Date post: | 18-Dec-2015 |
Category: |
Documents |
Upload: | karin-dean |
View: | 217 times |
Download: | 0 times |
Leadership III: CoachingLeadership III: Coaching
LEADERSHIP IIILEADERSHIP III
STRATEGIES FORSTRATEGIES FOR
SUPERVISORY SUCCESSSUPERVISORY SUCCESS
Leadership III: CoachingLeadership III: Coaching
LEADERSHIP IIILEADERSHIP III
Situational LeadershipSituational Leadership DelegatingDelegating
CoachingCoaching DisciplineDiscipline
SITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIP
DirectingDirecting CoachingCoaching SupportingSupporting DelegatingDelegating
Leadership III: CoachingLeadership III: Coaching
OBJECTIVESOBJECTIVES
Identify characteristics of effective Identify characteristics of effective coachescoaches
Identify the similarities between effective Identify the similarities between effective coaches and effective leaderscoaches and effective leaders
Identify four critical coaching techniquesIdentify four critical coaching techniques Match coaching techniques with Match coaching techniques with
subordinate performancesubordinate performance
Leadership III: CoachingLeadership III: Coaching
OVERVIEWOVERVIEW
Characteristics of Effective CoachesCharacteristics of Effective Coaches The Leader As CoachThe Leader As Coach VisionVision Self-Confidence and HumilitySelf-Confidence and Humility Confidence in OthersConfidence in Others FlexibilityFlexibility
Leadership III: CoachingLeadership III: Coaching
ACTIVITY 1ACTIVITY 1
(Large group exercise)(Large group exercise)
Name some effective coaches you Name some effective coaches you have known.have known.
List the characteristics that made List the characteristics that made them effective.them effective.
Leadership III: CoachingLeadership III: Coaching
COACHING = ?COACHING = ?
““Coaching is Coaching is face-to-faceface-to-face leadership leadership that that pulls together people with diverse pulls together people with diverse backgroundsbackgrounds, talents, experiences, , talents, experiences, and interests, and interests, encourages them to encourages them to step up to responsibility step up to responsibility and and continued achievement, and continued achievement, and treats treats them as full-scale partners them as full-scale partners and and contributors.”contributors.”
Tom Peters, “A Passion for Excellence”Tom Peters, “A Passion for Excellence”
Leadership III: CoachingLeadership III: Coaching
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
VisionVision Self-ConfidenceSelf-Confidence HumilityHumility Confidence in othersConfidence in others FlexibilityFlexibility
Leadership III: CoachingLeadership III: Coaching
VISION = ?VISION = ?
““Having a mental image of a Having a mental image of a possible and desirable future possible and desirable future condition.” Warren Bennis condition.” Warren Bennis
Communicating that vision to Communicating that vision to others in such a way that they others in such a way that they want to take part in working want to take part in working towad it.towad it.
Leadership III: CoachingLeadership III: Coaching
VISION VISION
Seeing beyond the obviousSeeing beyond the obvious
Visualizing the big pictureVisualizing the big picture
Future OrientationFuture Orientation
Leadership III: CoachingLeadership III: Coaching
VISION: SEEING BEYOND VISION: SEEING BEYOND THE OBVIOUSTHE OBVIOUS
PotentialPotential
UniquenessUniqueness
SkillsSkills
Leadership III: CoachingLeadership III: Coaching
VISION:VISION:THE BIG PICTURETHE BIG PICTURE
““I HAVE A DREAM”I HAVE A DREAM”
Martin Luther Martin Luther KingKing
Leadership III: CoachingLeadership III: Coaching
VISION:VISION:THE BIG PICTURETHE BIG PICTURE
““Some men see Some men see things as they things as they are and ask, are and ask, ‘Why?’ I dream ‘Why?’ I dream things as they things as they should be and should be and ask, “Why not?’”ask, “Why not?’”
Robert F.KennedyRobert F.Kennedy
Leadership III: CoachingLeadership III: Coaching
VISION:VISION:FUTURE ORIENTATIONFUTURE ORIENTATION
Seeing failure as opportunitySeeing failure as opportunity
Searching for improvementSearching for improvement
Recognizing trendsRecognizing trends
Leadership III: CoachingLeadership III: Coaching
ACTIVITY 2ACTIVITY 2
Recognizing trendsRecognizing trends
(Four small groups)(Four small groups)
(SM C.5)(SM C.5)
Leadership III: CoachingLeadership III: Coaching
SELF CONFIDENCESELF CONFIDENCE
Self-esteemSelf-esteem• Recognizing own abilityRecognizing own ability
• Pride in accomplishmentsPride in accomplishments Believing you can make a Believing you can make a
differencedifference Technical expertiseTechnical expertise
Leadership III: CoachingLeadership III: Coaching
HUMILITYHUMILITY
You need them more than they You need them more than they need you!need you!
If subordinates fail, so does the If subordinates fail, so does the leader!leader!
If subordinates succeed, so does If subordinates succeed, so does the leader!the leader!
