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Business / Management & Leadership

Coaching Leaders for Success

How to Coach Leaders to Achieve High Performance

Description

This course is focused on coaching current leaders or managers within an organization to improve performance, develop new habits, and contribute to a culture of continuous improvement. Every great athlete has a coach. Every great musician has a coach. And, within great organization, like Toyota, every manager has a coach. The cost of external coaching is too great. This course is designed to prepare managers to coach both their own team members and to coach peer managers. 


This course will provide a seven step model for coaching that focuses on a challenge to achieve organization goals. The coach helps the client then establish short term targets for improvement and then breaks key skills down into pinpointed behaviors to be practiced and become the habits or skills of high performance. 


This model is one that enables organizations to maximize coaching opportunities within the organization and develop internal coaching skills.  

Full details

Curriculum

  • Introduction to Coaching Leaders for Success
    Introduction to Leadership Coaching
    Course Purpose: •To enable you to provide effective coaching to both your team members and to peer team leaders. •To provide a structure for developing a culture of continuous improvement in your organization. •To improve the performance of your organization. How Does Toyota Provide Coaching? •To enable you to provide effective coaching to both your team members and to peer team leaders. •To provide a structure for developing a culture of continuous improvement in your organization. •To improve the performance of your organization.
    9:52
    The Blended Learning Model
    6:34
    Team Kata Coaching Map
    Case Study - Blended Leaerning in Healthcare
  • The Basics of Becoming a Leader Coach
    Models of Coaching
    The purpose of this lecture is to clarify different types of coaching and the type of coaching taught in this course. 1.Life Coaching 2.Executive Coaching 3.Business Coaching or Management Consulting 4.Toyota Kata Coaching 5.Lean Leadership Coaching •Focused on habits to improve performance, but ALSO the development of skills and culture. •Emphasis on the performance of teams and team leadership. •Focused on business performance, the “challenge”, in addition to immediate habit patterns. •Coach has knowledge of target skills, as well as target performance. •Applies the scientific method to both performance improvement and behavior change or learning.
    15:32
    Who is a Coach and Who is Your Client?
    Who is Your Client? •When coaching or consulting it is always important to know who your “client” is. In other words, whose needs are you meeting? •The coach has two clients: •The first is the Senior Manager who is the sponsor of the coaching and development process. •The Second is the Team Leader who is receiving coaching. •It is important that the relationships are transparent. It should be clear that the Team Leader takes direction from the Senior Manager (the immediate level above). She and the coach report progress to the Senior Manager.
    11:59
    Principles of Leader Coaching
    Four Principles of Leader Coaching 1. The Scientific Method 2. Continuous Improvement 3 The Challenge 4. Shaping Behavior
    12:27
    Clarifying Your Client's Needs
    Your Sponsor's Needs •Measurable Performance: •Productivity and Process Measures •Quality Measures •Financial Performance •Customer Satisfaction •Behavior Change •What changes in regard to team leadership? •What changes in regard to peer relationships? Your Client's Needs •Measurable Performance of his/her team •Relationships with team and peers •Behavior of the team •Personal Behavior – things he or she may do that impact performance.
    9:10
    Focus on the Whole Person
    4:49
    The Three Zones of Caring
    The Continuum of Caring The Lean Coach should be clear about his or her zone of caring. Is the focus on individual development, the development of teams, or on changing the architecture of the organization - the systems and structure? They are all important. But the assignment must be clear. Why Caring Matters If you are a coach, who or what you care about is central to your ability to affect change. Those who are trained in counseling or coaching understand that the relationship between the coach and client is based on trust, and trust is established by demonstrating caring or empathy for the client.
    6:12
    Your First Meeting
    Planning Your Meetings Have a regularly scheduled meeting 1.Review the Facts: What are the facts of the key data variables. What is the current condition both in regard to performance measures and your observation of the behavior of the team? 2.Recognition: Be sure to celebrate the progress of your client. 3.Pinpoint Behavior: How do you feel the team is performing in terms of the team process? 4.Action Plan Review: What commitments were made in previous meetings between you and your client, and what progress has been made? 5.The Challenge and Desired Performance: Discuss the big or strategic challenge of the organization, and suggest next target conditions or performance. 6.Feedback: Ask if he or she has any concerns about his or her role as a team leader or how you can help. 7.Problem-solving: Shared problem-solving in regard to the performance and behavior of the team. 8.Contracting: What can I as a coach do to be helpful; and, what do you as a team leader agree to do in the future. Each meeting should include an agreement on specific tasks and dates. This creates accountability.
    10:24
  • The Coaching Cycle
    The Power of Positive Assumptions
    A great coach sees the positive, the good, the opportunity in everyone. Every person you may coach has a current condition and a potential future condition. Your job is to help that individual move from the current to the future •What is my client hoping to achieve? What is his/her best outcome and how can I help them achieve it? •What are their strengths? Focus on their strengths.
