Coaching for Performance

Transcription

1 Coaching for Performance

2 Learning Objec-ves Discuss the importance of coaching Examine how to manage with courage and compassion Introduce three types of coaching: apprecia-on, growth and construc-ve Explain how to deliver behavioral feedback Learn a format to deliver objec-ve feedback Describe the six steps of delivering feedback 2

3 Defini-on of Coaching Unlocking a person s poten2al to maximize their own performance. A process that enables learning and development to occur and thus performance to improve. Whitmore & Parsloe 3

4 Why do we coach? To develop those we lead Without coaching we rely on a sink or swim approach to development It is our job As we take on more strategic roles as leaders, our teams will require larger skill sets than the norm Because we care

5 Insight s 4 Points of Development 5

6 Insight s Coaching Self-Assessment See Handout 6

7 Goals of Coaching

8 6 Cri-cal Coaching Skills Trust Caring Feedback Ques8oning Courage Listening

9 Apprecia-on Coaching The Trust Tank

10 Exercise: Thank You Card

11 Video Clip: Mr. Holland s Opus

12 Caring What did he say to get her to believe she could succeed? How did he say it? Why do we believe he cares? What else did you observe?

13 Insight Employee Engagement Interview When you engage with employees you ll no4ce when they start to disengage. Teri Fisher, Insight Strategies How do you find out what s important with respect to mo-va-on, goals, rewards, work-life balance needs, talents, strengths, etc.? ASK: Use the Insight Employee Engagement Interview TM LISTEN: Focus, paraphrase, ask ques-ons and listen a]en-vely LEARN: What were the key take-aways from each of your conversa-ons? ADAPT: Adapt your leadership style, approach and strategy based on individual need APPLY: Devise a mo-va-on and engagement plan and determine how to execute INSPIRE: What is the vision you hold for each employee? 13

14 Insight Employee Engagement Interview 14

15 Tell Us About You! 15

16 Managerial Courage: Balancing Courage and Compassion

17 Menu of Alterna-ves Instruc-ons: 1) In the Job Skills column, quickly indicate skills that are cri-cal to your employee s success. 2) In the remaining columns, list employee names and check each skill that he/she possesses. On a scale of 1-5, they would be rated a 4 or 5. The empty boxes reflect areas of improvement. 3) Use this informa-on to provide performance-related feedback to your team members. Job Skills Name Name Name Name Name Name Name Name Skill Set 17 Source: Coaching for Improved Work Performance Ferdinand Fournies

18 Abstract vs. Behavioral Abstract Behavioral Labels, generaliza-ons, assump-ons & judgments Specific ac-ons or results, observable What conclusions have I reached about this person? What did this person do or say?

19 3 Types of Coaching Revisited

20 A Primer: SBI The Coaching Hat: Delivering Feedback

21 Use SBI to Write The How Situa-on BEHAVIOR Impact

22 Using SBI Format You are rude! Situation Behavior Bernard, when you answered the phone last Thursday at 5:00PM, I heard you say to a customer, I can t help you, I m off! Call back tomorrow. The customer called corporate and said she will never use us again, our team got wri]en up for being unresponsive. As you know, this could go on your permanent record. Impact

23 Leading & Lagging Indicators Defini8ons: Leading Indicators: A measurable factor that changes before a par-cular pa]ern or trend emerges. Leading indicators are used to predict outcomes down the road. o Example: Behaviors reviewing DriveCam rou-nely; Coaching Bus Operators on unsafe prac-ces; wearing safety vests; star-ng each mee-ng with a safety message; etc. Lagging Indicator: A measurable factor that changes aber a par-cular pa]ern or trend has already begun. o Example: KPI s Accidents; AFR; IFR 23

24 Leading & Lagging Indicators 1. Between Leading and Lagging measures, where is most of your -me invested? What are the downsides of only paying a]en-on to lagging indicators? Lagging Leading 24

25 Video Clip: Coach Carter

26 Exercise: Construc-ve Feedback

27 SBI + LEAP isten A]en-vely: Ask for Person s Opinion Whole-Brained Listening Paraphrase Ask ques-ons Refrain from providing solu-ons xplore Solu-ons & Reach Agreement Discuss replacement behavior or skill you would prefer Be specific! ction lan: Encourage, Commit to Follow up, Calendar and Thank

28 1. Set the stage by describing the Situa8on / BE SPECIFIC 2. Describe the Behavior 3. Share the Impact the behavior had on any one or all of the following: them, you, the team, the customer, the organiza8on 4. Listen A[en8vely. Ask for the person s opinion. Listen a[en8vely and then refocus on this issue only. 5. Explore Solu8ons/Reach Agreement (if the feedback is behavioral in nature, discuss the replacement behavior you would prefer be specific!) 6. Ac8on Plan. Commit to an Ac8on Plan and thank them.

29 Exercise: Construc-ve Coaching

30 Construc-ve Feedback Role Play Manager

31 Coaching for Performance