Leadership III: CoachingLeadership III: Coaching
LEADERSHIP PRIORITIESLEADERSHIP PRIORITIES
The leader’s job is to do all that The leader’s job is to do all that is possible to help subordinates is possible to help subordinates succeed.succeed.
Ignoring subordinates or Ignoring subordinates or deliberately choosing not to help deliberately choosing not to help them succeed is self-destructive them succeed is self-destructive leadership behavior.leadership behavior.
Leadership III: CoachingLeadership III: Coaching
Effective coaches accept responsibility Effective coaches accept responsibility for the success or failure of the for the success or failure of the entire team and of each player.entire team and of each player.
Effective Company Officers accept Effective Company Officers accept responsibility for the success or responsibility for the success or
failure of the entire company and of failure of the entire company and of each company member.each company member.
Leadership III: CoachingLeadership III: Coaching
““I never criticize I never criticize a player until a player until he’s convinced he’s convinced of my of my unconditional unconditional confidence in his confidence in his ability.”ability.”
Coach John RobinsonCoach John Robinson
L.A.RamsL.A.Rams
Leadership III: CoachingLeadership III: Coaching
““Indiana basketball coach, Bobby Knight, Indiana basketball coach, Bobby Knight, rants and raves--and wins. San rants and raves--and wins. San Francisco Forty-Niner coach, Bill Walsh, Francisco Forty-Niner coach, Bill Walsh, is so cool and collected he’s known as is so cool and collected he’s known as ‘the professor’--and wins. Despite ‘the professor’--and wins. Despite different styles, both exhibit different styles, both exhibit compassion, empathy, and a belief in the compassion, empathy, and a belief in the ability of each team member.”ability of each team member.”
Tom Peters, “A Passion for Excellence”Tom Peters, “A Passion for Excellence”
Leadership III: CoachingLeadership III: Coaching
YOU GET WHAT YOU YOU GET WHAT YOU EXPECTEXPECT
What leaders What leaders expectexpect from their from their subordinates and how leaders subordinates and how leaders treattreat their subordinates usually their subordinates usually determinesdetermines their performance. their performance.
Subordinates, more often than Subordinates, more often than not, appear to do what they are not, appear to do what they are expected to do.expected to do.
Leadership III: CoachingLeadership III: Coaching
PYGMALION EFFECT = ?PYGMALION EFFECT = ?
The powerful influence of one The powerful influence of one person’s expectations on another person’s expectations on another person’s performance.person’s performance.
““You see, really and truly, apart from the You see, really and truly, apart from the things anyone can pick up, the dressing things anyone can pick up, the dressing and the proper way of speaking and so on, and the proper way of speaking and so on, the difference between a lady and a flower the difference between a lady and a flower girl is not how she behaves but how she is girl is not how she behaves but how she is treated.” treated.” My Fair LadyMy Fair Lady
Leadership III: CoachingLeadership III: Coaching
PYGMALION EFFECTPYGMALION EFFECT
HighHigh
ExpectationsExpectations
==
HighHigh
PerformancePerformance
Leadership III: CoachingLeadership III: Coaching
PYGMALION EFFECTPYGMALION EFFECT
LowLow
ExpectationsExpectations
==
LowLow
PerformancePerformance
Leadership III: CoachingLeadership III: Coaching
PERSONAL FEELINGSPERSONAL FEELINGS
Tendency to Tendency to likelike good good performers and performers and dislikedislike poor poor performers.performers.
(L.P.C. Test)(L.P.C. Test) How do you act.......?How do you act.......?
Leadership III: CoachingLeadership III: Coaching
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
... focus on subordinate ... focus on subordinate behaviorsbehaviors (work performance), (work performance), not on not on personalitiespersonalities..
……get maximum performance get maximum performance from every individual.from every individual.
Leadership III: CoachingLeadership III: Coaching
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
““He knew every player well and he He knew every player well and he knew how to get the most from knew how to get the most from each.”each.”
A New York Yankee playerA New York Yankee player
about Casey Stengelabout Casey Stengel
Leadership III: CoachingLeadership III: Coaching
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
““He is the smartest football coach He is the smartest football coach who ever lived. He is very who ever lived. He is very sensitive to other people’s sensitive to other people’s needs, and players respond well needs, and players respond well to that.”to that.”
A Miami Dolphins playerA Miami Dolphins player
about Don Shulaabout Don Shula
Leadership III: CoachingLeadership III: Coaching
COACHING TECHNIQUES:COACHING TECHNIQUES:FLEXIBILITYFLEXIBILITY
TrainingTraining
CounselingCounseling
ChallengingChallenging
MentoringMentoring
Leadership III: CoachingLeadership III: Coaching
TRAININGTRAINING
Correcting unsatisfactory behavior, Correcting unsatisfactory behavior, techniques, procedures, etc.techniques, procedures, etc.
