2014 Lead Training

Performance Coaching – How to Tap into the Strengths of your Employees

&Train the Trainer

Recognize practical ways to increase your communication & coaching

Identify ways to deal with difficult employees and build rapport through the power of appreciation

Learn strategies to increase your effectiveness as a trainer

Identify your style of communication and recognize ways to tap into the strengths of others

Understand and more fully value the communication preferences of different people

Discover how to better deal with conflict

Learn how to build collaborative relationships with others

Begin to map out action steps that will help you model service leadership

This workshop will not be

boring!

jandwyerbang.com/DOR

Carol K. Nelson, Director

Department of Revenue employees are committed to providing exceptional customer service.

Revenue is recognized nationally for its leadership, innovation and compliance. 

What is your desired outcome?

Communication

• Be direct• Be clear• Be human• Be flexible

Listening

• Empathetic Listening• Paraphrasing• Restatement• Body Language• Vocal and words• Eye Contact• Facial expressions• Silence

Questions

• Open Ended• Closed-Ended• Test Assumptions• Manage the conversation• Clarifying• Probing

Goals

Fears

Motivations

Ways of seeing the world

PPT 9-6

Considerations

Common Language

Safe for everyone to useSafe for everyone to use

Non-threatening Non-judgmental

23

The Workplace

Administering the DiSC Preview Assessment

It is not a test. You cannot pass or fail. There are no right or wrong

answers. There is no one style that is better

than another.

• DiSC® Preview helps us identify the different ways we behave so we can:

•Minimize potential conflict with others

•Maximize our potential for success

Purpose

Active

Thoughtful

Questioning Accepting

PPT 4-2PPT 4-3

Active

Thoughtful

Accepting

Questioning

PPT 4-4

Dominance

• Results• Solves problems• Direct communication

Get ‘er Done!

influence• Engaged• Collaboration• Persuasive

Let’s have fun!

Steadiness

• Stability• Teamwork• Listening

Why don’t we all get along and keep things the same?

Conscientiousness• Quality• High standards• Diplomatic

Do it right the first time

A Day in the Life

Describe what it is like to be your style

Use your profile and experience

Use words, statements, pictures, etc.

Consider the questions on the handout

Strengths Are…

• Extensions of our natural behavior.

PPT 5-5

PPT 4-2PPT 4-3

PPT 4-4

Thoughtful Steadiness

Accepting

Influence

Accepting

Steadiness

Active

Questioning

Dominance

PPT 4-7

Influence

Active

Dominance

Questioning Questioning

Conscientiousness

PPT 4-2PPT 4-3

PPT 4-4

Thoughtful Steadiness

Accepting

Influence

Accepting

Steadiness

Active

Questioning

Dominance

PPT 4-7

Influence

Active

Dominance

Questioning Questioning

Conscientiousness

Direct, results-oriented Expressive, Relationship

Analytical, Deliberate Supportive, Cooperative

PPT 4-15

My Value to the Organization

Behaviors in the extreme

OH-23

In normal situations

Under pressure

Extreme behavior

D In charge, decisive

Demands Leaves

i Persuasive, enthusiastic

Oversells Gives up Pouts

S Supportive, friendly

Gives in Acts hurt Accuses

C Careful Quiet Is indecisive Gets emotional Attacks

Conflict and StressConflict and Stress

PPT 6-2

D i

SC

Tends to:ASSERT

Tends to:SUPPRESS

PPT 6-16

D i

SC

Focuses on:FEELINGS

Focuses on:LOGIC

PPT 6-17

Responses to Conflict

PPT 6-17

WITHDRAWGoal: Justice

COMPLYGoal: Harmony

EXPRESSGoal: Acknowledgement

DEMANDGoal: Victory

Focuses on:FEELINGS

Tends to:SUPPRESS

Focuses on:LOGIC

Tends to:ASSERT

PPT 6-18

There is no best style.

All styles have strengths and limitations.

All styles can be more or less effective.

People are a mixture of styles.

