Transcript Coaching & Motivating Presentation

Coaching and Motivating
Presented by: Geri Rivers
Gericho HR
www.gerichohr.com
Description of Session
 Awareness and strategies to improve coaching skills.
 Reinforce coaching skills to help others reach peak
performance
 Enhance coaching confidence
2
Why improve coaching skills?
 Most effective way to develop others
 Improves positive recognition and feedback, increase
motivation and initiative.
 Coaches are influencers. Bring out the best in others.
 Builds your reputation as a people developer.
 Workforce requires flexibility.
3
Coaching, Counseling, TrainingWhich is which ?
 Training: Structured process to provide knowledge and
teach skills .
 Counseling: Problem solving directed at specific issues
affecting performance.
 Coaching: An on going process. Enables learning and
development.
4
Advantages of Coaching
 Future focused
 Effective change management
 Clear direction of future wants and needs
 Ways to achieving goals
5
YOU
 Focus is on YOU!!
 Tools and skills that will help you TODAY!!
6
About Motivating
 Motivating and coaching go hand in hand
 Motivated Employees Make Your Job Easier
7
Motivating
 You cannot motivate anyone;
 You can only create an environment that encourages and
promotes the employees’ self-motivation.
 Motivation is getting people to do what you want them to
do because THEY WANT to do it.
8
What?
 What kind of behavior do you want the staff to
demonstrate?
 What do you want the employee to do differently ?
 You must be clear about your objectives and
expectations.
9
YOU the Motivator
 YOU are the most critical component. Your actions set the
tone, trend and tempo of the process.
10
Can you motivate someone?
 NO!
 Motivation comes from within the individual to prompt him
to an action.
 People are motivated by their unmet needs.
 These needs differ from person to person
11
Motivation is
 directly related to the morale of the employees;
 attitude of the staff toward their work, department,
environment, management and organization as a whole.
12
Exercise-Assessing Your
Approach
 Puzzled by an employee’s apparent lack of motivation?
 Accept the fact that what motivates you may or may not
motivate others.
13
 If managers misinterpret what is important to their
subordinates, they will choose methods of motivation that
are entirely off base.
14
What motivates yousubordinates?
 Talk to your staff and really listen to them…
15
Ask yourself
 Am I a good coach??
 What is MY coaching style?
16
Coaching Style
 Effective coaches allow the employee to identify their own
areas for improvement and develop their strategy to
achieve it.
17
Coaching Style
 Employees are likely to be more motivated when they
have the opportunity:
 To build confidence
 To have real responsibility and choice
 To experience a sense of making a real contribution and
 To be valued and appreciated.
18
Ground Rules
 Confidentiality
 Timekeeping
 Respect
 Honest Exchange
 Non judgmental
19
Structure-Coaching Session
 Simple guide for what to cover in a coaching session:
Involve the employee in the process.
20
Coaching Session-Covers
 Where are you (manager,employee) now??
 What are the issues/areas for development from where you are
now?
 Why are you were you are now? What have you done/not
done?
 Where do you want to be?
 What you want or need in order to achieve this?
 What are you going to do about it?
21
Change/Resistance to Change
 Coaching is about change.
 Change can be a huge stressor.
 Change may include fear of failure and leads to
resistance.
22
YOU the coach, can
 Coach to make change the norm.
 Challenge our comfort zone.
 Free from of the fear of failure.
23
Learning Styles
 One size does not fit all!
 To be effective the manager/coach needs approaches to
suit each individual
24
Stages of Learning
 Unconscious incompetence: Don’t know what you don’t
know or cannot do.
 Conscious incompetence: Aware of what you cannot do
or do not know.
 Conscious competence: You know what you can do or
think about it when doing it.
 Unconscious competence: You don’t think about it, just do
it.
25
Conscious Perception-NLP
 Conscious perception is about finding new ways of
looking at an issue or goal
 Extend the employee’s choice of solutions.
26
First Position
 This is the position the employee is in themselves.
 Their life is about them.
27
2nd Position
 Is standing in someone else’s shoes.
 Trying to imagine how they feel about a situation or how it
looks from their point of view.
28
3rd position
 A fly on the wall.
 Encourage to look at the situation from a distance, as if
they were looking at it like a movie.
29
Conscious Perception
 Studying a problem
 from three different angles opens up the persons mind to
many possibilities.
30
 A powerful tool to use when promoting change.
 Use for past or future situations-how things could have
been done differently and what solutions would apply
now.
31
Building Rapport
 Without rapport it is unlikely progress will be made.
 7% of a listeners attention is on what the person is saying,
38% on how they are saying it.
 55% of the listeners attention is on body language.
32
Be aware of Physiology
 Posture: gestures, facial expressions
 Voice: Tone, Tempo, Rhythm, Volume
 Language: Content, organization of words, sensory
language.
33
Body Language
 A person’s body language tells its own story.
 Observe changes in body language to indicate how a
person is feeling.
 What is your body language saying??
34
 If you want to know what the other person is thinking or
feeling it is best
to ask.
35
Listening and Questioning
 Good listening and questioning are essential to being a
good coach.
 Open ended questions are effective when you want to
get information
36
Open questions start with
 What
 Where
 When
 How
 Who
37
Closed ended questions
 Use when you want to gain commitment. Start with
 Do
 Is
 Have
 Can
 If
38
Exercise #4-Questioning
39
Handout #1. Questioning
40
Active Listening
 Listen attentively.
 Don’t let your mind wander.
 Don’t be concerned about your next question or what is
on your mind.
 Listening to the answer to your questions is far more
important and revealing than speaking yourself.
41
Goal Setting Criteria✔
 Encourage employees to set their own goals.
 Let them participate actively in the goal-setting process.
 Personal goal-setting results in a commitment to goal
accomplishment.
42
Summarizing + −×÷=
 Shortened, concise version of an original conversation or
the beginning of your conversation.
 Does not include all the details
 Reviews what was discussed and recalls the key issues.
 Include words that the employee used, rephrase or re
prioritize
43
Advantages of Summarizing
 To clarify
 Demonstrate you have been listening
 To build and maintain rapport
 To give the employee an opportunity to change, add or correct
 Redirect the conversation back to the key issue
 To look at the situation differently
44
 To break a pattern of behavior
 To take control of the conversation and conclude
 To help the employee get back on track if they lose their
train of thought
45
Handout #2-Summarizing
46
Feedback
 Providing useful information
 A positive and constructive way so that the person can
use that information to improve their behavior or skills and
 feel GOOD about what they have heard.
47
Effective Feedback
 Feedback focuses on the positive side of the issue as well
as the negative things to improve.
 Feedback is informational, constructive and motivational.
48
Tool
 Ask for the personal view of progress first before providing your
opinion/feedback.
 The individual then takes ownership of their comments rather
than just being given information by you.
 If I have an idea, I tend to take it more seriously than being
given an idea by someone else especially my manager.
 “manager’s feedback gives you compliance”, “self feedback
give you commitment”.
49
 Focus on areas for development (problems) alongside
areas of success.
 Proportion 80% positive - 20% development
 Skillful feedback leaves the person feeling motivated to
change, grow.
50
You
51
Measure Your Success
 Start with your own action plan.
 Select two or three ideas from the session you would like to
adopt and then respond to the following :

Things I plan to do differently in my work, my company, my life are:
 Obstacles I might face along the way and how I will overcome them
 I will know I have succeeded in becoming more effective
professional and motivator when .………

52