Coaching for High Performance

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1 Coaching for High Performance Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 1 Programme Workbook

2 Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 2 of 53

3 Table of Contents Foreword 4 Welcome to Coaching for High Performance 5 Programme Objectives 6 Performance Limitations 7 Performance Strategy 8 Conventional Wisdom 10 How do you impact Culture and Performance? 11 Create Meaning and Purpose 12 Self-Analysis 13 Create Connections 14 Be attentive 15 Let s Thrive 17 Trust people to do a good job 18 Sage Expectations 22 Manager Expectations 22 Our approach to colleague engagement 23 The Curve 24 A different type of conversation 27 The Art of an Honest Conversation 29 Difficult Conversations 30 Excelling 31 What is Performance? 32 What is Performance Coaching? 32 The Coaching Continuum 33 Feedback 35 Your notes 48 Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 3 of 53

4 Foreword A collective ambition we share as the Sage leadership community is to make our organization THE greatest company to work for. To achieve this, we must ensure that our colleagues are challenged and supported every day. Suitable levels of challenge will increase the capabilities of our colleagues and open opportunities for development. Focused support will help to create a culture which builds confidence and empowers our colleagues. Effectively challenging and supporting our colleagues will increase their performance, leading to positive impacts in our business results. As a Sage leader it is your primary responsibility to challenge and support your team. These skills underpin our Manager behaviours of Driving engagement, Developing talent and Ensuring accountability. In my experience, I have found coaching to be the most effective way of creating honest, authentic, conversations with my colleagues. Only once we communicate honestly are we able to create deep, long lasting, changes which create higher levels of engagement, job satisfaction and business results. Todays Coaching for High Performance workshop will provide great building blocks to support your own development, as well as the development of your team. Please use the day to really think about the performance of yourself and your team, and to consider your responsibilities in our shared company mission and vision. Supporting tools to build on today s learning will be discussed at the end of workshop. I look forward to connecting with you using some of those tools. Coaching will be instrumental in increasing the performance of our business It s a key tool in supporting our colleagues to realize their potential and reach their career ambitions. Andy Hill EVP Talent & Resourcing

5 Welcome to Coaching for High Performance Managing colleagues can be difficult Creating the perfect team can be a challenge Yet our performance and results rely on getting the most from the colleagues we manage. One of the biggest challenges managers face today is how to continually develop performance without creating stress and burning colleagues out. Organizations that outperform their competitors, and attract talent, work hard to create a culture where colleagues want to come to work and do their best every day. What is it that colleagues need so that they do their best - every minute of every day? This workshop provides some answers to that question. It will be highly interactive, fun & fast-paced and you will: Learn how to develop higher performance from your colleagues. Learn how to coach your colleagues (even in the briefest of moments). Understand the importance of capability and how it drives performance. Develop confidence when dealing with challenging performance issues.

6 Programme Objectives By the end of this programme you will: Understand what a High Performance culture is, why it matters, and how you can create it. Have increased your confidence and ability to deal with performance issues. Have increased your capability to create High Performance through: Holding Honest Conversations, Conducting Performance Coaching, Creating valuable Personal Development Plans (PDP) and Performance Improvement Plans (PIP) documents. What are your goals for this workshop?

7 Performance What Limitations are the things that stop, or limit, your colleagues from performing? Note down your thoughts here: Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 7

8 Performance Strategy Capability are your colleagues good enough and do they have the resources to do the job well? Are you supporting and continually developing your colleagues? Culture as a leader are you setting the right tone to ensure colleagues want to come to work? STRATEGY Processes do you have the right processes in place that ensures your team and business runs effectively and efficiently? Systems do you have the right systems that enhance and deliver the data you require to feed the organization? Leaders who focus on identifying, and fostering, the strengths of their colleagues will see faster and further improvement than those who focus on trying to improve weaknesses. - Gallup What parts of your colleague s performance do you focus on? Where are your current sources of performance pain? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 8

Highly engaged employees are, on average, 50% more likely to

Companies with highly engaged people outperform firms with the

customer satisfaction, and - fourfold in revenue growth.

