COACHING SKILLS

Ravi Varma Boopalan

 COURSE OBJECTIVES

o Ability to master "Coaching" and "Mentoring".

o Explain the leader’s role in the coaching and mentoring process.

o Use structured models to conduct successful coaching conversations.

o Identify the specific needs of each employee.

o Match different leadership styles to the developmental needs of the coachee.

COACHING AND MENTORING
MANAGER & COACH
 1. BE A COACH AND MENTOR

• Mentors are often portrayed as telling the mentee how to do something. This can feel
one-way and is not as effective as combining mentoring and coaching simultaneously
to question and guide the individual in the right direction.

• As a manager you spend a lot of time and effort to bring the best from each team
member, both for their own development and for the company's success. If you give
them the right tools, responsibilities and opportunities, they will work not just for you -
but with you - to achieve the company's goals.
2 – SUPPORT CONTINUOUS LEARNING

• They say “knowledge is power.” That’s definitely true if you have a customer service
team who understands your products from A to Z. While you may think of a
knowledge base as an external self-service tool for your customers to locate answers,
it also helps employees access the information they need. In fact, a knowledge base
can be implemented internally meaning only employees from your organization can
use it, in order to track issues to guide employees in the right direction. When your
customer support team has the power to access readily available information, they
are more productive and can deliver stellar support to customers and to the
organization as a whole.
3 – OPEN DOOR POLICY TO ESTABLISH TRUST

• Think about a manager you trusted. Did they have your back? Did they have faith in
your work ethic? Did they empower you? You probably answered “yes” to all three.

One important way to establish trust with team members is adopting an open door
policy. Listen to their opinions, whether it’s beneficial to the organization or to
themselves.

Managers should continually encourage members to speak up, and compliment them
when they do. “When you know your manager trusts and believes in you, the sky’s
the limit.”
4 – PROVIDE CONSTRUCTIVE FEEDBACK

• Providing positive feedback is essential to show your appreciation and nurture

positive development. Whether it be a call they handled flawlessly or an internal
gesture, such as helping others with questions. This alone will guarantee high-quality
work along with increased job satisfaction.

• Honest and constructive feedback shows your integrity towards an individual, which
strengthens trust. Many organizations lack a culture of feedback either because of
the fear of discomfort or hurting the other side. It’s time to stop making assumptions
about how your agents feel they’re doing - and simply tell them. You’ll become a
better leader and have a stronger and better empowered team.
5 – RECOGNISE PERFORMERS

• Empowering your customer service team is a must in today’s customer-centric world.

Armed with the right tools and invested responsibility will not only provide them with
professional growth, but contribute to the success of your company.

• Work-out the best way to reward your team members who are going an extra mile to
satisfy your customers, whether by cash rewards, a points system, or a casual dinner.
You know your team best, find the best reward program that suits them.
CREATE A SENSE OF ‘OWNERSHIP’
Create a sense of ownership
What is ownership?

Transparency cultivates a sense

of ownership.
EMPLOYEE MOTIVATION

DEFINITION OF MOTIVATION
Motivation is the intensity of a person’s desire to engage in an activity.
The various motivational theories can be categorized under one of the following
approaches:

1. Need based approach

2. Process based approach
3. Learning based approach
NEEDS BASED APPROACH TO MOTIVATION - MASLOW

Need based approach on Motivation

Something pushes a person to action or some prevailing conditions give direction

to action. The motives lie dormant until the proper conditions arise and the
motives expresses itself in behavior.

