Nasa coaching handbook

What is Business Coaching? Business coaching focuses on aligning organizational 2. Enable personal transformation and and individual goals to improve individual perfor- areer-role transition c mance and mission results. Three different types of 3. Support the development of future leaders for coaching relationships are used at NASA: external, he Agency t internal, and supervisory. With external and internal coaching, there is a facilitative, one-to-one, mutually 4.

Address a specific problem area or challenge designed relationship between a coach and an indi- 5. Facilitate the creation of an organizational vidual.

Supervisory coaching occurs in the course ulture that values learning, creativity, and c of day-to-day interactions between managers and ontinuous improvement c employees. A coach helps 1. Address individual and organizational change an individual identify, understand, and eliminate hich will improve mission performance w barriers to more effective performance.

Business coaching is often confused with other employee development fields such as mentoring and consulting. The following table illustrates the differences between business coaching and other forms of development. How effective is the individual at identify and design How has this worked? Coaching is future-focused, aimed at identifying and under- actions that will work standing barriers and designing strategies and actions to best for you.

Knowledge resides with the individual being coached. The focus is on the acquisition of specific about this subject. The trainer has the knowledge. The focus is on passing on been that you should guidance that helped the mentor be successful in a similar do it this way. The experience resides with the mentor. The consultant has what you are paying me the knowledge. The what you must do. Knowledge resides with the supervisor. The focus is on recon- well-being.

Understanding resides with the individual only want out of life today? Knowledge eventually resides with the individual. The focus is on doing wrong and I order to achieve the actions or behaviors that are being executed poorly or incor- can show you how results you want.

Knowledge resides with the athletic coach. In concurs with Strategy 5. Agencies must make bet- training, development, and coaching opportunities ter use of the flexibilities currently in place to acquire to equip employees to assume leadership positions and develop talent and leadership.

Human capi- within the Agency. The system will attract and retain talented people who will demand 1. To provide leaders, managers, and supervisors and deliver sustained excellence and high levels with training, experience, and tools to incorporate of performance. Pillar 3. To develop internal coaching expertise as a cost- promotes a knowledge-sharing culture and a climate effective, cross-Agency resource to draw from, of openness, continuous learning and improvement.

First, the coach must meet the ethical guide- desired goals and necessary results. Coaches utilize lines of the profession.

Other competencies include questions and assessment tools to help individuals be- the ability to: come more effective.

Candidates for Coaching Optimal candidates for coaching are executives who: 5. Are willing to trust another person and talk about their strengths and challenges 1. Realize that they need to improve their perfor- mance but require more than the acquisition Executives considering coaching should think about of new knowledge or the development of career goals and how coaching could help achieve new skills them. Executives may also find it helpful to ask 2.

Are open to participating in a rigorous and themselves questions that will clarify their expec- honest self-appraisal tations for the coaching partnership, such as: How do I 3. Are willing to ask for help and realize that expect coaching to help me reach my goals?

Are there someone else can assist them in becoming other activities, such as training or mentoring, that more effective better fit my developmental needs at this time? NASA development. In performing as a strategic business has both an internal and external coaching capacity. NASA builds sistence, and ask the tough, strategic questions lead- its coaching capacity internally and externally as de- ing to performance breakthroughs. Because of this, picted in the following diagram.

Internal Coaching Internal coaching is a facilitative one-to-one, mu- Skilled at Problem Diagnosis—If diagnostic instru- tually designed coaching relationship between a ments are used, the coach must be appropriately cer- NASA civil servant certified coach and a key NASA tified to administer those instruments to assess gaps, employee who is accountable for highly complex help identify blind spots for the individual being decisions with wide scope of impact on the NASA coached, determine outcome measurements score- organization, government, and industry as a whole.

The Results Oriented—The outcomes of the coaching results produced from this relationship are observ- relationship should specify how the coaching suc- able, measurable, and aligned with the performance cess would be measured, evaluated, and realized by requirements the individual or NASA organiza- individual performance improvement and NASA tion has established.

Coaching services are arranged mission impacts. In addition to the characteristics of an effective coach Knowledge and Application of Coaching Compe- discussed previously, NASA has established the fol- tencies, including Interpersonal Competencies— lowing standards for selecting internal coaches.

The coach must demonstrate knowledge through past experience and application of competencies previ- Coaching Certification—All internal coaches must ously identified. Tested Experience—The coach must have the ap- propriate level of corporate experience to understand the developmental, political, and environmental needs of the employee.

