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20 Cards in this Set
- Front
- Back
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PAGE #1, LEARNING OBJECTIVES
[1] Giving feedback is very important during the coaching, in particular giving POSITIVE FEEDBACK as an element of encouragement But this is also about RECEIVING feedback, and we talk more about this in module #2 [2] Key elements of coaching are LISTENING, Asking Powerful QUESTIONS We will talk about influencing others as part of the "MBTI for coaches" module where we learn the different communication requirements and preferences [3] => This is around empathy. Empathy is another key element of good coaching Effective coaches are able to put themselves in another person’s shoes, rather than judging an individual solely on the basis of surface behaviors. This also implies understanding the family or personal lives of employees. [4] We will learn a feedback model including a 4-step process We will also learn different coaching models like the Skill/Will matrix, the GROW model and dealing with emotions |
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PAGE #3, "Introduction"
Participant discussion to warm up to the topic – => Have you thought deeply about the term coaching? => Let us spend some time sharing our experiences of coaching => Recall someone who has coached you in the past ... => How did he/she make you feel ... => What did they do that made them a good people developer => Share this experience with the individual next to you => Debrief as a group to share 1 or 2 key behaviors/actions that your developer exhibited |
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PAGE #4, "What is Coaching?"
=> Difference between teaching and coaching. - Teaching is giving instruction and his/her way of working to be followed. - The students learn to think like teachers. - This will show initial benefit however in the long run the students need to think for themselves to be successful. - What it takes to maximize ones performance… becoming AWARE of one’s strength and weak\ness -Coaching is raising awareness and highlights the unique attributes of body and mind. - It builds one's ability and confidence to improve without another’s perception. - It builds self reliance, self-belief/confidence and self-responsibility. - Giving one freedom to develop their own style keeping in mind the objectives. - With awareness comes sense of responsibility |
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PAGE #7, Listening Exercise
=> THEN discuss topics such as: - Why we don't listen - Listening as an attitude not a skill - Elements of listening (hearing, interpreting, evaluating, and responding) - How to listen (active and reflective) - Types of listening depending on context (discriminative, comprehensive, appreciative, and therapeutic) => Discussion - How difficult was this exercise? - Was listening attentively to everyone made the conversation more focused and useful? - Did this help people to contribute more as everyone was forced to remain focused? - How can you use this technique at work to increase the productivity of meetings or brainstorming sessions? |
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PAGE #8,"Why is listening important?"
=> Remember, it is impossible to listen and talk at the same time => Why is listening important?: - Listening is critical to building rapport, understanding the coachee’s position, and making the discussion meaningful => ESTABLISHES CONNECT - people feel understood and feel their views matter on important decisions Helps you determine the individual’s problems and goals Makes the solutions proposed meaningful and relevant to him/her => How to listen effectively? - Let the individual tell his/her story, or share reaction first; it will help you focus the discussion - FOCUS ON THE OTHER PERSON (and not the conversation in your head) - words, feelings, and underlying intent - Put your own emotions aside and do not be critical - Constantly check your understanding with the individual, through restatement – Avoiding assumptions flavoured by personal perceptions. |
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PAGE #9 "Aspects of Active Listening"
=> Releasing - Be open-minded and willing to consider other views - Temporarily suspend your agenda - Be patient and allow the coachee to finish speaking => Attending - Orient your body towards the interviewee - Maintain appropriate eye contact - Acknowledge coachee’s information - Show interest => Amplifying - Encourage the coachee to continue - Accept silences - Add information or ideas that further the line of thought - Dissent constructively => Processing - Pick up the Key thoughts - Attitudes and concerns - Non-verbal clues – pay attention - Omissions (listen to things they are not telling you) |
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PAGE #11 "Questioning Exercise"
=> Discussion - How quickly did you find the names? - What methods worked best? - What styles of questioning help to get more information in less time? |
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PAGE #12 "The Impact of powerful questions"
=> Asking powerful questions => Coaching is often much more about the questions you ask than the answers you give. => It’s not the coach’s role to give answers; it’s the coach’s role to ask powerful questions. => And the best type of question is the one that can create an insight for the coachee. => In a world where answers are everywhere, within 10 seconds you could type question onto Google and answers come. => The answers become a commodity. => So this is where coaches can really prove their value: the ability to ask great questions is the only thing that Google can’t tell you. => Google can’t tell you which question to ask in order to get the answer. So that’s why this skill is really such a fundamental |
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PAGE #14 "Giving Feedback"
=> Group Discussion on sharing experiences |
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PAGE #15 "Why is feedback important?"
