Coaching and mentoring 2016

transcript

Go from good to great by…EMPLOYING COACHING OR

MENTORING APPROACHESLondon HR and Training

July 2016

Introduction

Intro - London HR and Training

• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden

• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and

Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers

Contents5-6 Definitions7-8 Motivators for obtaining coaching9-10 Aims of coaching as stated by employers11-12 Situations where coaching is a suitable development tool13-14 Choosing a coach15-16 Areas to include in a coaching agreement17-19 Becoming a better coach20-21 Coaching strategies for managers22-23 Process for coaching through questions24-25 Coaching techniques that inspire people to improve26-27 Routes to building a coaching culture28-29 Pitfalls to avoid with coaching30-31 Apps for coaching and mentoring32-33 Levels of dialogue for mentoring34-35 Characteristics to look for when seeking a mentor36-38 Guidelines for high impact mentoring39-40 Benefits of ongoing groups for mentoring41-42 Strategies for mentoring program managers43-44 A broadening of the purpose of mentoring45-46 Building blocks of mentoring in 201647-48 Exercise49-50 To sum up…

Definitions

Definitions• Coaching• Mentoring

Motivators for obtaining coaching

• Self-confidence• Work-life balance• Career opportunities

Aims of coaching as stated by employers

• Assist performance management• Prepare and support people in

leadership roles• Support learning and

development

Situations where coaching is a suitable

development tool

Situations where coaching is a suitable development

tool• Helping competent technical experts develop better interpersonal or managerial skills

• Developing an individual’s potential and providing career support

• Developing a more strategic perspective after a promotion to a more senior role

• Handling conflict situations so that they are resolved effectively

Choosing a coach

Choosing a coach• Find a certified or accredited

coach• Check references and experience• Test-drive the coach

Areas to include in a coaching agreement

• Confidentiality• Duration • Cost• In person, online or by telephone• External or internal

Becoming a better coach

Becoming a better coach 1 of 2

• Listen• Silence• Unconditional positive regard

Becoming a better coach 2 of 2

What can organisations do?• Coaching managers to coach

better• The thinking partner-investing in

high and low performers• Quality coaching rather than

‘just’ coaching• Establish a coaching culturePage 19

Coaching strategies for managers

• Build a foundation of trust• Clear communication• Be a motivator and morale

builder• Listen• Ask powerful questions

Process for coaching through questions

• Issue (problem)• Impact (present status)• Ideal (future state)• Intention (plan)

Coaching techniques that inspire people to

improve

Coaching techniques that inspire people to improve • Coach the positive rather than

critique the negative• Use lead-in statements• Ask the other person what he or

she needs to learn• Focus on the future

Routes to building a coaching culture

• One-to-one coaching; discovery, development and deepening

• Developing leaders as coaches• Team coaching

Pitfalls to avoid with coaching

• Failure to prioritize• Desire to overuse• Failure to position properly

Apps for coaching and mentoring

Points to bear in mind• Be patient• Be fun• Be accessible• Understand your audience

Levels of dialogue for mentoring

• Idea/opinion level• Behavioural observation level• Feeling level• Judgment/assumption level

Characteristics to look for when seeking a

mentor

Characteristics to look for when seeking a mentor

• Experience of both success and failure

• Experience in the sector or industry

• Someone who is easy to get along with

• Someone who it is possible to build a long-term relationship with

• Someone who is honest and direct

Guidelines for high impact mentoring

Guidelines for high impact mentoring 1 of 2

• Don’t start a mentoring program unless you have got a strange hunger for failure

• Separate life and death technical knowledge that must be taught from other life and death essentials that are the real focus of mentoring

Guidelines for high impact mentoring 2 of 2

• Choose one or two people who bring a lot to the business performance table

• Inspired mentoring begins with a different set of assumptions

• The secret behind inspired mentoring is that mentors benefit as much as protégés

Benefits of ongoing groups for mentoring

• Supervision from an external mentoring expert

• Opportunity to sharpen their mentoring skills

• Peer mentoring• Reassurance in the role• Being part of a trusted group

Strategies for mentoring program

managers

Strategies for mentoring program managers

• Be prepared• Let your commitment show• Make your own growth and

development a priority• Challenge yourself• Keep your antennae up• Think leadership succession• Don’t go it alonePage 42

A broadening of the purpose of mentoring

• Increasing an organisation’s intelligence

• Enhancing an organisation’s ability to compete

• Accelerating employee development

Building blocks of mentoring in 2016

• Open and egalitarian• Diverse• Broad and flexible• Self-directed and personal• Virtual and asynchronous

Exercise

To sum up…

To sum up…• Conclusion• Summary• Videos• Useful links