Extraordinary coach. (Chapter 9 - 13) презентация

Aim for the right target

Слайд 1Chapter 9 - 13
Extraordinary Coach


Слайд 2Aim for the right target


Слайд 3Words of wisdom


Слайд 4Four sub steps in exploring the desired state
Understand the vision for

success
Set goals and performance expectations
Explore alternative paths of action
Explore possible barriers or resistance

Слайд 5Potential problems
The coachee has no ideas
Your advice is welcome with some

caveats

Слайд 6Closing up this step
Help the coachee prioritize and chose the path
Summarize

and ask for their solution


Слайд 7How this sounds
Please read the mock conversation in the text


Слайд 8Possible questions to consider
What would the ideal state look like?
What criteria

would you use to evaluate which path looks like the best one to take?
What is likely to get in your way?
What might go wrong? What is your worst case scenario?

Слайд 9Layout the success plan – Chapter 10
Keep accountability
Develop and agree upon

an action plan and timelines
Enlist support from others
Set milestones for accountability and follow up

Слайд 10Some good news
Asking for details does not make you a micromanager!
Helps

you to help the coachee to break the larger task down into smaller, more manageable steps


Слайд 11Why accountability matters
It is OK to turn up the heat and

raise accountability!
Most people rise to the challenge

Слайд 12Providing feedback to coaches Ch. 11


Слайд 13The games people play


Слайд 14Games people play – ego states


Слайд 15Goal of obtaining feedback
Increases quality of coaching
Allows the coach to learn

and develop

Слайд 16Tactics for feedback
Coaching survey
360 feedback
Trusted advisor seeks information on your behalf


Слайд 17Sample survey in text for review


Слайд 18Change is the yardstick


Слайд 19Why isn’t the person performing?
Reward or punishment?
Is the person able to

make the change?
Does the person fully understand the changes required?

Слайд 20Stages of change model
Pre-contemplation
Contemplation
Preparation
Action
Maintenance
Relapse


Слайд 21Reinforcing feedback


Слайд 22Required steps
Reinforce the behaviors and actions you want
Be specific, focusing on

what the individual did or said and its impact on you and others
Provide at least three times as much positive, reinforcing feedback as redirecting feedback.

Слайд 23Summary
Please complete all surveys in each chapter


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