oht c.1 objectives the participants will: identify characteristics of effective coaches.identify...

OHT C.OHT C.11

OBJECTIVESOBJECTIVES

The participants will:The participants will:

• Identify characteristics of effective Identify characteristics of effective coaches.coaches.

• Identify the similarities between effective Identify the similarities between effective coaches and effective leaders.coaches and effective leaders.

• Identify four critical coaching techniques.Identify four critical coaching techniques.

• Match coaching techniques with Match coaching techniques with subordinate performance.subordinate performance.

OHT C.OHT C.22

OVERVIEWOVERVIEW

• Characteristics of Effective CoachesCharacteristics of Effective Coaches

• The Leader as CoachThe Leader as Coach

• VisionVision

• Self-Confidence and HumilitySelf-Confidence and Humility

• Confidence in OthersConfidence in Others

• FlexibilityFlexibility

OHT C.OHT C.33

COACHINGCOACHING"Coaching is face-to-face leadership that pulls "Coaching is face-to-face leadership that pulls together people with diverse backgrounds, together people with diverse backgrounds, talents, experiences, and interests, encourages talents, experiences, and interests, encourages them to step up to responsibility and them to step up to responsibility and continued achievement, and treats them as continued achievement, and treats them as full-scale partners and contributors."full-scale partners and contributors."

Tom PetersTom Peters"A Passion for Excellence""A Passion for Excellence"

OHT C.OHT C.44

CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES

• VisionVision

• Self-confidenceSelf-confidence

• HumilityHumility

• Confidence in othersConfidence in others

• FlexibilityFlexibility

OHT C.OHT C.55

VISIONVISION

Having a mental image of a possible and Having a mental image of a possible and desirable future conditiondesirable future condition

Warren BennisWarren Bennis"Leaders""Leaders"

OHT C.OHT C.66

VISIONVISION

• Seeing beyond the obviousSeeing beyond the obvious

• Visualizing the big pictureVisualizing the big picture

• Future orientationFuture orientation

OHT C.OHT C.77

VISIONVISION

Seeing Beyond the ObviousSeeing Beyond the Obvious

• PotentialPotential

• UniquenessUniqueness

• SkillsSkills

OHT C.OHT C.88

VISIONVISION

THE BIG PICTURE THE BIG PICTURE

OHT C.OHT C.99

"I HAVE A DREAM"I HAVE A DREAM""

Martin Luther King Martin Luther King

OHT C.OHT C.1010

"SOME MEN SEE THINGS "SOME MEN SEE THINGS AS THEY ARE AND ASK AS THEY ARE AND ASK 'WHY?' I DREAM THINGS 'WHY?' I DREAM THINGS

AS THEY SHOULD BE AND AS THEY SHOULD BE AND ASK 'WHY NOT?'ASK 'WHY NOT?'

Robert F. Kennedy Robert F. Kennedy

OHT C.OHT C.1111

VISIONVISION

Future OrientationFuture Orientation

• Seeing failure as opportunitySeeing failure as opportunity

• Searching for improvementSearching for improvement

• Recognizing trendsRecognizing trends

OHT C.OHT C.1212

SELF-CONFIDENCESELF-CONFIDENCE

Self-esteemSelf-esteem

• Recognizing own abilityRecognizing own ability

• Pride in accomplishmentsPride in accomplishments

OHT C.OHT C.1313

SELF-CONFIDENCESELF-CONFIDENCE

Believing you can make a differenceBelieving you can make a difference

OHT C.OHT C.1414

SELF-CONFIDENCESELF-CONFIDENCE

Technical expertiseTechnical expertise

OHT C.OHT C.1515

HUMILITYHUMILITY

You need them more than they need you!You need them more than they need you!

FourniesFournies

OHT C.OHT C.1616

• If subordinates fail, so does the If subordinates fail, so does the leader!leader!

• If subordinates succeed, so does If subordinates succeed, so does the leader!the leader!

OHT C.OHT C.1717

LEADERSHIP PRIORITIESLEADERSHIP PRIORITIES

The leader's job is to do everything The leader's job is to do everything possible to help subordinates succeed.possible to help subordinates succeed.

OHT C.OHT C.1818

IGNORING SUBORDINATES IGNORING SUBORDINATES OR DELIBERATELY OR DELIBERATELY

CHOOSING NOT TO HELP CHOOSING NOT TO HELP THEM SUCCEED IS SELF-THEM SUCCEED IS SELF-

DESTRUCTIVE DESTRUCTIVE LEADERSHIP BEHAVIOR.LEADERSHIP BEHAVIOR.

