Coaching for
Managers
Session One
1
Visionary Overview of Coaching for
Managers Training
• Insights on the goals for this training and its future
impact on leadership development and successful
performance review processes for managers
• Manager Introductions/ Learning Outcomes
• Supportive Materials: Participant Learning
Activities/Reflection Exercises
2
Trends Impacting Today’s
Workplace
• Impact of four generations in the workplace
• Lack of employee motivation
• Impact on productivity
• Increased stress levels of managers
3
The Solution: A Coaching
Culture?
• A coaching culture exists in an organization when a
coaching approach is used by leaders and managers
in how they engage and develop their employees.
• The emphasis is on creating individual, team, and
organizational performance and motivation.
• The organization is committed to the coaching
philosophy as a key strategy for development of its
employees and teams.
• Coaching is a key competency that is desired in
leaders and managers
4
The Coaching Culture Approach
• A coaching style of engaging is used in one-to-one
as well as team settings with employees.
• The emphasis is on problem-solving and continuous
team and personal development.
• Managers have the mindset of engaging employees
with the issues and challenges/helping them think
through the choices and options
• The mood of the organization/department becomes
one of energy with greater levels of personal
engagement and responsibility
5
Benefits of a Coaching Culture
• Motivated employees
• Teams that operate with stronger levels of
collaboration and ownership in outcomes
• Increased levels of personal engagement and
responsibility with all employees
• Stronger employee commitment to their own
lifelong learning and development
6
Benefits of a Coaching Culture
contd.
• Employee awareness that this coaching culture
is the norm for the organization
• Employee awareness of how their performance
and professionalism contributes to the whole in
organizational success
7
Coaching Culture Impact on
Managers
• Managers need to let go of the belief that their
job is to have all the answers
• Managers have to believe that every employee
has the potential to grow and improve
• Managers need to be willing to slow down and
take the time to coach
• Managers need to learn how to coach and feel
comfortable with the process
8
Coaching Culture Impact on
Managers contd.
• Managers need to embrace their unique style in
how they communicate with employees.
• Managers need to use their unique style in how
they plan and approach these employee
situations
• Managers need to develop effective coaching
language tools to use with employees
9
Coaching Culture Impact on
Managers contd.
• Managers need to feel comfortable in using
“coaching moments” as well as planned
coaching meetings with employees
• Managers need to find effective ways to use
coaching in team settings as needed with their
department
10
Generational Differences
• Technology skills
• Workplace
view/respect for
authority
• Workplace view/time
at work
• Work ethic/values
• Work assets
• Work liabilities
• Keys to working with
each generation
• Communication
skills
• Providing feedback
11
Baby Boomers (1946-1964)
• Technology Skills:
acquired, pre-assess their level with
technology before new projects
• Respect for Authority:
• Work Ethic/Values:
originally skeptical of authority
value personal growth, teamwork, strong
work ethic
• Work Assets:
good at seeing the big picture, good team
players, may challenge status quo
• Work Liabilities:
dislike conflict, don’t like change
12
Baby Boomers
• Keys to Working With Baby Boomers:
their careers define
them, their ideas matter, expect their work and themselves to
matter, need to know they are valued
• Communication Skills:
prefer face-to-face, emphasize
company’s vision and mission and how they fit in,
• Providing Feedback:
don’t take criticism well, like praise and
recognition
13
Generation X (1965-1980)
• Technology Skills:
assimilated at an early age, technologically
savvy
• Respect for Authority:
skeptical of authority figures and may
test authority repeatedly
• Work Ethic/Values:
care less about advancement than about
work/life balance, prefer casual work environment
• Work Assets:
adapt well to change, good task managers,
multitaskers, thrive on flexibility, not intimidated by authority
• Work Liabilities:
dislike authority, sometimes skeptical,
dislike rigid work requirements, may lack people skills, may
reject rules
14
Generation X
• Keys to working with Generation X:
want
independence and informality in the workplace, give them
the latest technology, allow them to have fun at work
• Communication Skills:
use a direct style, straight
talk/present facts, share info immediately and often, use
of email in communicating, tie your message to “results”
• Providing Feedback:
not enamored by public
recognition, prefer regular feedback on their work, need
constructive feedback to be more effective
15
Millennials (1981-2000)
• Technology skills:
integral, technologically savvy
• Respect for Authority:
will test authority sometimes, or seek out
authority figures when looking for guidance
• Work Ethic/Values:
believe that technology allows them to work
flexibly anytime or anyplace, expect to influence the terms and
conditions of their job, thrive in a collaborative work environment, high
expectations of managers to mentor them
• Work Assets:
multitask, collaborate, goal oriented, positive attitude
• Work Liabilities:
inexperienced, need structure, may need
supervision, lack of skills for dealing with difficult people, impatient,
may respond poorly to those who act in an authoritarian manner
16
Millennials
• Keys to Working with Millennials:
they like a teamoriented workplace, they expect to be treated respectfully, prefer
interactive work environment, provide variety
• Communication Skills:
prefer email, show respect through
language used, need to strengthen their face-to-face
communication style
• Providing Feedback:
like to be given feedback often, be
clear with them about goals and expectations, and communicate
frequently
17
Coaching Culture Considerations
for Session Two
• How will your role change as a manager?
• What is the coaching mindset?
• How will applying emotional intelligence help you as a
manager in operating in a coaching role?
• What will this mean for employees and their productivity
and behavior?
• What impact will this approach have on your department
and everyday operations?
• What impact will coaching have on how your teams
operate?
18
Reflection Exercise for Session
Two
• What are your strengths in how you
communicate with others at work?
• What are the challenges you may have
encountered in delivering constructive criticism
to an employee you supervise?
• What impact does being stressed have on your
communication style in the workplace?
19