在领导力发展计划中开展辅导项目

ImplementingBestPracticesInCoaching-EnsuringThatCoachingWorks2Agenda•Definecoaching•Checks&balances•RolesintheCoachingProcess•Understandingcoaching•Choosingacoachingpanel3WhatIsCoaching?•One-on-one•Ongoingprocess(multiplesessions)•Focusonimprovinginsightandeffectiveness4OurDefinitionofCoaching•Coachingistheprocessofequippingpeoplewiththetools,knowledge,andopportunitiestheyneedtodevelopthemselvesandbecomemoreeffective.•Peterson&Hicks(1996)5ContinuumofcoachingmanagerHR,ODTargetedCoachingComprehensiveCoachingtherapy•Driveoveralldevelopment•Howtodothejob•Technical&functionalskills•Performanceexpectations&feedback•Prepareforfutureroles•Complexchallenges•Confidentialsituations•FacilitateteamsandrelationshipsTransaction-based•Skillstraining•Careercounseling•360-fddbackthatincludesactionplanningTransformational•Complexsituations•Difficultpeople&issues•Rapiddevelopment•Emotional&personalityissues•Familyproblems•SubstanceabuseExecutivecoaching•Consultative•Independentperspective6WhySoPopular?•Acceleratingpaceofchange•Increasingneedforpeopletolearnnewthingsallthetime•Makingapersonalconnection7Checks&Balances•Identifyingthebusinessimperative•Definingyourrole•Settingexpectationsforthecoach•OutlineexpectationsforthecoacheeorganizationCoachCoachee8Whendoyouchoosecoaching?InORDERTO……1.enhanceskillsforperformingincurrentrole2.Learnnewskillstoprepareforfuturerole3.Retention4.Acceleratedevelopmentonadevelopmentopportunity5.FacilitateculturechangeBUTNOT……1.Asa‘benefit’withoutclearlydefinedobjectives2.Asanotherdevelopmentoptiononthemenu3.Asa‘miraclecure’9IdentifyingtheBusinessImperative•Clearlydefinethepurposeforusingthecoaching.Linkto:StrategicobjectivesOverallHRstrategyObjectivesoftheworksteam/businessline10HRGeneralists’RoleRegardingParticipant•Clearlycommunicateclearexpectationstotheparticipant(desiredoutcome&process)•Assessparticipant’smotivationandinsight•Highlightclearlinktobusinessobjectives•Ensurefollowthroughandtrackprogress11HRGeneralists’RoleRegardingCoaches•Orientcoachtoorganization’sculture,values,leadershipinitiatives,andbusinessobjectives•Facilitatecontactwithcoachingsponsors(participant’sboss)•Establisheskeycontactforcoaches•Treatscoacheslikestrategicpartners12ForCoaches:PracticeandArtCurrentPracticeStateoftheArtCoachesOrganizationsWhatarecoachesdoingtoday?Howcancoachesprovidemaximumvalue?13Coaches:StateofthePractices#1Coachesoftenemphasizeonesideofthepartnership•Person-centeredInsight-orientedMotivational,humanpotential•Organization-centeredFeedback-orientedBehavioralfocusWell-developedmethodologiesandtool-kit14Coaches:StateoftheArt#1Coachesexplorerelevantinformationfromallperspectives•Insightrequiresaviewoftheperson’scapabilitiesandstylefromallangles•Motivationrequiresbothpersonalandorganizationalpayoff15Coaches:StateofthePractice#2Coachesoftenequateinsightwithlearning•360feedbackanddevelopmentplanning•Intensivefeedbackfromothers•Personalexplorationaboutgoals16Coaches:StateoftheArt#2Coachesguidepeoplethroughtheentiredevelopmentprocess•Insightisjustthebeginning;coachingneedstoproducetangibleresults•Focusonthenecessaryconditionsfordevelopment17DevelopmentPipeline•Thenecessaryconditionsforsystematicpeopledevelopment18DevelopmentPipelineRawtalentIncreasedcapabilities191.InsightInsight•Dopeopleknowwhattodevelop?202.MotivationInsightMotivation•Arepeoplewillingtoinvestthetimeandenergyittakestodevelopthemselves?213.NewsSkillsAndKnowledge•Dopeopleknowhowtoacquiretheskillsandknowledgetheyneed?InsightMotivationNewskills224.Real-WorldPractice•Dopeoplehaveopportunitiestotrytheirnewsskillsatwork?InsightMotivationNewskillsReal-worldpractice235.Accountability•Dopeopleinternalizetheirnewcapabilitiestoactuallyimproveperformanceandresults?InsightMotivationNewskillsReal-worldpracticeAccountability24Gap•Helpingothersdeterminewhatthecoachingshouldfocuson25GapGridWherethepersonisWherethepersonisgoingTheperson’sviewOthers’viewAbilitiesHowtheyseethemselvesGoals&ValuesWhatmatterstothepersonPerceptionsHowothersseethepersonSuccessFactorsWhatmatterstoothers26Coaches:StateofthePractice#3Definitionsofcoachingarealloverthemap•Manywritersdon’tactuallydefinecoaching;theyjustdescribewhatit’snot•Manydefinitionsfocusononlyoneaspect27ForOrganizations:PracticeandArtCurrentPracticeStateoftheArtCoachesOrganizationsHowareorganizationsusingcoachingtoday?Howcanorganizationsgetmaximumvalue?28Organizations:StateofthePractice#1Organizationsmakecoachingdecisionsonadecentralized,case-by-casebasis•Manywritersdon’tactuallydefinecoaching;theyjustdescribewhatit’snot•Manydefinitionsfocusononlyoneaspect29Organizations:StateoftheArt#1Organizationsusecoachingstrategically-togetgreatestpayback•Wherecanyouinvestincoachingtogetthegreatestreturn?30StrategicLeverageHighleveragesituations•Mission-criticalassignments•High-risksituations;can’triskfailure•SignificantincreaseinworkcomplexityLowleveragesituations•Morecost-effectivealternativesavailable•Systemsororganizationissue•Needsarecommontomanypeople31FinancialFirm’sCriteria•Genuinedevelopmentneed•Linkedtoimprove