OHT C.OHT C.1919

EFFECTIVE COACHES EFFECTIVE COACHES ACCEPT RESPONSIBILITY ACCEPT RESPONSIBILITY

FOR THE SUCCESS OR FOR THE SUCCESS OR FAILURE OF THE ENTIRE FAILURE OF THE ENTIRE

TEAM AND OF EACH TEAM AND OF EACH PLAYER.PLAYER.

OHT C.OHT C.2020

EFFECTIVE CO's ACCEPT EFFECTIVE CO's ACCEPT RESPONSIBILITY FOR THE RESPONSIBILITY FOR THE SUCCESS OR FAILURE OF SUCCESS OR FAILURE OF

THE ENTIRE COMPANY THE ENTIRE COMPANY AND OF EACH COMPANY AND OF EACH COMPANY

MEMBER.MEMBER.

OHT C.OHT C.2121

"I NEVER CRITICIZE A "I NEVER CRITICIZE A PLAYER UNTIL HE'S PLAYER UNTIL HE'S CONVINCED OF MY CONVINCED OF MY UNCONDITIONAL UNCONDITIONAL

CONFIDENCE IN HIS CONFIDENCE IN HIS ABILITY."ABILITY."

Coach John Robinson,Coach John Robinson, L.A. Rams L.A. Rams

OHT C.OHT C.2222

"INDIANA BASKETBALL COACH, "INDIANA BASKETBALL COACH, BOBBY KNIGHT, RANTS AND RAVES--BOBBY KNIGHT, RANTS AND RAVES--AND WINS. SAN FRANCISCO FORTY-AND WINS. SAN FRANCISCO FORTY-

NINER COACH, BILL WALSH, IS SO NINER COACH, BILL WALSH, IS SO COOL AND COLLECTED HE'S KNOWN COOL AND COLLECTED HE'S KNOWN

AS 'THE PROFESSOR'--AND WINS. AS 'THE PROFESSOR'--AND WINS. DESPITE DIFFERENT STYLES, BOTH DESPITE DIFFERENT STYLES, BOTH EXHIBIT COMPASSION, EMPATHY, EXHIBIT COMPASSION, EMPATHY, AND A BELIEF IN THE ABILITY OF AND A BELIEF IN THE ABILITY OF

EACH TEAM MEMBER."EACH TEAM MEMBER."

Tom Peters Tom Peters "A Passion for Excellence" "A Passion for Excellence"

OHT C.OHT C.2323

YOU GET WHAT YOU YOU GET WHAT YOU EXPECTEXPECT

What leaders What leaders expectexpect from their from their subordinates and how leaders subordinates and how leaders treattreat their subordinates usually their subordinates usually determinesdetermines their performance.their performance.

OHT C.OHT C.2424

YOU GET WHAT YOU YOU GET WHAT YOU EXPECTEXPECT

Subordinates, more often than not, Subordinates, more often than not, appear to do what they believe they appear to do what they believe they are expected to do.are expected to do.

OHT C.OHT C.2525

THE PYGMALION EFFECTTHE PYGMALION EFFECT

The powerful influence of one person's The powerful influence of one person's expectations on another person's expectations on another person's performance.performance.

OHT C.OHT C.2626

"YOU SEE, REALLY AND TRULY, "YOU SEE, REALLY AND TRULY, APART FROM THE THINGS APART FROM THE THINGS ANYONE CAN PICK UP (THE ANYONE CAN PICK UP (THE DRESSING AND THE PROPER DRESSING AND THE PROPER WAY OF SPEAKING, AND SO ON), WAY OF SPEAKING, AND SO ON), THE DIFFERENCE BETWEEN A THE DIFFERENCE BETWEEN A LADY AND A FLOWER GIRL IS LADY AND A FLOWER GIRL IS NOT HOW SHE BEHAVES BUT NOT HOW SHE BEHAVES BUT HOW SHE IS TREATED."HOW SHE IS TREATED."

My Fair Lady My Fair Lady

OHT C.OHT C.2727

HighPerformance

HighExpectations

OHT C.OHT C.2828

LowPerformance

LowExpectations

OHT C.OHT C.2929

PERSONAL FEELINGSPERSONAL FEELINGS

Tendency to Tendency to like like good performers and good performers and dislikedislike poor performers. poor performers.

OHT C.OHT C.3030

EFFECTIVE LEADERS EFFECTIVE LEADERS FOCUS ON SUBORDINATE FOCUS ON SUBORDINATE

BEHAVIORS (WORK BEHAVIORS (WORK PERFORMANCE), NOT ON PERFORMANCE), NOT ON

PERSONALITIES.PERSONALITIES.