    8:43
    Pinpointing Behavior
    7:13
    Discover the Current Condition
    What are “Conditions?” 1.The data… KPI’s 2.Process measures 3.Observations of behavior compared to desired skills. 4.External Conditions Imposed by the Landscape. 5.Prioritize!
    10:13
    Discover the External Conditions
    7:01
    Set Targets and Contract
    •Ask the client for agreement. Write down the actions to be taken by the client. •When will these be done? •When should you check back to discuss the completed action, or when may you observe? •Keep an action log with the actions, agreed dates, and status.
    8:37
    Practice Behavior to Build Skills
    Gain Commitment to Practice New or Changed Behavior •You can’t practice results, you can only practice behavior. •You don’t practice a skill, you practice component behavior. •Gain commitment to specific time and place.
    8:26
    Chain Behavior to Develop a Fluid Skill
    Chain Behaviors to develop a skill •All skills are behavioral chains performed fluidly (achieving flow). •What is the skill and the behavior chain sequence? •When the sequence of behaviors flows naturally, or habitually, it has been “chained”. •Confirm the performance of the entire chain by observing the client’s performance.
    4:50
    Reinforce Improvement
    •Reinforce the client’s behavior with the performance of each component behavior of a skill and at the complete performance of a skill. •Practice Four-to-One.
    3:39
    Client Needs Analysis
    SMART Worksheet
    Discovering Your External Environment
  • Helping and Coaching Skills
    Introduction to Coaching Skills
    Helping & Coaching Skills 1.Introduction 2.Body Language – “Attending” 3.Asking Open-ended and Powerful Questions 4.Reflecting or Rephrasing 5.Expressing Empathy 6.Acknowledging 7.Brainstorming Together 8.Using Silence 9.Giving Feedback 10.Receiving Feedback
    6:48
    Body Language - "Attending:
    8:02
    Asking Open-Ended and Powerful Questions
    Effective Listening Skills Effective listening skills are comprised of five component skills. These are asking questions, expressing empathy, rephrasing, acknowledging, and the use of silence. There is no more important skill you can learn, whether as a coach, facilitator, parent, spouse, or friend. This is a “Life-skill” as much as a coaching skill.
    10:52
    Reflecting or Raphrasing
    Rephrasing, is also called reflective listening. It is a way of checking out your understanding of what you think the other person meant. It is holding up a mirror to say “This is what I heard. Is that right?” Then the other can agree or clarify. They will feel like you are really listening. To clarify the client’s statements. “It sounds as if you are ready to move on to the next subject.” To help the client express their emotions. “What I hear you saying is that you feel strongly about this and it has caused you considerable pain.”
    8:08
    Expressing Empathy
    With an empathy statement you express how you think the other person feels and why. Showing empathy towards another person helps that person feel safe, understood, and connected to you. We all have a strong need to know that our feelings are understood.
    8:20
    Acknowledging
    Acknowledging is a form of positive reinforcement intended to strengthen the behavior of communicating by the other person. Acknowledging may be a simple as nodding your head in understanding. Leaning forward. Or simply saying “I can understand that” or, “That’s a good point.” Add Resources Add Captions
    3:40
    Using Silence
    3:44
    Brainstorming Together
    4:58
  • The Skill of Giving and Receiving Feedback
    Giving Feedback
    Guidelines for Giving Feedback 1.Be sure that your intention is to be helpful to the other person or team. 2.Think it through. Be clear about what you want to say. 3.Emphasize the positive alternative to the undesired behavior. You care about your client and you want to help them improve. Tell them why you care. 4.Be specific -- Avoid general comments or exaggerations. Don’t say “You always…” This will cause the other person to be defensive. Be specific about what and when the person or group does something. 5.Focus on pinpointed behavior rather than the person. 6.Own the feedback -- Use ‘I’ statements to indicate that this is how “I feel and others may not experience the same thing.” 7.Your manner and the feelings you express are important. Be direct, but be kind and helpful. Be sincere.
    10:53
    Receiving Feedback
    Guidelines for Receiving Feedback 1.Understand that the person giving you feedback is attempting to be helpful. Try to receive the feedback as a gift given to you by this person who wishes to help you succeed. 2.Listen for actionable feedback. Ask yourself “What can I do differently in the future based on this feedback?” Do not focus on the person giving you the feedback or how you feel about that individual. 3.Ask for clarification. Ask when or under what circumstances you do something. Ask for examples that can clarify the situation or behavior. Ask the other person what you might do as an alternative in that situation. Seek to understand. 4.Engage in problem-solving. Think together about the problem. 5.Summarize what you have heard. Reflect back to the person giving you feedback your understanding of what you have heard. 6.Take responsibility for your behavior and demonstrate a willingness to modify your own behavior. 7.Remember that this feedback is not an evaluation of how good a person you are, but how your behavior is perceived by others at certain times.
    7:32
  • Supplemental Lectures
    Targets, Goals and Objectives 1
    9:02
    Targets, Goals and Objectives 2
    9:14
    The Hierarchy of Motivation
    14:28

Skills

  • Leadership
  • Business Coaching
  • Executive Coaching

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