9 Highly engaged employees are, on average, 50% more likely to exceed expectations than the least-engaged workers. Companies with highly engaged people outperform firms with the most disengaged folks by - 54% in employee retention, - 89% in customer satisfaction, and - fourfold in revenue growth. Source: The Hay Group Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 9

10 Conventional Wisdom Current thinking Future thinking I need to know everything Treat people the way you d like to be treated To improve we must address our weaknesses Do not manage performance The antidote to exhaustion is rest Never give up Conversation is not work The longer you are here, the more you know A manager and a leader are two different people I must respect my elders To lead you need charisma It s better to say nothing than to upset someone If you change the way you look at things, the things you look at change. Wayne Dyer Beliefs are the lens through which we see the world. A good coach will challenge limiting beliefs. What limiting beliefs do you have? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 10

11 How do you impact Culture and Performance? It s not what you say, or what you do, that will determine greater levels of performance it s how you make a person feel. What are the human needs in a High Performance culture? The Human Factor Source: Goffee, Jones, Buckingham and Human Givens Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 11

12 CHALLENGE Coaching for High Performance Create Meaning and Purpose The human brain actively seeks meaning and purpose. These are achieved when people feel that: They make a difference, and Their opinions count. Having meaning and purpose creates momentum, a desire to learn, and a positive attitude. All of these attributes are key to reaching higher levels of performance. Managers can support the creation of meaning and purpose by; - Leading healthy performance conversations which encourage stretch, and - Providing opportunities for colleagues to play to their strengths. Failure to create meaning and purpose results in apathy, which becomes frustration and leads to inertia. HIGH PERFORMANCE SUPPORT Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 12

13 Self-Analysis Use the space below to assess yourself on the behaviours presented by todays facilitator: Behaviour: Rationale for this rating: Rating: Behaviour: Rationale for this rating: Rating: Behaviour: Rationale for this rating: Rating: Behaviour: Rationale for this rating: Rating: Behaviour: Rationale for this rating: Rating: Behaviour: Rationale for this rating: Rating: Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 13

Create Connections In a world moving at warp speed you may feel like you take less time to connect with colleagues, and when you do it s fleeting and transactional, rather than meaningful and

14 Create Connections In a world moving at warp speed you may feel like you take less time to connect with colleagues, and when you do it s fleeting and transactional, rather than meaningful and interactive. The five-year-old that went into primary school on their first day, wasn t interested in being taught; their first priority was to make friends. This sense of belonging never leaves us. It s a deceptively simple truth that strong emotional connection with others will produce valuable resources. These include: Trust Confidence Affirmation Energy Joy Increased resilience Loyalty Collaboration Creativity Allow people to be themselves Organizational cultures can be wonderful things; enabling the best in people. If you want to bring out the best in colleagues, you need to build a culture that permits authenticity. The more you allow people to be themselves, the more they have to offer. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 14

Be attentive We re brought up to believe that attention seeking is negative. Yet the truth is we re all attention seekers and it s no bad thing! Think of attention as a form of nourishment.

15 Be attentive We re brought up to believe that attention seeking is negative. Yet the truth is we re all attention seekers and it s no bad thing! Think of attention as a form of nourishment. Negative attention, or criticism, is the same as fast food addictive but not nutritious! Positive attention, driven by a genuine belief that we are being listened to, is the food source of champions. Colleagues are 65% more likely to consider their organization a great place to work when they answer yes to either Do my opinions seem to count? or Have I received recognition or praise for my work in the past seven days? Source: Gallop The next time you have an interaction with a member of your team, consider whether you are: Be genuine and honest - Supportive and point out when they ve done a great job. - Brave enough to discuss when they haven t. - Honest enough to tell them the truth. - Patient enough to spend time with them, without wishing you were somewhere else! - Caring enough to remember previous interactions. - Skilled enough to build their performance in every interaction. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 15

16 Let s Thrive Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 16

17 Let s Thrive A sense of achievement is essential to a productive, healthy, performance. Can you remember being told that you "could do better"? Or having a discussion focused on improving your weaknesses? Did you find it motivating? More than likely, you didn't. Psychologically these conversations leave us feeling inadequate, undervalued and stressed. Play to people s strengths Research shows that a manager can create more energy and performance by focusing on what someone is good at, rather than on focusing on developing a weakness. Thriving organizations play to people s strengths. They use three questions to set the agenda for any formal performance review: What have you enjoyed and want to do more of? What could you do even better? How can I help you achieve that? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 17

18 Trust people to do a good job A need for autonomy is one of the strongest human drives. We feel better when we can make our own decisions. Giving people responsibility, and trusting them to do a good job, is a characteristic of confident and effective leadership. Empower your colleagues Natural creativity and innovation can be squandered through over bearing, controlling, report driven, leadership. Organizations where people Thrive, and results improve, have a mind-set that says: I may not have all the answers so I must listen, support and trust my people to do their best. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 18

