Transcript Implementing a Great Coaching and Mentoring Programme

Implementing a Great Coaching
and Mentoring Programme
Training Circuit
4th July 2006
Agenda
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The difference between coaching
and mentoring
Resistance Factors
Coaching Skills v. Models:
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GROW
Listening
Feedback
Wheel of Life
Evaluation and Metrics
Coaching v. Mentoring
A Mentoring Definition
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Mentor: The original Mentor is a
character in Homer’s epic poem The
Odyssey. Mentor oversaw the work of
Odyssey’s son.
Mentoring: A mentor enables an
individual to follow in the path of an older
and wiser colleague. The mentor is
someone who can pass on their
knowledge and experience, and, in some
cases, open doors to otherwise out-ofreach opportunities.
Coaching? (The US Army Corp)
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“Coaching is the process of
inspiring, encouraging, motivating,
and instructing an employee to
unlock his or her greatest potential
so as to achieve their ultimate goal.
The coach becomes the employee’s
personal resource and advocate.
This helps the employee to grow
professionally and personally.”
The Coaching Spectrum
THE COACHING SPECTRUM
The Ask / Tell Repertoire
Tell
what
and
how
Give
advice
Controlling
Demonstrate
Make
suggestions
Ask
questions
and
paraphrase
Empowering
Coaching by asking is typically more effective than coaching by telling
Taken from “The Tao of Coaching” by Max Landsberg
Which scheme do you implement?
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Factors to consider:
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Purpose
Current culture
Change readiness
Scale of proposal
Other initiatives / HR strategy
Potential resistance
ROI
Potential Resistance Factors
What might you see, hear, feel?
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Confusion
Immediate criticism
Ignore/ Denial
Compliance
Silence
Sabotage
Easy agreement
Deflection
Attack
Pressing for solutions
Watch as it derails
Dissent behind closed doors
Low energy / engagement
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Give me more detail
Flood with detail
Time pressures
Impracticality
Real world
‘I’m not surprised’
Intellectualizing
Moralizing
Delaying
Foot dragging
Cynicism
Resignation
Subvert/ derail
Water down
Direct challenge
Complacency
What might you do?
Change Weary / Apathy
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Invest more time than you think
Work with small numbers of
people
Let others know of your successes
Involve key people in the design
and implementation of the
programme
Deliver what you say you well
Generate short term wins
Change Resistant, Maybe
Anger
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Establish a sense of urgency
Achieve commitment at highest
level
Start at top
Generate short term wins
Ensure there is lots of
communication and feedback at
all stages (good and bad)
Commit to a programme
Change Responsive & Learning
Focused
EUREKA!
Curious / Receptive to Change
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Less time needed on
organisational assessment and
ROI
Involve more people as coaches
and encourage cross functional
coaching
Coaching Skills
The 3 Core Skills
QUESTIONING
SKILLS
FEEDBACK
SKILLS
LISTENING
SKILLS
GROW Model
WILL
OPTION
S
REALITY
GOAL
Potential Questions:
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“How will you know that you have achieved that goal?”
“How will you know the problem is solved?”
“What is happening now?”
“What, who, when, how often”
“What is the affect or result of that?”
“What else could you do?”
“What if this or that constraint were removed?
“What are the benefits and downsides of each option?”
“What factors will you use to weigh up the options?
“What could stop you moving forward?”
“And how will you overcome it?”
“What else are you going to do? By when?”
On a scale of 1 – 10 how committed are you?
Listening
We have TWO Ears – Use them
Feedback Skills
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AID:
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ACTION – what the person, did, didn’t
do, said, didn’t say,
IMPACT – what as the impact on you?
DO DIFFERENTLY – what would you
prefer the person to do more of, less of,
change, etc.
Have a go
Wheel of Life
Evaluation and Measurement
Final thoughts
What and how are you measuring the
effectiveness?
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Consider the ROI:
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Knowledge enhancement
Skills and behaviours
Employee retention
Performance targets
Measurement tools:
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360 Feedback
On Line culture surveys
Interviews
Stakeholder involvement and ongoing
communication
Any questions?