Introductiontocoaching Presentation

P31 CONSULTING
LTD
Encouraging Excellence Through
Empowerment
Shabir
www.p31consulting.com
INTRODUCTION TO COACHING
AIM:
The aim of the workshop

is to introduce you to
coaching and support you
to develop a coaching
culture within the
workplace
BY THE END OF THE WORKSHOP
 Understand the client/coach relationship

 Introduced to the GROW Coaching Model
 Develop your coaching style
 Discuss Myers Briggs Type Indicator
Process
OUTLINE
 Your greatest coaches and mentors

 Defining Coaching in a Leadership Context
 Break
 GROW Model
 Introduction to MBTI
 What next
YOUR GREATEST COACHES
OR MENTORS
 Your name and role
 Who throughout your life have been your greatest
coaches and mentors (this could be both professionally
and personally)
 What was it about their style, character that was
attractive
 How did they influence you?
 What difference do you think it has made to your life?
 What one thing would you like to get from today?
CREATING A COACHING CULTURE
 What is coaching?
 A coach is someone who supports, explains, demonstrates, instructs and

directs others via encouragement and asking questions.
 Creates the capacity for continuous improvement, development and success
through supporting people and organisations to make best use of their
knowledge, insight, vision, creativity, sensibility, and vast ability to learn
and develop
 Centred on goals
 Non-directive, impose solutions or opinions
DEFINING COACHING IN A
LEADERSHIP CONTEXT
TRANSACTIONAL LEADERSHIP
VS
TRANSFORMATIONAL LEADERSHIP
 The transactional manager works through
creating clear structures so that it is clear
what is required of their followers, and the
rewards that they get for following orders.
 Punishments are not always mentioned, but
they are also well-understood and formal
systems of discipline are usually in place .
 Source: http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm
 Transformational Leadership starts with the
development of a vision, a view of the future
that will excite and convert potential followers.
 Working for a Transformational Leader can be a
wonderful and uplifting experience. They put
passion and energy into everything. They care
about you and want you to succeed.
 http://changingminds.org/disciplines/leadership/styles/transformational_leadership.htm
BEHAVIOURS EXHIBITED
TRANSFORMATIONAL • Compassionate leadership

(acting as coach)
•Thinking outside the box
•Encouraging innovation
•Exciting the masses/sharing
the vision
•Walking the walk
TRANSACTIONAL •‘If you do as we agreed, you’ll
get the reward’
•Putting out fires
•Hands off leadership (avoiding
the issues)
Adapted from: www.ianrpubs.unl.edu/epublic/live/g1406/build/g1406.pdf
KEY COACHING SKILLS
Active Building
Promoting Creating the
Providing questioning Trust
positive right
feedback and and
outcomes environment
listening rapport
KEY BENEFITS OF
COACHING
Ownership
Increased Clarity and Increased
and positive
motivation direction
Productivity
Responsibility outcomes
GROW MODEL
 T - Topic
 G - Goal
 R - Reality
 O- Options
 W - Way forward
What is MBTI®
 Developed by mother and daughter –
Katherine Briggs and Isabel Myers
 Based on Carl Jung’s theory of

Psychological Type.
 Over 50 years of research
 A framework for understanding healthy
personality
 No “good” or “bad,” better or worse
personalities
 Does not explain everything about people
Jean M. Kummerow and Naomi L. Quenk, Working with MBTI® Step II Results © 2004 by CPP, Inc. Permission is hereby granted to reproduce this overhead master for workshop use. Duplication
for any other use, including resale, is a violation of copyright law. MBTI is a trademark or registered trademark of the Myers-Briggs Type Indicator Trust in the United States and other countries. 1.3
ITS MANY USES
 Self understanding and development
 Managing Training
 Relationship/Team Building
 Leadership Development
FOCUS ON PREFERENCES
 Are like “handedness”