Maintaining necessary skillsMaintaining necessary skills Providing feedbackProviding feedback Orienting new employeesOrienting new employees Teaching new skillsTeaching new skills
Leadership III: CoachingLeadership III: Coaching
COUNSELINGCOUNSELING
Working with someone to help them Working with someone to help them solve a problemsolve a problem
Helping individual to recognize problem Helping individual to recognize problem existsexists
Helping to identify causeHelping to identify cause Helping to work out solutionHelping to work out solution Helping to correct work behaviorHelping to correct work behavior Monitoring progressMonitoring progress
Leadership III: CoachingLeadership III: Coaching
THE COUNSELING THE COUNSELING INTERVIEWINTERVIEW
PreparationPreparation ScheduleSchedule Define and present problemDefine and present problem ListenListen Discuss alternative solutionsDiscuss alternative solutions Develop plan of actionDevelop plan of action Follow up and encourageFollow up and encourage Recounsel, if neededRecounsel, if needed
Leadership III: CoachingLeadership III: Coaching
CHALLENGINGCHALLENGING
Helping each person to Helping each person to maximize his/her potential.maximize his/her potential.
Leadership III: CoachingLeadership III: Coaching
MENTORINGMENTORING
Taking a personal interest in the Taking a personal interest in the career development of a career development of a promising subordinate.promising subordinate.
Leadership III: CoachingLeadership III: Coaching
MENTORINGMENTORING
Recognizing potential for Recognizing potential for advancementadvancement
Fine-tuning skillsFine-tuning skills Providing leadership opportunitiesProviding leadership opportunities ExposureExposure SellingSelling Career developmentCareer development
Leadership III: CoachingLeadership III: Coaching
COACHING TECHNIQUESCOACHING TECHNIQUES
TrainingTraining
CounselingCounseling
ChallengingChallenging
MentoringMentoring
Leadership III: CoachingLeadership III: Coaching
COACHING ANALYSIS COACHING ANALYSIS MODEL #1MODEL #1
(O.H.T. C.42)(O.H.T. C.42)
Leadership III: CoachingLeadership III: Coaching
SATISFACTORY SATISFACTORY PERFORMANCEPERFORMANCE
Meets minimum standards in all Meets minimum standards in all areasareas
Completes assignments Completes assignments satisfactorily and on timesatisfactorily and on time
Follows ordersFollows orders Understands and complies with Understands and complies with
SOP’sSOP’s
Leadership III: CoachingLeadership III: Coaching
ABOVE SATISFACTORY ABOVE SATISFACTORY PERFORMANCEPERFORMANCE
Exceeds minimum standards in Exceeds minimum standards in most areasmost areas
Completes assignments with Completes assignments with quality and timelinessquality and timeliness
Completes routine tasks without Completes routine tasks without remindersreminders
Frequently takes initiativeFrequently takes initiative
Leadership III: CoachingLeadership III: Coaching
UNSATISFACTORY UNSATISFACTORY PERFORMANCEPERFORMANCE
Does not meet minimum Does not meet minimum standards in one or more areasstandards in one or more areas
Does not complete assignments Does not complete assignments satisfactorily and/or on timesatisfactorily and/or on time
Does not follow ordersDoes not follow orders Ignores and/or violates SOP’s Ignores and/or violates SOP’s
and/or regulationsand/or regulations
Leadership III: CoachingLeadership III: Coaching
THOUGHTS ABOUT THOUGHTS ABOUT COACHINGCOACHING
Coaching is a dynamic process, Coaching is a dynamic process, responsive to changing individual needs & responsive to changing individual needs & performance.performance.
An effective coach monitors performance An effective coach monitors performance and adjusts his/her approach as needed.and adjusts his/her approach as needed.
Training and counseling are not punitive Training and counseling are not punitive techniquestechniques
The coach cannot ignore a performance The coach cannot ignore a performance problemproblem!!!!
Leadership III: CoachingLeadership III: Coaching
COACHING ANALYSISCOACHING ANALYSISMODEL #2MODEL #2
(O.H.T. C.51)(O.H.T. C.51)
Leadership III: CoachingLeadership III: Coaching
ACTIVITY 3ACTIVITY 3
Matching Coaching Techniques to Matching Coaching Techniques to Subordinate PerformanceSubordinate Performance
(4 small groups)(4 small groups)
(SM C.13)(SM C.13)
Leadership III: CoachingLeadership III: Coaching
POSITIVE REINFORCEMENT = POSITIVE REINFORCEMENT = Providing positive consequences Providing positive consequences (rewards) for desired performance.(rewards) for desired performance.
NEGATIVE REINFORCEMENT = NEGATIVE REINFORCEMENT = Providing negative consequences Providing negative consequences (punishments) for undesired (punishments) for undesired performance.performance.
Leadership III: CoachingLeadership III: Coaching
CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES
VisionVision Self-ConfidenceSelf-Confidence HumilityHumility Confidence in othersConfidence in others FlexibilityFlexibility
Leadership III: CoachingLeadership III: Coaching
Coaching involves praise and recognition Coaching involves praise and recognition (for each individual). But it also (for each individual). But it also requires helping the individual/team requires helping the individual/team withstand tough times and inevitable withstand tough times and inevitable setbacks, maintaining momentum and setbacks, maintaining momentum and building small successes into a solid building small successes into a solid track record.track record.
Peters and AustinPeters and Austin