How you can coach your boss?

By giving better performance through my work

By giving better performance through my work.

Make very objective presentation ppt to put across your point and send him requesting him to review in his spare time and comment on the presenation.

1) Clarity – Before you have the conversation get clear and specific on what you want to communicate.
Start with acknowledging what’s working well as it creates a positive environment where the employee can be more open to listening.
Get clear on the following: What working well? What employee strengths have created that? What are the specific behavior changes that will serve the coachee in the future? What specific words will I use to describe the positive and derailing behaviors? Specificity is really important when giving feedback.
And specificity is hard when we’re giving feedback on “softer” behaviors like a person’s self-confidence or the way they dress.
“You need to have more self-confidence” is not exactly helpful as I’m not sure what behavior change is required.
On the other hand, you can be more specific by saying “your posture and the intonation of your sentences reflected that you didn’t have complete confidence in your own expertise”.2) Compassion – It’s hard to give feedback.
We often tie ourselves up in knots because we make giving the feedback about us rather than a behavior change that will serve the coachee.
Some of us are averse to conflict or we have a desire to be liked so we avoid giving feedback.
To be an effective coach we need to be clear and compassionate toward ourselves first so we get our own beliefs out of the way.
Practicing self-compassion is a way to do that.
Compassion for the coachee helps us put ourselves in their shoes and have a more emotionally intelligent conversation.
How we say something is much more important than what we say.
Some of my best bosses gave me very direct feedback.
They did it in a way that it was clear that they were on my side and believed in my potential.
Start your conversation with the mindset that all feedback is a gift Let the employee know that you’re both working toward the same goal of helping them reach their potential After the feedback ask the employee what support they need from you to respond to the coaching you gave them If giving the feedback is still a bit uncomfortable for you, experiment with being vulnerable and simply stating “I wish I was more practiced at giving feedback” creates an environment of greater trust and authenticity for the conversation.
They can probably read your discomfort anyway!3) Curiosity – Coaching conversations are more about listening and asking good questions than talking.
The rule I like to follow as the coach is90/10.
Do90% of the listening and10% of the talking.
Ideally, the talking happens in the form of questions that help the coachee discover the answers within themselves.
If you happen to be the coachee, the90/10 rule applies as well.
Do90% of the listening and10% of the talking.
Two people doing90% of the listening makes for a great coaching conversation! When we come from a place of curiosity rather than judgment or attachment to our own point of view, new insights can appear and solutions can be co-created that will help us capture stronger commitment (see below).
It helps if you invite the coachee to give you their point of view first.
The questions that invite curiosity are: “What did you do well? What strengths did you use to achieve that?” “What were things you could have done better? What strengths can you use to achieve that?” “Here’s what I observed in terms of what you could have done better (be specific).
How do these resonate for you?” “If you were able to master these behaviors how would this help you?” (this is a great question to understand what motivates your coachee).4) Confirmation – Feedback conversations are difficult because our own emotions are often caught up in them (both on the side of the coach and the coachee).
When emotions get involved it’s hard to really listen clearly (more on this in the blog post “Listen to how you Listen”.
So seek confirmation that you’re both on the same page.
Pay attention to not just what’s said but also what you observe in the body language.
Here are some good ways to do that: Start by restating your understanding of what the other person said.
Then ask “Did I understand you correctly?” “I can see that you’re surprised by the feedback.
Am I reading that correctly?” Acknowledging emotion is a great way to have a more authentic conversation.5) Commitment – The end result of any great coaching conversation is a clear commitment to results and a strengthened trust in the relationship.
Ways to capture commitment is to be specific in the list of agreements.
Here are some good questions to ask: “What are the most important takeaways for you from this conversation?” “What are the new behaviors that you will practice?” “What are follow-up action items that are important, by whom and by when?” “What will success look like when these actions are taken?” “How would this success help you?” “What are some ways we will want to keep track of progress?”

Managers like employees are subject to error.
Their time is limited.
And nerves taut.
They are not geniuses or philosophers nor Mosusaan the know everything and answer for each question and because the managers of the staff, they are not the enemies of evil, nor angels Abrar.
Management Gateway might look your boss in a strange or suspicious to many people because of the traditional management style, which applies in most institutions and companies, people do not realize the importance of creating a good relationship between the employee and his boss, but for personal reasons or opportunism.
But we're not going to (survey Goukh), but we use that phrase to express your conscious with your boss in order to obtain the best possible results for you has and operated by the institution alike.
Proved to new research that a successful manager is keen to form a good relationship with his subordinates and that there are managers talented ignore such a relationship despite their supervision on several subordinates, products, markets and technologies while subordinates make negative attitudes that ignore leading to cracks in the relationship and the institution.
I understand your boss Require your department to your boss to understand very well and this means that the estimated goals and realize the magnitude of the pressure it faces.
The strengths and weaknesses: - What are the goals of personal and institutional boss? What are the pressures faced especially by the boss or colleagues.
- What are the moments of brilliance and dampened enthusiasm? - Do you prefer to get information through memos or phone calls or meetings? Without that information will not be able to understand your boss and you will look like a book closed and becomes falling into the problems of misunderstanding and conflict inevitable side.
Understand yourself President represent half the relationship and are you the other half, which has capability improvement and development of the relationship, and requires a good relationship between you know your needs and your style, your strengths and weaknesses.
Relationship Management When you crystallize your understanding of yourself and your boss can find work style that Enaspkma together, the spectrum through clear expectations and mutual Fessaadkma Malk to increase productivity and these are some elements of the relationship between superior and subordinate.
Make sure you understand your boss and his environment includes: - Goals and objectives - Pressures - Strengths and weaknesses and moments Alinkfa and extinction - Preferred method of work Select your ego and needs and this includes: - Strengths and weaknesses - Personal style - Displacement to power and reliance on regulations or strength of character Developing a good relationship: - Reconcile Hajatkma and Oslubkma - The exchange of information and expectations - President briefing everything - Reliance, trust and honesty - Investment time president and enterprise resource well In conclusion, the presidents, like employees are exposed to error and time limited and are not necessarily geniuses may not have the note encyclopedic to answer every question and solve every problem as the managers are not the enemies of evil, nor angels Abrar understand like the rest of creation them their needs and desires and problems and therefore your relationship with your boss is your responsibility and not the responsibility of your management or even your boss.

Sorry but I think you are missing the idea of "coaching" , if you can coach your boss then you are in the wrong place.