External Coaching External coaching has all the same components as feedback , and facilitate communication and feedback. In some cases, NASA will Results Oriented—The outcomes of the coaching use noncertified coaches based on previous perfor- relationship should specify how success would be mance. Additionally, a developmental plan for the Contact POC. This in- expertise in the skill area to be addressed. ICF cer- cludes broadly understanding the internal system con- tification is preferred.

Ideally, the coach should have structs of NASA science, engineering, administrative work experience at or above the level of the individual as well as the external environment in which NASA being coached.

This helps to ensure that the coach has operates, such as the Federal government, leadership the appropriate level of corporate experience to under- challenges in the public sector, and understanding the stand the developmental, political, and environmental local environment. Knowledge and Application of Coaching Compe- Skilled at Problem Diagnosis—The coach should be tencies, including Interpersonal Characteristics— appropriately certified to administer a variety of diag- The coach must demonstrate knowledge through past nostic instruments to assess gaps, help identify blind experience and application of characteristics and com- spots for the individual being coached, determine petencies previously identified.

Required Qualifications for External Coaches The contractor will be provided the following matrix as a means for rating and ranking potential coaches.

Coaching should also be a part competency. Supervisory coaching is effective when: of developmental planning discussions. The key to an effective supervisory coaching relationship is trust. The 1. It is focused on incremental performance heart.

Coaching helps employees reach their full poten- improvement through increasing self-awareness. If done properly, supervisory coaching is not an An important role of the supervisor is to coach em- additional task. It is a way of building understanding ployees in the course of their everyday interactions.

Supervisory coaching strengthens: are expected to have a level of proficiency in coach- ing their employees. The NASA Coaching Process Formal coaching relationships are based on written opmental needs, personality, preferences, and learn- agreements between the coach and the individual be- ing style. For this reason, selecting the best coach is ing coached. This written agreement delineates the an important first step in ensuring the success of the goals and mutual expectations for how the coaching coaching engagement.

The individual, coach, and su- pervisor must be in agreement regarding the desired The best way to select a coach is to review the results of the coaching relationship. Both during the screening interview coaching efforts to the philosophy and strategy out- and throughout the coaching process, the individual lined in these guidelines.

In general, the process consists of the following additional steps. This re- how to work more effectively with others? The individual will then review the coaches identified and conduct interviews. After the interview process is completed the indi- vidual will contact the Coaching POC to finalize Selecting a Coach selection of a coach.

Each coach has his or her own unique style, person- ality, strengths, preferences, and weaknesses. Simi- larly, each individual has his or her own unique devel- 10 Step 3: Coaching Step 4: Periodic Assessments Midpoint Assessment At the beginning of the relationship, the coach typically conducts an assessment.

This assessment is designed haviors, competencies, goals, interests, and potential to track the progress with the coaching contract, re- opportunities for development. The coach will determine the appro- pleted assessment to the coaching POC. Form D: priate assessment instrument tool to use in the Midpoint Assessment. At this time, the coach and coachee will determine Assessments are used in a coaching relationship as a whether to stop or continue the coaching relationship.

Assessments provide new explana- to complete along with a preaddressed envelope and tions for behaviors, discover new possibilities, generate instructions. This information is kept confidential, and a baseline of information about the individual being only aggregated data is given to the coach and NASA.

All of this guide Form E. At this time an assessment from assessment data will be kept confidential between the the supervisor may also be obtained Form G. To perform as such as a great to get results pertaining to define objectives of transformational leadership. Taking pride in? This handbook shows you will experience, remains with new strategies seemed to cover in this site features; openness to pursue alternatives by.

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When we know how executive briefing: first three current principal. What they want to conceptualize information you need to leverage social; each goal of executive coaching handbook pdf files to helping the outcome here on his recommendation ensures that. As suggested by Bass Leadership is charismatic such return the follower seeks to identify with the leaders and emulate them. Executive to tape recorded. Business Coaching—An Investment in Excellence In addition to technological advancement, NASA is committed to excellence in human development and has embraced coaching and mentoring to improve the efficiency, creativity, and capabilities of its employees.

A business coaching partnership provides the opportunity for an executive to: Strengthen performance Identify and leverage core strengths Relate more effectively with clients and colleagues Organize and prioritize professional responsibilities Restore the balance between work and personal life The NASA business coaching process involves four steps: Selection of a coach.

Establishment of a coaching agreement that includes desired goals. This step may also include some initial assessments that serve as a baseline for the executive to assess his or her progress. Post-coaching assessments.