coaching for improved performance. rules of thumb coaching - training – mentoring -
TRANSCRIPT
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Coaching for Improved
Performance
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Rules of ThumbCoaching -
Training –
Mentoring -
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Rules of ThumbCoaching - Improving a specific
skill or area, Coach facilitates and guides the process
Training –
Mentoring -
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Rules of ThumbCoaching - Improving a specific skill or
areaCoach facilitates and guides the
process
Training – Improving a specific skill or area
Instructor passes on knowledge
Mentoring -
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Rules of ThumbCoaching - Improving a specific skill or area
Coach facilitates and guides the process
Training – Improving a specific skill or area
Instructor passes on knowledge
Mentoring - Big picture, career & life
Mentor passes on experience/knowledge
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Developing you and your people through
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1997 Coaching Study
Public Personnel Management Washington, DC
31 managers underwent a conventional managerial training program that included goal setting, collaborative problem solving, practice, feedback, supervisory evaluation of end-results and a public presentation…..
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Productivity was increased by 22%
When the same group underwent 8 weeks of coaching in combination with the same type training…
Productivity was increased by 88%
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Coach
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Types of CoachingLeadership
Social interaction
Political Writing
Dress
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Truth or Myth?
Only weak or poor performers need
coaching.
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Did they need coaching?
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Did they need coaching?
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Coaching TruthCoaching is for anyone who
wants … to improve.
Coaching is for anyone who is willing … to look inward and improve.
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Coaching Starts …with You!How have I grown?
What changes have I made?
Could things be “even better?”
Leaders must make personal changes themselves, before asking
others to change.
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“My current leader excels in personnel
matters. In my last position my supervisor never went over my job standards or my job performance. No counseling sessions were ever conducted. My current leader gave me my job standards within 2 days of my new assignment and we’ve already had a mid-point counseling session. I’m looking forward to discussing my performance for this year with my new leader.”
Leadership Environment Survey
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What is Coaching? Learning/Career Counseling
Performance appraisal
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Case StudyBill is a 55 year old employee who has
been in the organization for 25 years.He is not computer savvy and can not
do the Excel spreadsheets required by his job.
You’ve sent him to training…3 times… and he still doesn’t get it. Your boss wants to send back for the 4th time.
Bill wants to succeed and is frustrated.
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So Many Opportunities! Needing feedback
Discovering how to open doors Overwhelmed with a
task/project Transition or change Build confidence Work-life balance Career development
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True or False?Your people
want Accountability.
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Your People
WorkhorsesLeft EndersMiddle
Performers
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“By treating everyone equally ‘nicely’, regardless of their contributions, you’ll simply ensure that the only people you’ll wind up angering are the most
creative and productive.”
~ Colin Powell
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The WorkhorsesThank them for their work & support.
Where the org. is going and why.
Tell them why they are important.
Ask them where they want to go.
Help them on the way.
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The Middle PerformersConscientious
Solid performance
Varying potential
Can use a push and guidance
Prime candidate(s) for coaching
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The Middle PerformersTell them where they stand.
Tell them your expectations.
Ask them where they want to go.
Develop a plan going forward.
Monitor, coach & re-evaluate
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Your People
Left Enders
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Inadequate job performance
Poor moral character
Refusal to conform
Dishonesty
Non-compliance
The Left Enders
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Reasons for non-compliance:
Don’t know
Know, but don’t know how
The Left Enders
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Training
Explanation
Demonstration
Practice
Reinforcement & Feedback
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The Left EndersReasons for non-compliance:
Don’t know
Know, but don’t know how
Know, but can’t do it
Know and can do it, but choose not to
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Dealing with Intentional non-compliance
Necessary for success
Toughest part of the job
Documentation is a must
Stay consistent within the team
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Truth or Myth?Coaches need to be an
expert and be masterful
to be effective.
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Get RealCoach
Expert
PSYCHO
Entertainer
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Coach vs. ExpertCoach
TeachGuideFacilitateAdvise
2 Sided
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Coach vs. ExpertCoach Expert
Teach InformGuide DirectFacilitate CompelAdvise Drive
2 Sided 1 Sided
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There are many components to effective listening. Use this inventory to evaluate your skills and identify areas for potential improvement.
