Coaching skills

Helping team members

succeed

Liam Stapleton
www.metaphordevelopment.co.uk
The aims of this presentation are:

• To describe coaching
and when to use it
• To describe a simple
coaching model
• To reflect upon
effective questioning
and listening skills

Think different. Do different. Be different.

Competence vs. attitude

Motivation

High On-board, fully

Short term value
engaged
Competence

Training
Low

Development
Wasted energy
opportunity

Low High
Attitude

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Definition of coaching
The art of facilitating the performance,
learning and development of another
• Belief that the people can improve their
performance
• Leadership style that empowers others
• Lead by coachee
• Facilitated by tools and methods

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The benefits of coaching

• High leverage activity (time management)

• Filling a performance gap
• Developing skills for new tasks
• Making good better
• An essential part of the
Effective Development Model

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The Effective Development Model
Off job training

Coaching and 10%

mentoring 20%

70%
On job experience
and reflection

Princeton University

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The difference between coaching and
training
Training Coaching
Putting in Drawing out
Telling Listening
Explaining Questioning
Skills

Testing Problem solving

Summarising Empathising

Dependence Independence
Outcome

Single track thinking Problem solving

Instruction followers Initiative takers
Limited engagement Increased engagement

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Fundamentals of coaching

Awareness Responsibility

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GROW coaching model
Goal

What is it that you want to

achieve? New skill, improve
performance, etc

Reality
Will
Where are you now? Current
What will you do? By when?
performance, current skills

Options

What are your options for

developing? What could you
do?

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“People are usually more
convinced by reasons
they discovered
themselves than by
those found by others.”
Blaise Pascal
Giving effective feedback
Known To self Unknown
Open Blind

Feedback
Known

Disclosure

To others
Unknown

Secret Hidden

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Effective feedback...

• Descriptive not evaluative

• About the behaviour not the person
• Is specific not general
• Based on data rather than impressions
• Continual not sporadic
• Positive and negative
• Is intended to help

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A model of feedback – 3W

• What worked well

• What did not work well
• What could be done differently

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Model of feedback - AID
• Concrete experience/behaviour
A ction • Not your interpretation
• Not their intention/character
• Positive or negative
I mpact • On the result/process/people
• Why was it good/bad?

• How to make it better next time

D evelopment • What needs to be different
• Are the actions SMART

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The Behaviour Gap

Behaviour

Disclosure
Behaviour Feedback
Gap

Intension

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Active listening

Active listening is accomplished by...

• concentrating on the message you
hear.
• getting the main ideas (content).
• identifying feelings.
• providing appropriate feedback.

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Hearing Attending Listening
Distractions

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Reflective listening

• Reflect information and feelings

• Demonstrates your attention
• Checks understanding
• Elicits more information

Actions
• Repeating
• Re-phrasing
• Reframing

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Effective questioning

• Give responsibility to coachee

• Improves self awareness
• Increases engagement

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Ask the right questions

Closed questions Open questions

• Yes / No • What
• One word answers • Why
• Not reliable when • When
used indiscriminately • How
• Use to check • Where
understanding • Who

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