Extraordinary coach. (Chapter 9 - 13)

1.

Extraordinary Coach
Chapter 9 - 13

2.

Aim for the right target

3.

Words of wisdom

4.

Four 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

5.

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

6.

Closing up this step
Help the coachee prioritize and chose the path
Summarize and ask for their solution

7.

How this sounds
Please read the mock conversation in the text

8.

Possible 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?

9.

Layout 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

10.

Some 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

11.

Why accountability matters
It is OK to turn up the heat and raise accountability!
Most people rise to the challenge

12.

Providing feedback to coaches Ch. 11

13.

The games people play

14.

Games people play – ego states

15.

Goal of obtaining feedback
Increases quality of coaching
Allows the coach to learn and develop

16.

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

17.

Sample survey in text for review

18.

Change is the yardstick

19.

Why isn’t the person performing?
Reward or punishment?
Is the person able to make the change?
Does the person fully understand the changes
required?

20.

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

21.

Reinforcing feedback

22.

Required 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.

23.

Summary
Please complete all surveys in each chapter