Everyday Coaching for Leaders Coaching Conversations www healthcareteamperformance
- Slides: 17
Everyday Coaching for Leaders Coaching Conversations www. healthcareteamperformance. com/nha
Agenda q 2 q q q Defining Coaching The Benefits of Coaching The Coaching Process Creating a Foundation of Trust The Coach’s Role The IGROW Coaching Model www. healthcareteamperformance. com/nha
What is COACHING? www. healthcareteamperformance. com/nha
Coaching is about helping another person reach higher performance by creating a dialogue that leads to awareness and action. Loehr and Emerson, 2008 www. healthcareteamperformance. com/nha
Formal vs. Informal Coaching q Part of the leader’s role and can be applied to all employees. q Everyday interactions can create rich ‘coaching moments’. q In the moment, based on a need identified by either the coach or employee. q Often task, skill or behavioural in focus. q Shorter conversations. 5 www. healthcareteamperformance. com/nha
Formal Vs. Informal Coaching Formal Coaching q Agreed upon by both parties. q Clear expectations of behaviours and practices. q An ongoing and structured process - includes regularly scheduled coaching meetings. q Can focus on many different goals and growth opportunities. q Often uses data (assessments/performance reviews) to measure progress. 6 www. healthcareteamperformance. com/nha
Benefits q Greater Learning; improved skills and improved 7 performance. q Greater engagement q Greater creativity and innovation q Higher retention, increased job satisfaction q More collaboration q Greater delegation q Less stress q Greater accountability www. healthcareteamperformance. com/nha
The Coaching Process 8 Establish a Foundation of Trust The Coaching Conversation Forward Action and Accountability Build and maintain trust throughout the relationship www. healthcareteamperformance. com/nha
“Relationship remains the beginning point of coaching and its foundation. . . The basic ingredients for the relationship are mutual trust, respect, and freedom of expression. . . For coaching to work, the relationship must be genuine. ” James Flaherty www. healthcareteamperformance. com/nha
Trust is built when we: ü 10 ü Achieve results § Follow-through on commitments, live up to expectations, demonstrate skills. Demonstrate integrity: § Walk the talk: actions and statements are aligned. § Behave consistently across situations. § Information we share reflects what we know. ü Show concern for the well-being of others: § § Understand the impact of one’s actions on others. Show a sincere desire to promote the well being of others. Show confidence in the abilities of others. Recognize contributions. www. healthcareteamperformance. com/nha
The Coaching Process 11 Establish a Foundation of Trust The Coaching Conversation www. healthcareteamperformance. com/nha
The Coaching Conversation The purpose of the coaching conversation is to: q Develop a clear picture of where the individual needs/wants to be. q Establish a clear understanding of where the individual is now. q Develop a plan for closing the gap. 12 www. healthcareteamperformance. com/nha
The Coach’s Role 13 The coach is not the problem solver. In sports, I had to learn how to teach less, so that more could be learned. The same holds true for a coach in business. Timothy W. Gallwey www. healthcareteamperformance. com/nha
The 5 Roles of a Coach q Guide 14 q Investigator q Teacher q Contractor q Partner www. healthcareteamperformance. com/nha
I-GROW Coaching Model 15 Issue • What’s up? • Identify the current issue. Goal • What do you want? • Define what the individual wants to achieve. Reality Options Way Forward • What’s happening now? • Explore the current situation. • What could you do? • Identify options for moving forward. • What will you do? • Gain commit to specific actions. www. healthcareteamperformance. com/nha
Forward Action and Accountability üCheck-in regularly. 16 üKeep track of goals and timelines. üProvide feedback. www. healthcareteamperformance. com/nha
Commitments to Action 17 www. healthcareteamperformance. com/nha