 Are not the same as skills or abilities
 Are all accessible to everyone
MBTI® PREFERENCE
How do you prefer to be energised
EXTRAVERSION INTROVERSION
What kind of information do you prefer to pay attention to?
SENSING INTUITION
How do you prefer to process information or make decisions
THINKING FEELING
What lifestyle do you prefer

JUDGING PERCEIVING
E – I PREFERENCE
How do you prefer to be energised
 Extroversion
– Preference for drawing energy from the outside world
of people, activities and things
 Introversion
– Preference for drawing energy from one’s internal world of
ideas, emotions and impressions
S – I PREFERENCE
What kind of information do
you prefer to pay attention to
 SENSING (S)
– Preference for taking in information through the five senses and
noticing what is actual
 INTUITION (N)
– Preference for taking information through a sixth sense and
noting what might be
T-F PREFERENCE
How do you prefer to make decisions
 THINKING (T)
– Preference for making decision by analysing the logical
consequences of a choice or action – staying detached
 FEELING (F)
– Preference for making decisions by gauging the impact of
actions on your personal convictions – being involved
J – P PREFERENCE
What lifestyle do you prefer
 JUDGING (J)
– Preference for living a planned and organised life.
 PERCEIVING (P)
– preference for living a spontaneous and flexible life.
MYERS BRIGGS DESCRIPTIONS
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESFP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
MBTI STEP II ®
 Shows the distinctive ways you express

your MBTI Step I type
 Helps clarify unclear preferences
 Suggests ways to use all parts of your
personality
 Helps you better understand others
WHAT NEXT?
 Coaching Toolkit
 Email Addresses
 Issue MBTI Questionnaire – w/c 12 Jan
 Return MBTI Questionnaire – w/e 23 Jan
 Matching process and contact by coach
 Feedback of MBTI – 18, 25 or 27 Feb
 One to one coaching – April 09
 Any questions
 Evaluation sheets
THANK YOU
info@p31consulting.com
079 39 23 90 53
BIBLIOGRAPHY and READINGS
 James MacGregor Burns Transforming Leadership: The Pursuit of Happiness, published with Atlantic Monthly Press Leadership,
published with Harper Collins in 1978
 Developing Potential Across a Full Range of Leaderships: Cases on Transactional and Transformational Leadership
 By Bruce J. Avolio, Bernard M. Bass; Contributor Bruce J. Avolio, Bernard M. Bass; Published by Lawrence Erlbaum Associates, 2002
 Bass, B M (1990). Bass’ and Stogdill’s Handbook of Leadership. New York: Free Press
 Bass, B M and Avolio, B J (1994). Improving organisational effectiveness through transformational leadership. Thousands OaKs, CA:
Sage Publications
 Jean M. Kummerow and Naomi L. Quenk, Working with MBTI® Step II Results © 2004 by CPP, Inc
 READINGS
 NLP for Managers – How to achieve excellence at work – Dr Harry Alder , Piatkus
 The 8th Habit – from Effectiveness to Greatness – Stephen R Covey
 Be Your Own Life Coach: How to Take Control of Your Life and Achieve Your Wildest Dreams by Fiona Harrold

Introductiontocoaching Presentation

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Introductiontocoaching Presentation

Uploaded by

Copyright:

Available Formats

P31 CONSULTING

The aim of the workshop

 Understand the client/coach relationship

 Your greatest coaches and mentors

 A coach is someone who supports, explains, demonstrates, instructs and

TRANSFORMATIONAL • Compassionate leadership

Adapted from: www.ianrpubs.unl.edu/epublic/live/g1406/build/g1406.pdf

 Based on Carl Jung’s theory of

 Over 50 years of research

 Are like “handedness”

What kind of information do you prefer to pay attention to?

How do you prefer to process information or make decisions

What lifestyle do you prefer

– Preference for living a planned and organised life.

– preference for living a spontaneous and flexible life.

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESFP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

 Shows the distinctive ways you express

You might also like