point, where the client wants to
G Goal be. The goal has to be defined in such a way that it is
very clear to the client when they have achieved it.
The Current Reality is where the client is now. What
R Reality are the issues, the challenges, how far are they away
from their goal?
There will be Obstacles stopping the client getting
Obstacles from where they are now to where they want to go.
If there were no Obstacles the client would already
O have reached their goal.
Once Obstacles have been identified, the client
Options needs to find ways of dealing with them if they are
to make progress. These are the Options.

The Options then need to be converted into action


W Way Forward steps which will take the client to their goal. These
are the Way Forward. Page 45
Coaching - Summary

– Coaching is a process.
– People change and learn slowly.
– Coaching really is a way of life.
– Coaching is a self-discipline assignment

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Counseling
What is counseling?

THE TERM COUNSELING MEANS DIFFERENT


THINGS TO DIFFERENT PEOPLE SUCH AS:

– Listening sympathetically to a reps problem

– A rather formal and / or indirect criticism

– A fancy kind of coaching

– The giving of person to person advice.

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What is Counseling

Counseling is the
process of helping
your team to
recognize problems,
developing the team’s
ability to work through
problems and
developing solutions.

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Steps of Counseling

• Acknowledging a problem.
• Recognizing that it needs
to be addressed.
• Getting the team
members to understand
joint contributions to the
problem.
• Discuss solutions.
• Establishing mutually
agreed progress checks.

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Types of Counseling

1. Problem solving: is undertaken when the trouble is


fairly well defined, such as disloyalty, indiscretion, a
disturbing home situation, or unacceptable
grooming.

2. Problem finding: When a deviation exists on which


you cannot easily identify the specific cause.

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When to counsel?

A Manager must differentiate between:


– Selling weaknesses that occur from insufficient
knowledge or skill
– Selling weaknesses that are merely a sign of
deeper personal problems.

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Purpose of counseling?

• To help the employee recognize for himself /


herself how he / she feels and why.
• Counseling is placing a mirror in front of the
individual to acquaint him / her with reality
and with themselves.
• To stimulate the person to want to change

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Methods of counseling?

Directive Counseling
• Advice Giving Method commonly used by doctors,
lawyers, clergymen and psychologist.
• In direct counseling the manager and employee
must weigh facts and consider alternative solutions
together.

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Methods of counseling?

Non Directive Counseling


• Listening method and is employed by psychiatrists,
and other professional counselors.
• The Manager’s role, once the problem has been
determined & best probable solution agreed upon is
to lead the person to that solution.

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Choosing the counseling methods

Best Used when:


• The solution to a problem requires immediate
change in behavior and attitude.
• The right course of action is fairly limited and fairly
obvious to the Manager
• There is little time for slow reshaping of the person’s
attitude.

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Choosing the counseling methods

Best Used when


• The person is not interested in helping himself or is
reluctant to talk things out.
• The Manager feels he / she does not have the skill
to handle the problem using the non-directive
method.

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Summary

• The ability to counsel effectively is a difficult art to


master.
• Counseling is one of the Manager’s responsibility
• Counseling is not the tool to replace poor coaching.
• Counseling is the process by which the Manager
helps the representative find the cause of his / her
problem so that employee can solve the problem.

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