Breaking the Law of Limited Performance Not to be used in training without prior permission from Integrity Solutions

Transcription

1 Breaking the Law of Limited Performance Not to be used in training without prior permission from Integrity Solutions

2 Tips for the Webinar (800) Tweeting? Please use these and #TIwebinars

3 Training Industry Webinars (800) Tweeting? Please use these and #TIwebinars

4 Today s Presenters Steve debree Lisa Bullock

5 What You ll Discover Business and Management Drivers for Success Myths and Other Factors that Impact Managers Success The Impact of The Law of Limited Performance And How to Solve Shifting Management Mindsets and the Coaching Culture Critical Steps for Achieving Business Results

6 Bridging the Talent Gap 77% of senior executives surveyed said frontline managers are fundamental to achieving business goals Only 20% of senior executives believe frontline managers are capable of developing talent Harvard Business Review Services Report

7 What challenges are we trying to solve? POLL: Select top two Managing competitive pressures Challenged to do more with less Lacking accountability with low employee productivity Developing an engaged workforce Moving the needle on sales and/or business results

8 HOW ARE MANAGERS RESPONDING TO BUSINESS CHALLENGES?

9 HOW ARE MANAGERS RESPONDING TO BUSINESS CHALLENGES?

10 Managers Beliefs Causing them to fall short POLL: Select top two I turn up the heat, and they JUMP! I ll ask my high performers to step up, to help me hit goals My job is to take up the slack for low performers I tell them what they are doing wrong, it s JUST not working! My people have plateaued, they ll never change

11 My primary job is to run the business I don t have time My job is to troubleshoot How am I going to get the real work done if I m out there coaching?

12 Coaching isn t a priority They don t pay me to coach; I just have to hit the numbers I can t fit coaching into my schedule It isn t going to impact my success as a manager

13 It s not part of our culture We coach once every year My leader doesn t coach me They either sink or swim in our company

14 Coaching is confrontational I don t want to say something I ll regret There s going to be a looooong argument I hate getting pushback

15 Half of my employees have plateaued There s really no hope for improvement You get what you get I ve told them what to do what else can I say?

16 Law of Limited Performance People soon discover the level of performance managers will settle for and then gravitate to that level Managers then assume that s all people are capable of achieving, so they accept it as fact and quit challenging them to get better So, both reinforce what the other believes

17 Where is it? How do we tap into it?

18 Three Dimensions I THINK Intellectual I FEEL Emotional I AM Creative/ Unconscious

19 How We Form Beliefs X

20 How We Form Beliefs Actions Feelings X Behaviors Abilities

21 How We Form Beliefs Performance tends to be consistent with the level of our inner beliefs Actions Feelings X Behaviors Abilities

22 The Prime Directive of Coaching Coaching is improving performance through building people and continually developing their potential Actions Feelings Behaviors Abilities

23 5 Steps for Breaking Through 1 Ask open ended questions 2 Listen for perceived limitations and current belief boundaries 3 Set incremental goals just beyond those boundaries 4 Use praise to reinforce success 5 Treat failure as learning

24 Shifting Management Focus Support Employee Growth and Success Understand Employee Viewpoint and Constraints Develop Future Focused Conversations Create Employee Self Discovery

25 Perspective Why? How? Support Employee Growth and Success Understand Employee Viewpoint & Constraints Develop Future Focused Conversations Increases engagement and bench strength Identifies the root cause of challenges, either business specific or behavioral Develops a shared purpose of delivering on goals and objectives Express a genuine desire to help the employee succeed Ask open-ended questions on employee aspirations Create an environment of trust, without judgment Ask open-ended questions regarding challenges Use follow-up questions to uncover root causes Link employees actions with organizational goals Look for future possibilities, versus gotcha conversations Ask questions that tap into employee creativity Create Employee Self Discovery Ignites intrinsic motivation & new solutions Ask employee to come up with their own solutions Avoid jumping to telling them your solution Flush out options and accountabilities with questions

26 Shifting Management Mindsets From Making assumptions about behavior Limited belief in others Pushing your agenda Making assumptions about whether people really change Towards Understanding causes of employee behavior Employees will rise to meet your expectations of them Seeking to understand what s important to employees Stretching employee belief boundaries

27 What are your managers key coaching challenges? POLL: Select top two Shifting their view of coaching Conducting conversations confidently and competently Creating an atmosphere of trust Making coaching a priority Believing in a greater number of their employees

28 Coaching Pays Off! Coaching-enabled firms achieve an 11% higher better team sales quota attainment, a 14% shorter average sales cycle, dropping turnover by 3% Aberdeen Group: Let s Make a Deal, Best-In-Class Coaching Can Shorten Your Sales Cycle In companies where both leaders and managers are perceived by employees to be effective, 72% of employees are engaged Towers Watson: Global Workforce Study Organizations who effectively prepare managers to coach experience 130% stronger business results and 39% higher employee engagement and productivity When coaching starts at the top, business results increase by an additional 21% Bersin& Associates:High-Impact Performance Management: Maximizing Performance Coaching

29 The only way we grow as leaders is by stretching the limits of who we are doing new things that make us uncomfortable but that teach us through direct experience who we want to become Such growth doesn t require a radical personality makeover Small changes in the way we carry ourselves, the way we communicate, the way we interact often make a world of difference in how effectively we lead HERMINIA IBARRA Cora Chaired Professor of Leadership and Learning Professor of Organizational Behavior at INSEAD

30 More from Integrity Solutions Our clients say We become part of the way they do business Performance Improvement Solutions Leadership and Coaching, Sales, Service, Communication Proven behavior change process Addresses both skill and will issues of performance improvement integritysolutionscom twittercom/sell_integrity linkedincom/company/integrity-solutions-llc slidesharenet/integritysolutionstraining To reach Integrity Solutions: Please us at OR Call us at (800)

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33 Thank You! On behalf of Training Industry, thanks to: Today s speakers: Steve and Lisa Our sponsor: Integrity Solutions And all of you for attending! Questions or Comments? Please contact Amanda Longo: alongo@trainingindustrycom