19 A thriving organization releases more intellectual capital, energy, and commitment to doing the right thing. What are the human needs my team require? How much do I challenge colleagues? How much do I support colleagues? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 19

21 What we expect at Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 21

22 Sage Expectations Performance is best defined as: The ability of an individual to carry out actions that achieve a set target or goal. Good performance management takes into account what needs to be done to meet a target (i.e. action) and how to achieve it (i.e. values and behaviours) Capability Performance Goals Targets Results Manager Expectations Aligning our behaviours to the way you lead. Aligning your colleagues to strategic goals. Increasing our capabilities to lead. Focusing on capability as a key driver in performance. Using coaching as a critical capability that enables High Performance. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 22

23 Our approach to colleague engagement Align Ensures accountability, cultivates innovation, strategic mind-set. Reinforce Drives engagement. Model All competencies with differential on instils trust. Coach Cultivates innovations, develops talent, builds effective teams. Most managers, if honest, would say they focus most of their time on low performers. Remember that effective performance management is not just about low performers; it s about the whole spectrum of capability. This includes: Colleagues who come to work, do what's expected, but could do more. Colleagues who come to work and want to do more. Colleagues who do 'above and beyond' the expected on a regular basis and may be likely to develop stress and fatigue. How do we manage colleagues who come to work, do what s expected, but could (and would) do much more if the conditions were right? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 23

24 The Curve Informally (or formally) address Low performers Challenge, Stretch, and develop Do what s necessary Maintain and use as development High performers Low Competence & Capability High Make your own notes about managing The Curve here: Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 24

25 Think about: What are the dynamics I have to be aware of when managing The Curve? How am I performance managing these three groups and what could I be doing more of? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 25

How we develop How people tend to write development plans How people increase capability Training / reading 70% Learning from others 20% Job experiences 10% Training / reading 10% Learning from

26 How we develop How people tend to write development plans How people increase capability Training / reading 70% Learning from others 20% Job experiences 10% Training / reading 10% Learning from others 20% Job experiences 70% Experience precedes technical knowledge. Timothy Gallwey To reduce development time, find activities in role to develop a colleague s capability. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 26

Development A distinguishing mark of a high performer is that they are always: developing new skills, and identifying development opportunities.

27 Development A distinguishing mark of a high performer is that they are always: developing new skills, and identifying development opportunities. Research proves that there are higher levels of engagement, job satisfaction and performance in cultures which challenge and support. How to best develop others Once you and your employee have identified areas for development, it is useful to consider how best to strengthen that capability. Remember that training is only useful if a colleague has no prior knowledge or understanding of a subject. For example, if a colleague knows how to sell (i.e. the process, products and basic selling skills) and strives to increase their sales, sending them on a formal sales course may not be the most rewarding development solution. So what would be the best solution? It may be more useful to use tools like mentoring, or social learning, and encouraging your colleague to learn from top performers. Try it and see the difference it may make to their performance. After all, your role as a manager is to creatively develop your colleagues! Look for opportunities for your team to spend time with experts who already have the desired skills and behaviours. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 27

28 A different type of conversation Examples of questions: What s the problem? Who s to blame? How long have you had it? What s been your worst experience of it? How do you know it s a problem? Why haven t you solved it? Where does the fault lie? Your thoughts: How did that feel? How helpful was the conversation? What other questions could you have asked? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 28

29 The Art of an Honest Conversation The Art of an Honest Conversation What are the three types of feedback and which do you use? What do you like to be recognised and appreciated for? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 29

30 Difficult Conversations Many managers view the performance review with a sense of dread, or as an HR process that has little relevance to work. In High Performing organizations these views couldn't be further from the truth. Manager s view the performance review as a way of: Formally recognizing and appreciating the effort and performance of their colleagues, Supporting colleague development. Rule 101: Always provide performance feedback, both positive and developmental, throughout the year. Never store it up until a review. There should be no surprises at the review. A basic human need is to know how we re doing. By saying nothing at all, colleagues will assume either: I am doing OK, otherwise they d say something, or I m not good enough. Either assumption is potentially damaging and limiting to performance. In High Performing organizations, performance discussions are open, honest and to the point. It is never about the person; it is about their performance. Failure to provide regular feedback, or address performance shortfalls throughout the year, can make for an uncomfortable conversation. Managers in High Performing organizations are open about their judgements of a colleague s performance. They distinctly differentiate between the person and the performance; making conversations so much easier. Remember that you are not alone; your local People team will be able to provide further support in holding a difficult conversation. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 30

Excelling Think back to a time in your career when you excelled. The chances are that your manager: Was supportive, yet challenging, of you. Was supportive, yet challenging, of your capabilities.