Need based approaches to motivation often relates to the need for achievement,
the need for power and also the need for affiliation?
NEEDS BASED APPROACH TO MOTIVATION - MASLOW
NEEDS AND MOTIVATION
o Need for achievement – the need to strive for success and the satisfaction of
accomplishing a challenging task.

o Need for power - the desire to influence others directly by talking and making
suggestions, giving opinions and evaluations.

o Need for affiliation – the motivation to main a warm relationship with family,
friends and relatives.
NEEDS BASED APPROACH TO MOTIVATION - MASLOW
PROCESS APPROACH TO MOTIVATION - LOCKE’S

LOCKE’S GOAL THEORY OF MOTIVATION (PROCESS APPROACH)

• A person’s goals provide the mechanism through which unsatisfied needs are
translated into actions.
• Unsatisfied needs prompt the person to seek ways to satisfy those needs; the
person then formulates goals that prompt action
 PROCESS APPROACH TO MOTIVATION - LOCKE’S

Specific and challenging goals motivates to higher performance with the following
supporting processes firmly in place.
1. Regular feedback showing progress towards the goals is readily available or shared
among all.
2. Appropriate task strategies and planning is used when the task gets complicated and
complex.
3. Opportunity is available for individuals to acquire the abilities needed to accomplish the
given tasks.
4. Commitment to complete the task has to be high on the individual.
LEARNING APPROACH TO MOTIVATION - SKINNER’S
B.F SKINNER MOTIVATION BASED ON LEARNING APPROACH.

Motivation based on experience tends to leave a relatively permanent change in an

individual. Performance / behavior based rewards or punishment will provide the
experiential learning .
Skinner implies that behavior can be modified through the use of rewards or punishment.

 A particular behavior tends to be repeated if it could lead to a reward.

 A particular behavior that leads to a punishment often are not repeated.

This theory says that it is possible to get a person motivated to change the behavior by
providing guidelines and structure way of doing things.
 COMMON METHODS TO MOTIVATION

The 10 Methods to Motivating Employees The 10 Methods to Motivating Employees

1. Set clear and challenging goals 6. Use positive reinforcement

2. Introduce ‘pay for performance’ 7. Implement good behavior management
3. Improve merit pay 8. Empower employees
4. Use skill based pay 9. Enrich existing jobs
5. Recognize good performance and 10. Provide lifelong learning.
behavior
SMART GOALS AND KPI SETTING

Are your Goals S.M.A.R.T.?

Specific:
Measurable: Attainable: Relevant: Time-Bound:
Do you know
Are you able to Is your goal Is your goal What is the
exactly what you
assess your within reach relevant towards deadline for
want to
progress? given your your job and completing the
accomplish with
current role? goal?
all the details?
situation?
SMART GOALS AND KPI SETTING

SPECIFIC

1. What: What do I want to accomplish?

2. Who: Who else is involved in this goal?

3. Where: Where is this goal to be achieved?

4. When: When do I want to achieve this goal?

SMART GOALS AND KPI SETTING

MEASUREABLE

1.How many/much?

2.How do I know if I have reached my goal?

3.What is my indicator of progress?

SMART GOALS AND KPI SETTING

ATTAINABLE

1. Do I have the resources and capabilities to achieve the goal?

2. How can the goal be accomplished?

3. Have others done it successfully before?

4. Challenging but not extreme

5. Realistic for your situation and skill level ?

SMART GOALS AND KPI SETTING

RELEVANT

1. Is the goal realistic and within reach?

2. Is the goal reachable, given the time and Resources?

3. Are you able to commit to achieving the goal?

SMART GOALS AND KPI SETTING

TIME BOUND

1. Commits to a deadline
2. By when do you want to achieve your goals?
3. Creates a focus on specific target area(s) and timeframes
4. Establishes a sense of urgency
LEADERSHIP

The halo effect is a term for a

consumer's favoritism
toward a line of
products due to positive
experiences with other
products by this maker. The
halo effect is correlated to
brand strength, brand
loyalty, and contributes to
brand equity.
WHAT MAKES A GOOD LEADER

RULE # 1: STRATEGIST

 Combine vision and analytics: Understand organization’s current core competencies,

capabilities, financial and technological resources

 Benchmarks: Learn what the best do to find ways to do it better. Be aware that past
success may not predict the future.

 Don’t just focus on small improvements that avoid risks: Strategy may require bold
innovative thinking.

 Connect with leading thinkers.

 WHAT MAKES A GOOD LEADER

RULE # 2: EXECUTION

It is the ability to turn what we know into what we do.