OHT C.OHT C.3131

EVERY PLAYER IS EVERY PLAYER IS IMPORTANTIMPORTANT

OHT C.OHT C.3232

EFFECTIVE LEADERS GET EFFECTIVE LEADERS GET MAXIMUM PERFORMANCE MAXIMUM PERFORMANCE FROM EVERY INDIVIDUALFROM EVERY INDIVIDUAL

OHT C.OHT C.3333

"HE KNEW EVERY PLAYER "HE KNEW EVERY PLAYER WELL AND HE KNEW HOW WELL AND HE KNEW HOW

TO GET THE MOST FROM TO GET THE MOST FROM EACH."EACH."

A New York Yankee player A New York Yankee player about Casey Stengel about Casey Stengel

OHT C.OHT C.3434

"HE IS THE SMARTEST "HE IS THE SMARTEST FOOTBALL COACH WHO FOOTBALL COACH WHO EVER LIVED. HE IS VERY EVER LIVED. HE IS VERY SENSITIVE TO OTHER SENSITIVE TO OTHER PEOPLE'S NEEDS, AND PEOPLE'S NEEDS, AND PLAYERS RESPONND WELL PLAYERS RESPONND WELL TO THAT."TO THAT."

A Miami Dolphins playerA Miami Dolphins player about Don Shula about Don Shula

OHT C.OHT C.3535

COACHING TECHNIQUESCOACHING TECHNIQUES

• TrainingTraining

• CounselingCounseling

• ChallengingChallenging

• MentoringMentoring

OHT C.OHT C.3636

TRAININGTRAINING

• Correcting unsatisfactory behavior, Correcting unsatisfactory behavior, techniques, procedures, etc.techniques, procedures, etc.

• Maintaining necessary skillsMaintaining necessary skills

• Providing feedbackProviding feedback

• Orienting new employeesOrienting new employees

• Teaching new skillsTeaching new skills

OHT C.OHT C.3737

COUNSELINGCOUNSELING

• Working with someone to help them solve a Working with someone to help them solve a problemproblem

• Helping individual to recognize problem Helping individual to recognize problem existsexists

• Helping to identify causeHelping to identify cause

• Helping to work out solutionHelping to work out solution

• Helping to correct work behaviorHelping to correct work behavior

• Monitoring progressMonitoring progress

OHT C.OHT C.3838

THE COUNSELING THE COUNSELING INTERVIEWINTERVIEW

• PreparationPreparation• ScheduleSchedule• Define and present problemDefine and present problem• ListenListen• Discuss alternative solutionsDiscuss alternative solutions• Develop plan of actionDevelop plan of action• Follow up and encourageFollow up and encourage• Recounsel, if neededRecounsel, if needed

OHT C.OHT C.3939

CHALLENGINGCHALLENGING

Helping each person to maximize Helping each person to maximize his/her potential.his/her potential.

OHT C.OHT C.4040

MENTORINGMENTORING

Taking a personal interest in the Taking a personal interest in the career development of a promising career development of a promising subordinatesubordinate

OHT C.OHT C.4141

MENTORINGMENTORING

• Recognizing potential for Recognizing potential for advancementadvancement

• Fine-tuning skillsFine-tuning skills• Providing leadership opportunitiesProviding leadership opportunities• ExposureExposure• SellingSelling• Career developmentCareer development

OHT C.OHT C.4242

COACHING ANALYSIS MODEL #1COACHING ANALYSIS MODEL #1

DescribePresent

Performance

AnythingUnsatisfactory?

AboveSatisfactory?

EverythingSatisfactory?

DescribePerformanceDiscrepancy

Challenge Mentor

SkillDeficiency?Train Counsel

Yes No

OHT C.OHT C.4343

SATISFACTORY SATISFACTORY PERFORMANCEPERFORMANCE

• Meets minimum standards in all Meets minimum standards in all areasareas

• Completes assignments Completes assignments satisfactorily and on timesatisfactorily and on time

• Follows ordersFollows orders

• Understands and complies with Understands and complies with SOP'sSOP's

OHT C.OHT C.4444

ABOVE-SATISFACTORY ABOVE-SATISFACTORY PERFORMANCEPERFORMANCE

• Exceeds minimum standards in most Exceeds minimum standards in most areasareas

• Completes assignments with quality and Completes assignments with quality and timelinesstimeliness

• Completes routine tasks without Completes routine tasks without remindersreminders

• Frequently takes initiativeFrequently takes initiative

OHT C.OHT C.4545

UNSATISFACTORY UNSATISFACTORY PERFORMANCEPERFORMANCE

• Fails to meet minimum standards in one Fails to meet minimum standards in one or more areasor more areas

• Does not complete assignments Does not complete assignments satisfactorily and/or on timesatisfactorily and/or on time