31 Excelling Think back to a time in your career when you excelled. The chances are that your manager: Was supportive, yet challenging, of you. Was supportive, yet challenging, of your capabilities. Had higher expectations of you than you had of yourself. Provided feedback on a regular basis. Was explicit when developing you, and involved you in the discussion. Was open to your concerns, yet able to sensitively build your self-belief and energy. Asked you to create solutions and be even better. Made you feel valued and appreciated for what you brought to the team s performance. Being even better The phrase even better is often used by managers who naturally develop their colleagues. It implies that past work was good but doesn t reflect their highest potential. A thriving organization believes we all have so much more to offer. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 31

32 What is Performance? Potential is What is Performance Coaching? Performance coaching focuses on developing capability. It s a process which enables self-directed learning and supports colleagues to; identify what they want, develop appropriate, and congruent, solutions, and act on the appropriate solution(s). The focus of performance coaching is the style of dialogue between a coach and coachee. It is the style which assists the coachee to gain new insight and clarity, and then to move forward with energy and purpose. Performance coaching originated during the 1970s when Harvard tennis captain, Timothy Gallwey noticed that when he left the court, his students improved faster than when he was there to instruct them. Coaching is unlocking a person's potential to maximize their own performance. It is helping them learn rather than teaching them - Timothy Gallwey Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 32

33 The Coaching Continuum Non Directive Directive Skills on the continuum: Asking questions Offering guidance Giving advice Paraphrasing Giving feedback Reflecting Instructing Summarising Listening to understand Telling Making suggestions Scaling Scaling can be used to open a conversation. Thinking about how you are performing as a leader, on the scale below, mark the following: Where you are now Where you believe is good enough Where you are aiming for 0 10 Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 33

34 Feedback Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 34

35 Feedback The quality of any manager comes down to the quality of the interaction they have with their colleagues. Feedback is the skill of telling colleagues how they re performing, or have performed. Feedback approach: State the observed behaviour, and the impact you identified, and ask How could you have done things differently? State your desired expectations of their behaviour and ask Can you commit to doing that in the future? Rules for giving feedback When providing feedback: Stick to facts and describe the situation. Describe or direct colleagues to how it should be Ask what you, we or I are going to do next Focus on result and outcome rather than person and impact Refrain from using negative words (e.g. failed, wrong, bad, etc) As a manager, you have the right to express your opinion of the behaviour you have observed. You, and your colleague, may not arrive at the same resolution, but it is important to express your view. Finally, as a manager, you are representing our company so you must own the message. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 35

36 Positive feedback: Before providing positive feedback, it s important to consider if your colleague likes to be: recognised for what they have done, or appreciated for who they are. Recognised for what they have done Appreciated for who they are Results Impact Effort Solved a problem Increased service levels Good listener Attention to detail Energy Creative Tenacious How do the individuals in my team like to be given positive feedback? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 36

Why people and therefore organizations fail Capability Performance Goals Targets Results Has the individual the skills and will to complete the actions?

Workload Resources Measurement Support Challenge Process System All of these topics are central to driving High Performance at Sage: 1. What needs to be in place to enable performance? 2.

37 Why people and therefore organizations fail Capability Performance Goals Targets Results Has the individual the skills and will to complete the actions? Skills Knowledge Understanding Behaviour / style Experience Development Qualifications Potential (career) Has the individual completed the actions and done so in alignment with behaviours? Workload Resources Measurement Support Challenge Process System All of these topics are central to driving High Performance at Sage: 1. What needs to be in place to enable performance? 2. Focus on even better 3. It s not necessarily a difficult conversation 4. It s every conversation Two Types of Coaching Coaching to accelerate success (PDP) Developing perspectives, skills and experiences to enhance success in current role or prepare for the next Coaching to improve performance (PIP) Addressing performance where there s a gap between actual and desired performance Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 37

The GROW model and suggested questions How will you ensure your goal is SMART? - Specific, Measurable, Ambitious, Relevant, Time-bound What do you want to get from this session?

What events will convince you that you have achieved this? What will achieving this goal do you for you? What is important to you about achieving this goal? Where are you now?

What has stopped you from doing more? What are you willing to take responsibility for? What resources do you already have? (skill, enthusiasm, support, etc.) What could you do?

