在领导力发展计划中开展辅导项目-Implementing Best Practices In Coa.ppt

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1、在领导力发展计划中在领导力发展计划中开展辅导项目开展辅导项目-Implementing Best Practices In CoaAgendaDefine coachingChecks&balancesRoles in the Coaching ProcessUnderstanding coachingChoosing a coaching panel2What Is Coaching?One-on-oneOngoing process(multiple sessions)Focus on improving insight and effectiveness3Our Definition o

2、f CoachingCoaching is the process of equipping people with the tools,knowledge,and opportunities they need to develop themselves and become more effective.Peterson&Hicks(1996)4Continuum of coachingmanagerHR,ODTargeted CoachingComprehensive CoachingtherapyDrive overall developmentHow to do the jobTec

3、hnical&functional skillsPerformance expectations&feedback Prepare for future rolesComplex challengesConfidential situationsFacilitate teams and relationshipsTransaction-basedSkills training Career counseling360-fddback that includes action planningTransformationalComplex situationsDifficult people&i

4、ssuesRapid developmentEmotional&personality issuesFamily problemsSubstance abuseExecutive coachingConsultativeIndependent perspective5Why So Popular?Accelerating pace of changeIncreasing need for people to learn new things all the timeMaking a personal connection6Checks&BalancesIdentifying the busin

5、ess imperativeDefining your roleSetting expectations for the coachOutline expectations for the coacheeorganizationCoachCoachee7When do you choose coaching?In ORDER TO1.enhance skills for performing in current role2.Learn new skills to prepare for future role3.Retention4.Accelerate development on a d

6、evelopment opportunity5.Facilitate culture changeBUT NOT1.As a benefit without clearly defined objectives2.As another development option on the menu3.As a miracle cure8Identifying the Business ImperativeClearly define the purpose for using the coaching.Link to:Strategic objectivesOverall HR strategy

7、Objectives of the works team/business line9HR Generalists Role Regarding ParticipantClearly communicate clear expectations to the participant(desired outcome&process)Assess participants motivation and insightHighlight clear link to business objectivesEnsure follow through and track progress10HR Gene

8、ralists Role Regarding CoachesOrient coach to organizations culture,values,leadership initiatives,and business objectivesFacilitate contact with coaching sponsors(participants boss)Establishes key contact for coachesTreats coaches like strategic partners11For Coaches:Practice and ArtCurrent Practice

9、State of the ArtCoachesOrganizationsWhat are coaches doing today?How can coaches provide maximum value?12Coaches:State of the Practices#1Coaches often emphasize one side of the partnershipPerson-centeredInsight-orientedMotivational,human potentialOrganization-centeredFeedback-orientedBehavioral focu

10、sWell-developed methodologies and tool-kit13Coaches:State of the Art#1Coaches explore relevant information from all perspectivesInsight requires a view of the persons capabilities and style from all anglesMotivation requires both personal and organizational payoff14Coaches:State of the Practice#2Coa

11、ches often equate insight with learning360 feedback and development planningIntensive feedback from othersPersonal exploration about goals15Coaches:State of the Art#2Coaches guide people through the entire development processInsight is just the beginning;coaching needs to produce tangible resultsFoc

12、us on the necessary conditions for development16Development PipelineThe necessary conditions for systematic people development17Development PipelineRaw talentIncreased capabilities181.InsightInsightDo people know what to develop?192.MotivationInsightMotivationAre people willing to invest the time an

13、d energy it takes to develop themselves?203.News Skills And KnowledgeDo people know how to acquire the skills and knowledge they need?InsightMotivationNew skills214.Real-World PracticeDo people have opportunities to try their news skills at work?InsightMotivationNew skillsReal-world practice225.Acco

14、untabilityDo people internalize their new capabilities to actually improve performance and results?InsightMotivationNew skillsReal-world practiceAccountability23GapHelping others determine what the coaching should focus on24Gap GridWhere the person isWhere the person is goingThe persons viewOthers v

15、iewAbilitiesHow they see themselvesGoals&ValuesWhat matters to the personPerceptionsHow others see the personSuccess FactorsWhat matters to others25Coaches:State of the Practice#3Definitions of coaching are all over the mapMany writers dont actually define coaching;they just describe what its notMan

16、y definitions focus on only one aspect26For Organizations:Practice and ArtCurrent PracticeState of the ArtCoachesOrganizationsHow are organizations using coaching today?How can organizations get maximum value?27Organizations:State of the Practice#1Organizations make coaching decisions on a decentral

17、ized,case-by-case basisMany writers dont actually define coaching;they just describe what its notMany definitions focus on only one aspect28Organizations:State of the Art#1Organizations use coaching strategically-to get greatest paybackWhere can you invest in coaching to get the greatest return?29St

18、rategic LeverageHigh leverage situationsMission-critical assignmentsHigh-risk situations;cant risk failureSignificant increase in work complexityLow leverage situationsMore cost-effective alternatives availableSystems or organization issueNeeds are common to many people30Financial Firms CriteriaGenu

19、ine development needLinked to improved business performanceIssue is not symptomatic of larger organizational problemPerson is open to learning and feedbackPerson is motivated to changeCoaching is most appropriate option31Organizations:State of the Practice#2Shifting from fix-it coaching to coaching

20、specific groupsOn-boardingExecutivesSuccessionHigh potentialsInternational assignments32Organizations:State of the Art#2Integrate coaching with HR systems to meet organizational needsStart with business strategy and organizational needsAlign with existing HR systems and overall development strategy3

21、3Coaching and HR SystemsOrganization NeedHR SystemType of Coaching1.Ensure talent for current needsStaffingTransition coaching2.Learn new skillsTrainingTargeted coaching3.Meet job requirementsPerformance managementPerformance coaching4.Ensure future talentSuccession planningDevelopmental coaching5.R

22、etain talentCareer developmentCareer coaching6.Build effective organizationOrganization developmentExecutive coaching34Organizations:State of the Practice#3Organizations select and manage coaches informallySelection based on availability and reputationUse informal criteria to screen out coachesEmerg

23、ing criteria and certificationsBeauty pageants on the rise35Organizations:State of the Art#3Organizations build a pool of coaches they can count onSelect in:find the best coachesDefine what works bestSource and review coaches against criteriaMatch people and coaches based on needProcesses to integra

24、te coachesOrientation to organization,culture,and strategyManage like long-term strategic vendors36Organizations:State of the Practice#4Organizations accept coaching as effectiveReliance on personal testimonialsWidely varied evaluation criteriaInformal tracking processes37Select the best coach:Six Q

25、uestionsBackground and expertiseWho else have you worked with on similar issues?What results did you achieve?What types of people&topics do you work best with?Who would you turn down and why?Approach to learningHow will you figure out what I need to work on?How will you help me learn new ways to do

26、things?How will you make sure I use what Ive learned to get results back on the job?38Choosing the coaching panelCoach understands how people learn and change their behaviorCoach understands the business world and capabilities necessary for successAppropriate training and backgroundCustomized approa

27、chEmphasizes practical skillsEstablishes ways to maintain change39Organizations:State of the Art#4Organizations systematically evaluate the results of coachingSystematically address impactWhats the purpose?Whose opinion matters?Seek input form peers,bosses,and participants as appropriateHow to partner with participant to evaluate impact?40Summary:OrganizationsState of the PracticeDecentralizedReactivePopular and growingState of the ArtSystematicstrategic41