PPT 7-3

There are no good or bad styles.

Remember That…

Introduction to People Reading

• Body Language• Posture• Use of hands• Facial expressions

• Tone• Pace• Inflection• Volume

• Words

PPT 7-4

Observable Behavior

No one has a “pure style”

People reading is not designed to label people

People reading can help us interact more effectively with others

PPT 7-12

Review

Step 1:

Recognize

People have different communication styles.

PPT 9-9

Step 2: Understand

Step 1:

Recognize

People have different

GoalsFearsMotivationsWays of seeing the world

PPT 9-10

Step 3: Adapt

D

C S

Step 2: Understand

Step 1:

Recognize

Develop productive interactions by adapting as needed.

D

C S

i

PPT 9-11

OH-23

What is your communication style?

What happens when you are stressed?

Identify what you need from the team to be effective.

As a team, talk about how you can work together.

Enhancing Team Effectiveness

OH-23

Is there a predominant style that describesyour team?

D culture – quick decisions, direct answers and a competitive atmosphere. Interpersonal communication may suffer in this environment and those less assertive may feel overwhelmed

i culture – energetic atmosphere, a focus on innovation, and lots of time spent in meetings or social gatherings. Those less people-oriented may be frustrated by the focus on group activities and poor planning and lack of details may prevent an I culture from implementing any ideas

OH-23

S culture – stability, predictability, and friendliness. Values strong teamwork and a management work-life balance. Stagnation may be a risk in this culture and efforts to move the organization forward may met with hesitation

C culture – quality, accuracy, and order. Cynical toward new ideas and trust usually has to be earned. The group may miss opportunities because it spends so much time analyzing and may resist growth for fear of lowering its standards

Is there a predominant style that describes your team?

OH-23

Implications of Group Culture

What does your group value the most? What types of behaviors does it reward? What does it encourage?

D culture - Results, independence, achievement, decisiveness, and success

i culture - Enthusiasm, optimism, collaboration, passion, and fun

S culture - Thoughtfulness, teamwork, humility, stability, and harmony

C culture - Accuracy, dependability, precision, competency, and quality

Action Planning

Coaching is partnering with individuals in a thought-provoking and creative process that inspires them to maximize their personal and professional potential…the coach’s job is to provide support to enhance the skills, resources, and creativity that the client already has.

-ICF – International Coaches Federation

Performance coaching is a one-to-one relationship that supports a person to improve aspects of their performance at work or work-life balance.  This may include particular working relationships, delegation or decision-making as well as overall career direction.

-ICF – International Coaches Federation

"Successful coaching is a mutual conversation that follows a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationships."

- Cindy Coe, Dennis C. Kinlaw and Amy Zehender, Coaching for Commitment

Basics of Coaching

• A coach takes an “ask” vs. “tell” approach.

• A coach guides another person through questions, not directives.

• A coach helps the person find their own answers and take action.

Basics of Coaching

• The tools of a coach are listening and asking powerful questions.

• Coaching can help all employees - not just the top or bottom performers.

Benefits of coaching

For the PBC(Person Being Coached)

For you as a Leader

Fresh perspectives New discoveries Better decision making Increased confidence Build commitment to

tasks Enhanced job

satisfaction

Engaged workers Cohesive teams Improved

communication Higher productivity Goal achievement Better results

The New Workplace

“We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other.”

-Daniel Goleman, Working with Emotional Intelligence

Trends in your industry

•Doing more with Less

•Value of Partnerships

•Need for safe & secure facilities

•Importance of accountability

•Budget issues

Coaching Assessment

Coaching Skills

Input–Observing – What the person

says; How the person communicates; themes and patterns; communication style

Coaching Skills

Input–Listening – Everything in

coaching hinges on listening.

W = Why

A = Am

I = I

T = Talking?

Coaching Skills

Output–Questioning –Powerful

questions invite possibilities, discoveries, and insights

Coaching Skills

Output–Informing – Helping the

person see things from a fresh perspective; offering your input.

