leadership iii: coaching leadership iii strategies for supervisory success

Leadership III: CoachingLeadership III: Coaching

LEADERSHIP IIILEADERSHIP III

STRATEGIES FORSTRATEGIES FOR

SUPERVISORY SUCCESSSUPERVISORY SUCCESS


LEADERSHIP IIILEADERSHIP III

Situational LeadershipSituational Leadership DelegatingDelegating

CoachingCoaching DisciplineDiscipline

SITUATIONAL LEADERSHIPSITUATIONAL LEADERSHIP

DirectingDirecting CoachingCoaching SupportingSupporting DelegatingDelegating


OBJECTIVESOBJECTIVES

Identify characteristics of effective Identify characteristics of effective coachescoaches

Identify the similarities between effective Identify the similarities between effective coaches and effective leaderscoaches and effective leaders

Identify four critical coaching techniquesIdentify four critical coaching techniques Match coaching techniques with Match coaching techniques with

subordinate performancesubordinate performance


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


ACTIVITY 1ACTIVITY 1

(Large group exercise)(Large group exercise)

Name some effective coaches you Name some effective coaches you have known.have known.

List the characteristics that made List the characteristics that made them effective.them effective.


COACHING = ?COACHING = ?

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

Tom Peters, “A Passion for Excellence”Tom Peters, “A Passion for Excellence”


CHARACTERISTICS OF CHARACTERISTICS OF EFFECTIVE COACHESEFFECTIVE COACHES

VisionVision Self-ConfidenceSelf-Confidence HumilityHumility Confidence in othersConfidence in others FlexibilityFlexibility


VISION = ?VISION = ?

““Having a mental image of a Having a mental image of a possible and desirable future possible and desirable future condition.” Warren Bennis condition.” Warren Bennis

Communicating that vision to Communicating that vision to others in such a way that they others in such a way that they want to take part in working want to take part in working towad it.towad it.


VISION VISION

Seeing beyond the obviousSeeing beyond the obvious

Visualizing the big pictureVisualizing the big picture

Future OrientationFuture Orientation


VISION: SEEING BEYOND VISION: SEEING BEYOND THE OBVIOUSTHE OBVIOUS

PotentialPotential

UniquenessUniqueness

SkillsSkills


VISION:VISION:THE BIG PICTURETHE BIG PICTURE

““I HAVE A DREAM”I HAVE A DREAM”

Martin Luther Martin Luther KingKing


VISION:VISION:THE BIG PICTURETHE BIG PICTURE

““Some men see Some men see things as they things as they are and ask, are and ask, ‘Why?’ I dream ‘Why?’ I dream things as they things as they should be and should be and ask, “Why not?’”ask, “Why not?’”

Robert F.KennedyRobert F.Kennedy


VISION:VISION:FUTURE ORIENTATIONFUTURE ORIENTATION

Seeing failure as opportunitySeeing failure as opportunity

Searching for improvementSearching for improvement

Recognizing trendsRecognizing trends



Recognizing trendsRecognizing trends

(Four small groups)(Four small groups)

(SM C.5)(SM C.5)


SELF CONFIDENCESELF CONFIDENCE

Self-esteemSelf-esteem• Recognizing own abilityRecognizing own ability

• Pride in accomplishmentsPride in accomplishments Believing you can make a Believing you can make a

differencedifference Technical expertiseTechnical expertise


HUMILITYHUMILITY

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

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!


LEADERSHIP PRIORITIESLEADERSHIP PRIORITIES

The leader’s job is to do all that The leader’s job is to do all that is possible to help subordinates is possible to help subordinates succeed.succeed.

Ignoring subordinates or Ignoring subordinates or deliberately choosing not to help deliberately choosing not to help them succeed is self-destructive them succeed is self-destructive leadership behavior.leadership behavior.


Effective coaches accept responsibility Effective coaches accept responsibility for the success or failure of the for the success or failure of the entire team and of each player.entire team and of each player.

Effective Company Officers accept Effective Company Officers accept responsibility for the success or responsibility for the success or

failure of the entire company and of failure of the entire company and of each company member.each company member.


““I never criticize I never criticize a player until a player until he’s convinced he’s convinced of my of my unconditional unconditional confidence in his confidence in his ability.”ability.”

Coach John RobinsonCoach John Robinson

L.A.RamsL.A.Rams


““Indiana basketball coach, Bobby Knight, Indiana basketball coach, Bobby Knight, rants and raves--and wins. San rants and raves--and wins. San Francisco Forty-Niner coach, Bill Walsh, Francisco Forty-Niner coach, Bill Walsh, is so cool and collected he’s known as is so cool and collected he’s known as ‘the professor’--and wins. Despite ‘the professor’--and wins. Despite different styles, both exhibit different styles, both exhibit compassion, empathy, and a belief in the compassion, empathy, and a belief in the ability of each team member.”ability of each team member.”

