Coaching

Question 1

When would an informal coaching discussion be used?

Answer 1

• most frequently by TD professionals and managers
• during conversations to help others move forward in their goals, hopes, and future plans
• implicitly in conversations with employees
• with learners during or after formal training

Question 2

When would formal coaching be used?

Answer 2

• when the coach and client are engaged in and committed to a formal coaching process defined by coaching models
• usually occurs during scheduled meetings when both are invested in and following the model’s parameters
• when coaches have completed specific training, such as certification through the International Coach Federation

Question 3

Coaching is defined as:

Answer 3

• partnering with clients
• in a thought-provoking and creative process
• that inspires them
• to maximize their personal and professional potential

Question 4

What are 4 core competencies of coaches?

Answer 4

• Setting the Foundation
• Co-Creating the Relationship
• Communicating Effectively
• Facilitating Learning and Results

Question 5

What 2 things happen during Setting the Foundation?

Answer 5

• meeting ethical guidelines and professional standards
• establishing the coaching agreement

Question 6

What 2 things happen during Co-Creating the Relationship?

Answer 6

• establishing trust and intimacy with the client
• coaching presence

Question 7

What 3 things happen during Communicating Effectively?

Answer 7

• active listening
• powerful questioning
• direct communication

Question 8

What 4 things happen during Facilitating Learning and Results?

Answer 8

• creating awareness
• designing actions
• planning and goal setting
• managing progress and accountability

Question 9

Who drives the coaching relationship and how?

Answer 9

The client, by making final decisions and initiating appropriate actions

However, the coach should plan to use a structured approach, not a learner-led approach

Question 10

What 2 things does coaching focus on?

Answer 10

identifying and clarify the client’s goals
emphasizing action, accountability, and follow-through

Question 11

What 3 organizational factors may influence the coaching plan?

Answer 11

org culture and structure
available resources
org business objectives

Question 11

What is usually the larger organizational need/motivation for coaching?

Answer 11

• the need for individuals, units, systems, and organizational to make major performance improvements
• a demand for culture change

Question 11

How is coaching different than classroom training?

Answer 11

• allows the coach and the client to focus on issues the client is facing
• just-in-time, personal attention that often occurs on the job or within a call of the coach

Question 12

What is the primary methodology of masterful coaches?

Answer 12

Transformational learning

Question 13

What are single-loop, double-loop, and triple-loop learning?

Answer 13

Single-loop: learning new skills for necessary, incremental change (e.g., learning how to create a project plan)

Double-loop: a fundamental change in thinking patterns or behaviors, also known as reframing or changing the context (e.g., learning and practicing effective planning habits; an org changing how performance strategies are framed)

Triple-loop learning: a fundamental shift in how learners view themselves and then alter their beliefs and values about themselves and the world (e.g., becoming an inspiration leader who reinforces a culture of planning)

Question 14

How does a coach support single, double, and triple loop learning?

Answer 14

They move easily among the three loops using communication, dialogue, active listening, and questioning

Question 15

What are some practices of effective coaches?

Answer 15

• building trust
• asking powerful questions that helps learners create their own learning
• inspire clients to continually grow
• ensure complete understanding during the contracting process

Question 16

The role of a COACH entails:

_______________ the client
helping the client ________ and ___________ goals
keeping discussions __________ and ________
_________________________
__________ and ________ discussion topics
helping the client develop______________
offering __________ or ________ to improve the client’s self-awareness or skills
reviewing ________________
facilitating the client’s _______________ to be coached
___________________ about the next steps and __________
demonstrating interest in helping the client ________________

Answer 16

encouraging
define and clarify goals
focused and moving
asking stimulating questions
summarizing and clarifying
an action plan
resources or tools
progress to goals
ability
vocalizing agreements; follow-up
achieve their goals

Question 17

What are 4 behaviors the client must exhibit to be ready for coaching?

Answer 17

• excited about getting feedback
• will making coaching a priority
• open to making improvements
• interested in learning how to develop skills

Question 18

The role of a CLIENT entails:

Demonstrate ___________.
Seek _______________ opportunities.
Monitor ________________.
Complete _______ and _________ on _____________.
Share ______ , desired ________, and hopes.
Openly discuss frustrations, problems, ______________ , ____________, and ____________.
Discuss ____________, opinions, and points of view ______________________. Focus on the task at hand.
Participate in creating and __________________________.
Take ______________ of asking for coaching and ____________.
Review _____________ to ___________________.
Be open to exploring ____________________ and ____________________ .
Share ____________________ and ____________________ .
Be coachable, ______________ ______ _______________, and open to __________.