Coaching Skills

Output–Encouraging – Affirm the

person, recognize forward movement, acknowledge accomplishment (Verbal and Non-Verbal forms)

Coaching Skills

Output–Challenging – Courageously

calling out certain behaviors; asking a penetrating question.

Steps of a Coaching Conversation

1. Establish focus2. Discover possibilities3. Plan the Action4. Remove the Barriers5. Recap

-Adapted from “The Coaching Conversation”, authored by Drs. Lee Smith and Jeannine Sandstrom

Coaching Model The Manager Tools: www.Manager-Tools.com

Resources

Plan

Goal

Act

Leadership and Learning

What Next?

GENERATIONS

Generation Timelinefrom Mixing and Managing Four Generations of Employees

Greg Hammill

Veterans, Silent's, Traditionalists

Baby Boomers Generation X, Gen X, Xers

Generation Y, Gen Y, Millennial, Echo Boomers

•Hard work•Duty before fun•Adhere to rules

“Your experience is respected”

•Workaholics•Work efficiently•Desire quality•Question authority“You are valued, you are needed”

•Eliminate the task•Self-reliance•Want structure and direction•Skeptical“Do it your way, forget the rules”

•Multitasking•Tenacity•Entrepreneurial•Tolerant•Goal oriented

“You will work with other bright, creative people”

TraditionalistsTake time to orient the Traditionalist

Talk in terms of big picture

Train them in technology

Use the personal touch in motivating

Honor their knowledge and experience

Baby BoomersProvide opportunities to work on

exciting projects that change the future of your agency

Use participative management & warm and respectful communication

Provide public recognition to honor their experience

Use coaching and offer training - Baby Boomers are life long learners

Provide interesting challenges to tap into their work expertise

Gen X’ers Reward this generation with freedom (Paid time off, relaxed

dress codes, open office designs - Repeat “We want you to have a life”)

Provide a fun and relaxed place to work

Provide leading edge technology, innovation, and hands off management

Give them lots of resources in a variety of media to learn and develop

Provide simultaneous tasks and projects- they are used to juggling

Millennials

Motivate this generation with tangible and intangible rewards (ability to work with other creative people, creating a fun environment, allowing them to participate in decisions)

Emphasize employee engagement and a sense of community

Help them learn, tune into their technology

Be approachable in your communication

Provide plenty of feedback

Importance of Modeling

“No one will believe you're serious until they see you doing what you're asking of others.”

-Jim Kouzes and Barry Posner, The Leadership Challenge

Train the Trainer

PRE Training

Preparation and Organization• Tailoring the training to the audience• Creating a logical flow in your training• Developing a training outline• Organizing Tips

Preparation Basics• Time limit• Who is the audience?• What does the audience already know? What do they want to

know?• Goal of your presentation• What can I realistically cover within the time limit• What is the material I MUST include?• What material can I cut or shorten?

“A well-designed training program is like a fishing pole, each section can stand on its own”

Your Initial Research

• WHY? (Why is this talk important and why am I doing it?)

• WHO? (The right speech to the “wrong” audience” is the wrong speech)– Level of people in audience– Technical people in audience?– Decision makers present?

• WHERE? (size of the room, lighting, table and chair set up)

• WHAT? (What am I trying to achieve in this talk?)– From Ed Scannell, Center for Professional Development and Training and Larry

Lottier, Dana Corporation

DURING Training• Make it about them - not about you• Make it relevant and interesting• Review key concepts throughout the training• Engage your audience• Seek feedback throughout your training• Ask stimulating questions that provoke

discussion

Stabilize your FEAR

PreparationPractice Successful experiencePositive Self-DialogueVisualizing

Quote for Thought

“The best way to conquer stage fright is to know what you are talking about.”

- Michael Mescon

POST Training• Create an effective evaluation form • So what? What next?• Encourage participants to review material and

apply the training in their work• Provide follow-up (if appropriate)• Observe those you trained to make sure they

are applying what they learned

Action Planning