Coaching for Success Seminar
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1 Coaching for Success Seminar April 2014 A Coaching Culture
2 A Coaching Culture What is it? Why is it important? Explore values and beliefs Investing in the coaching relationship Advance the notion of self awareness as a tool Anticipate results
3 What is a coaching culture? It s a system of values and beliefs: it is not a project or initiative: Learning and growth of its people Open communication Trust Respect Collaboration Organizational culture takes its cue from its leadership
4 Coaching: It s about relationships How much have you deposited? Do you have a positive balance? Or, is the relationship bankrupt? Invest yourself in others
5 Listen: Get to know your team What are their strengths? What are they interested in learning? What are they truly passionate about? Align people and their passions
6 Motivation: The secret sauce The opportunity to learn and grow
7 Leadership qualities Loyalty Integrity Courage Knowledge Enthusiasm Anticipation
8 Attributes of a great coach
9 Attributes of a great coach
10 Attributes of a great coach
11 Attributes of a great coach Teach relevant skills Assess performance Motivate Give career guidance Listen Provide encouragement
12 Are you self aware? Observation Experience Reflection The integration of experience and knowledge in a meaningful way promotes learning and in turn develops expertise
13 Characteristics of a coaching culture Leaders are positive role models Each member is focused on customer feedback Coaching flows in all directions up, down and laterally Coaching as a powerful tool for personal and professional development In high performance cultures, people feel part of the larger whole = a connection
14 Results of a coaching culture High trust working relationships Continuous, improving job performance Ever increasing customer satisfaction Team becomes passionate and energized Learning occurs, more effective decisions are made and changes move faster A coaching culture makes the impossible, possible
15 A coaching culture defined When all members of the culture fearlessly engage in candid, respectful coaching conversations, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance. Questions? Comments? Please share your experiences
16 Back up Slides
17 Have you arrived? Helping others to learn and grow is an established part of how the business is done Coaching conversations are a part of a continuous process throughout the year Understanding individual strengths and opportunities Continuous improvement focuses both on process AND people
18 Examples to promote a coaching culture Let the employee listen and self assess their recorded call Side by side monitoring Employee led initiatives Mentoring Face to face contact, regular 1 1s Employee led discussions
19 Farres, L.G. (2004, Fall). Becoming a better coach through reflective practice. BC Coach s Perspective, 6, Becoming a Better Coach through Reflective Practice By Laura G. Farres, Ph.D., Ch. P.C. at arres_reflective_practice.pdf
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