=> It is the foundation of all interpersonal relationships => It determines how people think, - how they feel, - how they react to others and - how people act in their daily responsibilities => The quality of any relationship, business or personal, is dependent on the quality and quantity of feedback each receives from the other => It facilitates the accomplishment of mutual goals by reinforcing and/or redirecting behavior |
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PAGE #16 "The Feedback Model: A 4-Step process"
=> In giving feedback, balance telling and asking – => Past actions merely serve as a springboard for future achievements => Remember feedback is an observation, it is not advice, nor is an opinion. => It is the mirroring of data to the coachee, it has to be fact based. |
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PAGE #17 "Giving Feedback"
COMMENTS 1/3: PREPARE => Organize your thoughts - What performance/behavior do you want to redirect or reinforce? - What do you intend for this feedback to be about? - What impact could the feedback have on this person? - How can I prevent the wrong assumptions from happening? => Timing - Choose an appropriate time; - directly after the event is often best => Setting - Choose an appropriate setting and medium; - always try to give corrective feedback one-on-one and in private => Communication style - adapt your communication style to the recipient’s needs, - in order to increase the likelihood that the recipient will receive the information in a way they will trust and be motivated to act |
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PAGE #17 "Giving Feedback"
COMMENTS 2/3: EXPLORE TOGETHER => Manage your emotions => Focus on the observed behavior and skills, not the person => State your point of view clearly => Give specific and accurate examples; explain the impact/effect => Check for understanding - Give time for recipient to absorb the information - Offer additional information, if necessary - Invite their perspective => Cues – be on the alert for verbal and nonverbal cues |
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PAGE #17 "Giving Feedback"
COMMENTS 3/3: RESOLVE & CONCLUDE => Collaborate on next steps; be supportive - Invent options - Negotiate, if necessary - Review and summarize - Establish standards for future interactions => End with thanks |
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PAGE #24 "Our goal should be to move all coachees to D"
=> Apply the skill/will matrix on a particular task => It is not meant to generalize a coachees personality and capabilities |
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PAGE #26 "The GROW Model"
The GROW model is another coaching model which you can use It’s provides a useful structure which helps an individual or a team to identify - what they want to achieve (Goal) - where they are now (Reality) - what their options are (Options) - and what action they will take (Wrap Up) GROW is not limited to one-to-one coaching sessions. Instead it can be used in a wider range of scenarios like … - Performance management - Meetings - Helping colleagues |
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PAGE #29 "The Progression of Emotions"
=> Surprise - You may not be prepared for the information, you may not know how to respond - The best action in this stage: No action; allow yourself to feel the surprise => Anger may replace surprise - The best action in this stage: No action => Rationalization - You’re trying to make sense of the feedback - You may start coming up with excuses => Acceptance - You are at a stage in which you are ready to view the feedback - You take it on with some objectivity after which you determine what to do |
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PAGE #30 "Emotional moments may arise: Crying/Anger"
=> Golden Rule – If the person is emotional, deal with the emotions first |
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PAGE #37 "Wrap Up and Key Takeaways"
=> What can you take with you when you leave this session? |
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PAGE #39 "Understanding the "Skill-Will" Matrix - Exercise"
=> Putting their coachees into the boxes and => deciding which quadrant they fit and and => how they would adapt their behavior to each individual |
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