• Does not follow ordersDoes not follow orders

• Ignores and/or violates SOP'sIgnores and/or violates SOP's

• Ignores and/or violates regulationsIgnores and/or violates regulations

OHT C.OHT C.4646

COACHING IS A DYNAMIC COACHING IS A DYNAMIC PROCESS WHICH PROCESS WHICH

RESPONDS TO CHANGING RESPONDS TO CHANGING INDIVIDUAL INDIVIDUAL

NEEDS/PERFORMANCENEEDS/PERFORMANCE

OHT C.OHT C.4747

AN EFFECTIVE LEADER AN EFFECTIVE LEADER CONTINUALLY MONITORS CONTINUALLY MONITORS

PERFORMANCE AND PERFORMANCE AND ADJUSTS HIS/HER ADJUSTS HIS/HER

APPROACH AS NEEDEDAPPROACH AS NEEDED

OHT C.OHT C.4848

A LEADER MAY HAVE TO A LEADER MAY HAVE TO USE DIFFERENT USE DIFFERENT

TECHNIQUES TECHNIQUES SIMULTANEOUSLY ON THE SIMULTANEOUSLY ON THE

SAME SUBORDINATESAME SUBORDINATE

OHT C.OHT C.4949

THE LEADER CANNOT THE LEADER CANNOT IGNORE A PERFORMANCE IGNORE A PERFORMANCE

PROBLEMPROBLEM

OHT C.OHT C.5050

TRAINING AND TRAINING AND COUNSELING ARE NOT COUNSELING ARE NOT PUNITIVE TECHNIQUESPUNITIVE TECHNIQUES

OHT C.OHT C.5151

COACHING ANALYSISCOACHING ANALYSIS MODEL #2 MODEL #2

Yes

Used to do it?No

Arrangeformal training

Yes

Used often?No

Arrangepractice Yes

Arrangefeedback

Adapted from The Training and Development Sourcebook

TR

AIN

ING

Skill deficiency?

No

Good performancepunishing?

Yes

Remove punishment

Non-performancerewarding?

Yes

Doesperformance

matter?Explainimpact

No

No

Goodperformancerewarding?

Providerewards

YesNon-

performancepunishing?

Explainpossibility

YesObstacles?

Removeobstacles

CO

UN

SE

LIN

G

Arrangepositive

consequence

OHT C.OHT C.5252

Yes Skill deficiency?

No

Used to do it?

Yes

Arrangeformal training

No

Used often?

Yes

No

Arrangepractice

Arrangefeedback

TR

AIN

ING

OHT C.OHT C.5353

Good performancepunishing?

Yes

Remove punishment

Non-performancerewarding?

Yes

Doesperformance

matter?Explainimpact

No

No

Goodperformancerewarding?

Providerewards

YesNon-

performancepunishing?

Explainpossibility

YesObstacles?

Removeobstacles

CO

UN

SE

LIN

GArrangepositiveconsequence

OHT C.OHT C.5454

POSITIVE POSITIVE REINFORCEMENTREINFORCEMENT

Providing positive consequences (rewards) Providing positive consequences (rewards) for good performancefor good performance

NEGATIVE NEGATIVE REINFORCEMENTREINFORCEMENT

Providing negative consequences Providing negative consequences (punishments) for poor performance(punishments) for poor performance

OHT C.OHT C.5555

Good performancepunishing?

Yes

Remove punishment

Non-performancerewarding?

Yes

Doesperformance

matter?Explainimpact

No

No

Goodperformancerewarding?

Providerewards

YesNon-

performancepunishing?

Explainpossibility

YesObstacles?

Removeobstacles

CO

UN

SE

LIN

GArrange positive

consequence

OHT C.OHT C.5656

CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES

• VisionVision

• Self-confidenceSelf-confidence

• HumilityHumility

• Confidence in othersConfidence in others

• FlexibilityFlexibility

OHT C.OHT C.5757

"COACHING INVOLVES PRAISE AND "COACHING INVOLVES PRAISE AND RECOGNITION (FOR EACH RECOGNITION (FOR EACH INDIVIDUAL). BUT IT ALSO INDIVIDUAL). BUT IT ALSO REQUIRES HELPING THE REQUIRES HELPING THE INDIVIDUAL/TEAM WITHSTAND INDIVIDUAL/TEAM WITHSTAND TOUGH TIMES AND INEVITABLE TOUGH TIMES AND INEVITABLE SETBACK, MAINTAINING MOMENTUM SETBACK, MAINTAINING MOMENTUM AND BUILDING SMALL SUCCESSES AND BUILDING SMALL SUCCESSES INTO A SOLID TRACK RECORD."INTO A SOLID TRACK RECORD."

Peters and AustinPeters and Austin