Contextualised Coaching and Mentoring Module 2

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Contextualised Coaching and
MentoringModule 2
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Objectives

• To enable participants to
• enhance their coaching and mentoring skills
• set up coaching or mentoring programmes
• use tools to support the coaching and mentoring
  process
• make Skills for Life developments sustainable and
  embedded within the fabric of organisations.

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Learning outcomes

• By the end of the session, participants will
  have
• applied the principles of coaching and mentoring
  in their organisation
• further developed the skills needed to coach
  others towards improved performance
• explored coaching and mentoring tools
• developed coaching and mentoring in the context
  of their organisation
• outlined how they can put into practice a
  coaching and mentoring system in their
  organisation.

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The Learning Curve
x
UnconsciouscompetenceI know that I am good. I
dont think about it any more
Learning
x
ConsciouscompetenceI know that I am good, and
I understand why
UnconsciousincompetenceI dont knowthat I
dontknow
x
ConsciousincompetenceI know that I dont know
x
Time
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Critical incident technique

• Describe the situation
• What did you do? Recall your actual behaviour.
• What did the learners do?
• What were your thoughts and feelings?
• What was the result? What happened?
• What factors can you identify which enabled it to
  be a successful experience?

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Action learning

• I am part of the problem
• The problem is part of me
• I am part of the solution.
• The only person I can truly change is myself.
• If I change myself, changes in others must follow.

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Review of action learning sets

• How did it feel to be the mentor or the coach?
• How did it feel to be the person having the
  problem solved coachee and/or mentee?
• What are the links in action learning sets to
  coaching and mentoring?
• How can action learning sets be used in your
  organisation?

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Coaching tools
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Blank wheel
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Job performance wheel
My timemanagement
Satisfied with my jobperformance
Staying organised
Timely with my duties and projects
Staying on top of my emailand voice-mail
Get alongwith colleaguesand clients
Satisfied with my team participation
Clear aboutmy role and duties
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Management wheel
Decision making
Communication
Risk taking
Results
Team development
Managingchange
Strategic planning
Customer service
12
Time management
Priority
Reactive
Proactive
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Helping and hindering behaviours
Willingness
Ability
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Insights intoorganisations
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Four organisation structures
POWER
ROLE
o o o oo o o oo ooo
o ooo oo o oo o oo o o o o oo
oo oo oo o o o oo o o o o o
oo o o o o oo oo o ooo
oo oo o o oo o oo o
o o o o o oo o oo o
o o o o oo o o o o
TASK
PERSON
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Cultural web
SYMBOLS
POWER STRUCTURE
STORIES
RITUALS, ROUTINES
ORGANISATION STRUCTURES
CONTROL SYSTEMS
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Change
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Perceptions of change

Chosen
Imposed
-
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Four factors for success

• Pressure
• Vision
• Capacity
• Action

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Four Factors for Success in change
Pressure Vision Capacity Action Results
1. missing Clear shared vision Capacity for change Actionable first steps Low priority
2. Pressure for change missing Capacity for change Actionable first steps A fast start that fades out
3. Pressure for change Clear shared vision missing Actionable first steps Anxiety and frustration
4. Pressure for change Clear shared vision Capacity for change missing Haphazard effort, false starts
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Action Planning
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Action planning for results
Outcomes

What will happen if you dont take action?
What will happen if you do take action?
_

Action
What wont happen if you dont take action?
What wont happen if you do take action?
_