Answer 18

Accountability
Development
their progress
tasks and assignments on time
goals, outcomes
setbacks, questions, and successes
assumptions
relative to their goals
implementing action plans
ownership, follow-up
progress to goals
new ideas and approaches
setbacks, barriers
willing to change, suggestions

Question 19

What is the most important role of the organization’s managers?

Answer 19

to develop their people

Question 20

Regular coaching conversations between managers and employees increase which two things among employees?

Answer 20

Productivity and engagement

Question 21

What is daily coaching replacing in performance management?

Answer 21

annual performance review

Question 22

An environment that’s motivating, engaging, and enhances employee development must be in place before managers start coaching.

What is the link between coaching and engagement?

Answer 22

• managers should establish expectations; when employees are involved in goal setting, they are 4x more engaged
• managers should coach continuously; when employees receive daily feedback, they are 3x more engaged
• Managers must create accountability through progress reviews throughout the year
• managers should connect employee performance and accountability measures to their IDP

Question 23

What should IDP conversations include?

Answer 23

discussion about career goals, future plans, and the strategy to reach them, which leads to clear expectations

Question 24

How are progress reviews different than annual performance reviews?

Answer 24

Progress reviews ensure employees know WHY they do what they do and connect this purpose to current achievements and future developments

Question 25

For a successful coaching conversation to occur, managers should know what 3 things?

Answer 25

• what the org needs from the employee
• what each employee is capable of
• each employee’s career goals

Question 26

What 3 basic coaching conversation topics do managers need skills in?

Answer 26

• Planning for coaching conversations: clearly articulating the situation, planning the convo in advance, and being a good listener
• Discussing strengths and development: talking about career growth, know about learning opportunities, and explain stretch opportunities
• Delivering constructive feedback: starting from a positive place, being specific, timely, and allowing for responses

Question 27

What is the COACH process (Bianco-Mathis, Roman, and Nabors)?

Answer 27

Current situation: describe and explore data, feedback, and the client’s perspective
Objectives: define goals, desired results, and measurable objectives
Alternatives: explore alternative approaches and ideas for how to reach designated objectives
CHoices: provide support as client makes their own choices

Question 28

On the manager’s part, what will increase the probability for a productive outcome?

Answer 28

Being prepared for any discussion

Question 29

What are some challenges managers may need to overcome?

Answer 29

• ## Anxiety and lack of confidence, especially if they don’t have experience

Question 30

What are two ways managers can prepare for coaching?

Answer 30

• Being prepared for any discussion will help with anxiety or lack of confidence
• Being ready with forethought and materials sets them up for a well-organized meeting, saves time, and sends the message that they care about their employees

Question 31

What will coaching not do?

Answer 31

It cannot solve all performance problems

For example, it can help an employee understand expectations and priorities or complete a task to performance standards, but it cannot solve a problem due to OBSTACLES, such as lack of resources, unrealistic expectations, or too many responsibilities

Question 32

What are some ways TD professionals can guide managers?

Help managers learn _______________ about developing their employees as they plan _____________.
Work with managers to analyze which _____________ would best fulfill the employee’s ability to accomplish ________.
Help managers rethink how __________________.
Make sure managers have a _________ mindset.
Help managers see the value in sharing information about _____________ and ___________ across the organization.
Demonstrate the value of _______________.
Show them how to complete an _______________.
Ensure that the manager is aware of _______________.

Answer 32

how to think; work assignments
skill improvements; more
they delegate work
growth
current operations and opportunities
career discussions
IDP
available resources

Question 33

Examples of resources available to managers for coaching?

Answer 33

People, information, abstract concepts (time, ideas), materials

Question 34

What are some examples of coaching approaches for managers? (up to 15)

Answer 34

Formal or informal
on-the-job or beyond
job shadowing
job rotations
stretch assignments
mentoring
social media
access to senior management
time to take on a new assignment
conferences
internal or external volunteering
training
self-development options
online learning
networking

Question 35

What are 3 ways/times that TD professional can encourage managers to engage in their employee’s formal training experiences?

Answer 35

• Before a learning event, help managers discuss their expectations for the training progra and how they can support transfer of learning, as well as possible metrics to measure program effectiveness
• During the event, encourage managers to visit the learners at a time that best supports the learner and their goals
• After the event, encourage managers to find ways for their employees to practice their new skills

Question 36

What is affective learning?

Answer 36

relates to the learners’ interests and motivations

Question 37

What is reflective learning?

Answer 37

helps learners analyze their learning experience and use critical thinking skills to improve future performance

Question 38

Characteristics of formal coaching?

Answer 38

• Help employees develop their own action plans
• Focus on performance development rather than professional development
• Ask hard/stimulating questions
• Use a structured approach
• Summarize and clarify discussion topics