Tom Peters, “A Passion for Excellence”Tom Peters, “A Passion for Excellence”


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.

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


PYGMALION EFFECT = ?PYGMALION EFFECT = ?

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

““You see, really and truly, apart from the You see, really and truly, apart from the things anyone can pick up, the dressing things anyone can pick up, the dressing and the proper way of speaking and so on, and the proper way of speaking and so on, the difference between a lady and a flower the difference between a lady and a flower girl is not how she behaves but how she is girl is not how she behaves but how she is treated.” treated.” My Fair LadyMy Fair Lady


PYGMALION EFFECTPYGMALION EFFECT

HighHigh

ExpectationsExpectations

==

HighHigh

PerformancePerformance


PYGMALION EFFECTPYGMALION EFFECT

LowLow

ExpectationsExpectations

==

LowLow

PerformancePerformance


PERSONAL FEELINGSPERSONAL FEELINGS

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

(L.P.C. Test)(L.P.C. Test) How do you act.......?How do you act.......?



... focus on subordinate ... focus on subordinate behaviorsbehaviors (work performance), (work performance), not on not on personalitiespersonalities..

……get maximum performance get maximum performance from every individual.from every individual.



““He knew every player well and he He knew every player well and he knew how to get the most from knew how to get the most from each.”each.”

A New York Yankee playerA New York Yankee player

about Casey Stengelabout Casey Stengel



““He is the smartest football coach He is the smartest football coach who ever lived. He is very who ever lived. He is very sensitive to other people’s sensitive to other people’s needs, and players respond well needs, and players respond well to that.”to that.”

A Miami Dolphins playerA Miami Dolphins player

about Don Shulaabout Don Shula


COACHING TECHNIQUES:COACHING TECHNIQUES:FLEXIBILITYFLEXIBILITY

TrainingTraining

CounselingCounseling

ChallengingChallenging

MentoringMentoring


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


COUNSELINGCOUNSELING

Working with someone to help them Working with someone to help them solve a problemsolve a problem

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


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


CHALLENGINGCHALLENGING

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


MENTORINGMENTORING

Taking a personal interest in the Taking a personal interest in the career development of a career development of a promising subordinate.promising subordinate.


MENTORINGMENTORING

Recognizing potential for Recognizing potential for advancementadvancement

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


COACHING TECHNIQUESCOACHING TECHNIQUES

TrainingTraining

CounselingCounseling

ChallengingChallenging

MentoringMentoring


COACHING ANALYSIS COACHING ANALYSIS MODEL #1MODEL #1

(O.H.T. C.42)(O.H.T. C.42)


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


ABOVE SATISFACTORY ABOVE SATISFACTORY PERFORMANCEPERFORMANCE

Exceeds minimum standards in Exceeds minimum standards in most areasmost areas

Completes assignments with Completes assignments with quality and timelinessquality and timeliness

Completes routine tasks without Completes routine tasks without remindersreminders

Frequently takes initiativeFrequently takes initiative


UNSATISFACTORY UNSATISFACTORY PERFORMANCEPERFORMANCE

Does not meet minimum Does not meet minimum standards in one or more areasstandards in one or 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’s Ignores and/or violates SOP’s

and/or regulationsand/or regulations


THOUGHTS ABOUT THOUGHTS ABOUT COACHINGCOACHING

Coaching is a dynamic process, Coaching is a dynamic process, responsive to changing individual needs & responsive to changing individual needs & performance.performance.

An effective coach monitors performance An effective coach monitors performance and adjusts his/her approach as needed.and adjusts his/her approach as needed.

Training and counseling are not punitive Training and counseling are not punitive techniquestechniques

The coach cannot ignore a performance The coach cannot ignore a performance problemproblem!!!!


COACHING ANALYSISCOACHING ANALYSISMODEL #2MODEL #2

(O.H.T. C.51)(O.H.T. C.51)



Matching Coaching Techniques to Matching Coaching Techniques to Subordinate PerformanceSubordinate Performance

(4 small groups)(4 small groups)

(SM C.13)(SM C.13)


POSITIVE REINFORCEMENT = POSITIVE REINFORCEMENT = Providing positive consequences Providing positive consequences (rewards) for desired performance.(rewards) for desired performance.

NEGATIVE REINFORCEMENT = NEGATIVE REINFORCEMENT = Providing negative consequences Providing negative consequences (punishments) for undesired (punishments) for undesired performance.performance.



VisionVision Self-ConfidenceSelf-Confidence HumilityHumility Confidence in othersConfidence in others FlexibilityFlexibility


Coaching involves praise and recognition Coaching involves praise and recognition (for each individual). But it also (for each individual). But it also requires helping the individual/team requires helping the individual/team withstand tough times and inevitable withstand tough times and inevitable setbacks, maintaining momentum and setbacks, maintaining momentum and building small successes into a solid building small successes into a solid track record.track record.

Peters and AustinPeters and Austin

leadership iii: coaching leadership iii strategies for supervisory success

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