 - Make things happen
 - Manage your time well
 - Engage and motivate others
 - Accept responsibility
 - Do what needs to be done
 - Develop a convincing track record for delivering results
 - Ensure technical proficiency
 - Manage change
 WHAT MAKES A GOOD LEADER

RULE# 3: DEVELOP AND MANAGE TALENT

o - Effective leaders surrounds themselves with people who are gifted and talented.
- Communicate to engage others at their highest level of commitment.

o - Focus on only a few priorities and explain why they are important.

o - Share your emotions.

o - Share both bad and good news openly and directly.

o - Help people to discover and develop their skills and career.

o - Provide resources to help employees to cope with high demand.

 WHAT MAKES A GOOD LEADER
RULE # 4 : PERSONAL PROFICIENCY
 - Learn to prioritise

 - Do not avoid making tough decisions

 - Learn to tolerate and manage stress

 - Demonstrate learning capability

- Learn to see important points, pay attention to new information.

 - Continuous improvement.

 - Be unique and creative.

 - Develop your communication skills.

LEADERSHIP AT WORKPLACE

Leadership style
Situational Leadership Theory
 Telling (Directing Style)
Different situations demand
High directive and low supportive
different kind of leadership.
 Selling (Coaching Approach)
Managing any situations will
High directive and high supportive
require leaders to be skilled in
 Participating (Supportive Approach)
many leadership behaviour
High supportive and low directive
 Observing (Delegating approach)
Low supportive and low directive
SITUATIONAL LEADERSHIP MODEL.
SITUATIONAL LEADERSHIP
Under Situational Leadership model / theory, leaders should adjust their leadership
styles, which are telling, selling, participating and delegating in accordance with the
readiness of the followers / subordinates.

Leadership can only be effective if there is Acceptance from the leader and Readiness
from the employees / followers.
o Acceptance – leader understands the reality that it’s the followers who rejects or
accepts the leader.
o Readiness – Followers /employees ability and willingness to perform.
KNOWING YOUR COACHEE / AUDIENCE

THE DOPE TEST

PERSONAL BEHAVIOUR INDICATOR
EFFECTIVE LEADERSHIP BEHAVIOUR
1. Personal humility
o Humble, shuns public attention for personal glory and never boastful of
achievements.
o Acts quietly, calm determination; relies principally on inspired standards to motivate.
o Channels ambition into the company not the self; sets up successors for even more
greatness in the next generation.

Looks in the mirror, not out the window, to review and take responsibility for poor results,
never blaming other people, external factors, or bad luck.
EFFECTIVE LEADERSHIP BEHAVIOUR

2. Professional Will
o Creates superb results in the transition from good to great.
o Demonstrates high commitment to do whatever must be done to produce the best
long-term results, no matter how difficult.
o Sets the standard of building an enduring great company. Will settle for nothing less.
o Looks out the window, not in the mirror, to award credit for the success of the
company to other people, external factors, and good luck.
ETHICS & SOCIAL RESPONSIBILITIES
WHAT IS ETHICS

“Business Ethics is generally coming to know what is right or wrong in the work
place and doing what is right.” —Cater McNamara

“Business ethics in short can be defined as the systematic study of ethical

matters pertaining to the business, industry or related activities, institutions and
beliefs” —John Donaldson
GENERAL VIEWS ON ETHICS
 It is the set of moral principles that distinguish what is right from what is wrong.

 it evaluates human practices by calling upon moral standards.

 There is no clear-cut definition of what are ethical and unethical when judging one’s
behaviour.

 There is no global consensus for defining ethical behavior for individuals, as it may
change from time to time and from one place to another place.

 There is no universal measure or standard as to what constitutes ethical behaviour

 ETHICAL ISSUES AT WORKPLACE

o conflicts of interest, o abuse of company expense accounts,

o quality control issues, o misuse of company assets,

o discrimination in hiring and promotion, o drug and alcohol abuse,

o environmental pollution,
o misuse of proprietary information,
o environmental destruction,C