Imagine you know the answer to this problem / issue - what would it be? What would give you the best result? What is the most courageous step to take? What could you do and by when?

38 The GROW model and suggested questions How will you ensure your goal is SMART? - Specific, Measurable, Ambitious, Relevant, Time-bound What do you want to get from this session? What is your long term goal related to the issue? What do you want instead of this problem/issue? Looking at the big picture what is the purpose of this goal? What events will convince you that you have achieved this? What will achieving this goal do you for you? What is important to you about achieving this goal? Where are you now? What is happening now? What is your greatest concern about it? What steps have you taken so far? What has been successful? What degree of control do you have over this outcome? What has stopped you from doing more? What are you willing to take responsibility for? What resources do you already have? (skill, enthusiasm, support, etc.) What could you do? What would you do differently if you were able to start again? If the barriers were removed, what would you do? What might be able to help? Which of the solutions appeals to you? Imagine you know the answer to this problem / issue - what would it be? What would give you the best result? What is the most courageous step to take? What could you do and by when? What are the next steps? Will this address your goal? What are you criteria for success? When will you start? What do you gain by taking action? How confident are you (on a scale of 1 to 10) that you will complete these steps? What other considerations do you have? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 38

39 Coaching Practice Sessions Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 39

40 Coaching skill practice Points to note: The observer keeps time and is accountable for the session keeping to schedule. During the coaching session, the coachee needs to capture important points on a relevant document (e.g. PDP, PIP, etc.). Time to Practice You will now form a group of three and take it in turns to be the coach, coachee, and observer. You will each do two coaching sessions, one on developing a PDP, the other on developing a PIP. Each Coaching session in total will take 20 minutes. 15 minutes to coach and 5 minutes for the observer to provide feedback to the coach. Remember Coaching is often a brief interaction. This practice offers you the opportunity to develop your coaching and feedback skills, within a specific time frame. After the two practices, we will have some time to draft, and review, relevant PDP and PIP documents. Coaching Outcome: Your goal as the coach is to help the coachee explore, define, and unlock their potential. Please use the GROW process and questions to help you achieve this. The desired outcome is a valuable document that the coachee can share with their People BP and manager. Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 40

41 Observer Template 1 what did you observe? Desired Outcomes What Worked Well (WWW) What to Do Differently (WDD) Create dialogue A Plan for action Even better Goal Was the purpose and outcome of the conversation clearly defined? Reality How well were questions used to help the coachee understand the current reality? Options How well were suggestions used to help the coachee explore options? Will - What s the way forward? Were next steps clearly defined and agreed? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 41

42 Observer Template 2 what did you observe? Desired Outcomes What Worked Well (WWW) What to Do Differently (WDD) Create dialogue A Plan for action Even better Goal Was the purpose and outcome of the conversation clearly defined? Reality How well were questions used to help the coachee understand the current reality? Options How well were suggestions used to help the coachee explore options? Will - What s the way forward? Were next steps clearly defined and agreed? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 42

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How capable is this colleague? Coaching for High Performance Review checklist Use the following as a pre-review session diagnostic to help focus the conversation with your coachee.

46 How capable is this colleague? Coaching for High Performance Review checklist Use the following as a pre-review session diagnostic to help focus the conversation with your coachee. To what extent has the coachee completed their actions and goals from the previous session? What progress has been made since the last coaching session? How well have I managed this colleague? How willing is this colleague? How much potential does this colleague Examples of other questions to ask: Managed Willing Potential Capable Have I provided regular feedback? Have I been available? Did I set clear goals? Have I provided the right level of resources for this colleague to perform Does this colleague present the right attitude? Are they generally positive and optimistic? Do they impact others positively Is this colleague idling? Could this person do more? Am I challenging this person enough? To what extent has this colleague delivered on their objectives Does this colleague possess the skills required to carry out the work? What development does this colleague required to do their work Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 46

47 Workshop summary and next steps What did you notice about your capabilities in the practice sessions? What will you be taking away from this workshop? In your view, what else do you / we need to develop a High Performance culture? Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 47

48 Your notes Last updated by: Hope, Dave On: 19/08/2016 Version No: 4 Page: 48

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53 Sage (UK) Limited North Park Newcastle upon Tyne Tyne & Wear NE13 9AA Sage (UK) Limited 2016

Team Conversation Starters

Team Conversation Starters This guide is intended to help you get started during your action planning session and/or to dig deeper into understanding the feedback you receive from your employees during