Listening well isn’t simple. Even expert listeners benefit from periodic tune-ups.Circle a number next to each statement to reflect how frequently you perform that behavior: While someone is talking I:
Rarely Sometimes Often1. Plan how I am going to respond 5 4 3 2 1 2. Keep eye contact with the speaker 1 2 3 4 53. Take notes as appropriate 1 2 3 4 54. Notice the feelings behind the words 1 2 3 4 55. Find myself thinking about other things 5 4 3 2 16. Face the person who is speaking 1 2 3 4 57 .Watch for body language 1 2 3 4 58. Interrupt the speaker to make a point 5 4 3 2 19. Listen without immediately evaluating or judging 1 2 3 4 510. Ask questions for quick info, encouraging the speaker to continue 1 2 3 4 511. Repeat what I heard in my own words to check my understanding 1 2 3 4 5
Total: __/ / / / /
Add up the numbers from the answers you gave (possible range 11-55)If you scored from 45-55 you are an effective listener. Tune up your skills in the areas you scored the lowest.If you scored from 28-44 you are a good listener but have room for growth. Tune up one area at a time, practicing desirable behaviors (except 1,5,8) as you listen.If you scored below 28 your listening skills need an overhaul. Tune in on what others are trying to communicate; you are missing out on the benefits of better
listening.
Source: Harvard Business School (2003).Manage Mentor on Coaching. Harvard Business School Publishing
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Common Mistakes
Talking too much
Not really listening
Losing control of your emotions/frustration
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Coaching QuestionHow do you counsel your people, let
them know they are not meeting the standards and not upset them or…
Really tick them off!!!
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To documentor…
Not to document
Career developmentvs
Performance improvement
Is documenting always a negative?
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When not to Coach!
When the individual is unwilling to look inward or…
…is unwilling to work at improving!
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Case StudyBill has been with your company for 15 years and
is amiable when he wants to be. He does his job exceptionally well and runs a good project.
He gets along with most people but not temps or new employees. He is short tempered, especially when he is asked to share his knowledge.
You’ve tried hints but the behavior continues and he won’t accept that he is part of the problem.
Bill is also in the habit of showing up late or leaving early. When you talk to him about it, he says that he has earned the right to have “flexible” work hours after 15 years of hard work.
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CoachinCoachingg ToolsTools
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The Five Steps of Coaching
P Prepare
A Assess
P Plan
E Execute
R Review
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PrepareLook at the employee
Background
Performance record
Career possibilities (HR Liaison)
Legal/HR Considerations
Strengths AND Weaknesses
Develop YOUR Coaching Game Plan
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AssessCoach
History of the situation
The employee
360 Review
How to approach the issue & employee
BothJoint performance appraisal
Employee inputs
Affirm CONFIDENTIALITY
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PlanCollaborative review of assessment results.
Develop SMART goals.Milestones, action dates & metrics.Accountability and responsibilities.
Document and sign the action plans.
Schedule a follow on meeting plan.
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ExecuteMost of the work is done here.
Utilize both planned and spot coaching.
As coach, facilitate and manage the program … employee does the work.
Focus on performance, not impressions.
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ReviewReview action plans. On track?
MOE’s met?Setbacks? New issues?
Acknowledge and reward success. Analyze failure.
Ensure gains are acknowledged and consolidated.
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The Five Steps of Coaching
P Prepare
A Assess
P Plan
E Execute
R Review
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CoachingCoaching
ThoughtsThoughts
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Coaching Takes TimeDeveloping people is like mining gold. It takes a lot of dirt to find an ounce of gold.
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Coaching Means ChangePeople don’t resist change. They resist “being changed.”
People must be included in the process to accept the change.
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Great ExpectationsNot everyone will become a great coach or leader,
But you can always become a better coach and a better leader.
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CoachingIt’s for successful people who want
to be more successful…
It’s about a collaborative partnership…
It’s about owning the present and opening doors for the future…
It’s Leadership.
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