Leadership, Managing & Coaching. A Small Business Approach. John Kelley Chair & CEO CereScan Corp.

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1 Leadership, Managing & Coaching A Small Business Approach John Kelley Chair & CEO CereScan Corp.

2 Setting the Bar as a Business Leader Fundamental 1: Selecting the right people is job one Fundamental 2: Every employee is responsible for producing results Fundamental 3: Every employee must understand their role is in achieving goals Fundamental 4: Continuous and constant performance feedback is mandatory Fundamental 5: Cynics and non-team players need to work for a competitor Fundamental 6: The CEO & Founder/Inventor must be on the same page 2

3 Situational Leadership * If you want to effectively coach, you need to know: The Task The Employee Skillset The Situation The Desired End Result There is no one best style. You need to have an inventory of coaching styles. Use different styles for different situations. How you want to be treated or coached may not be how your employee wants to be treated. * Authored By: Paul Hershey and Ken Blanchard 3

4 Situational Leadership * Four Leadership Styles: Encouraging Coaching Relationship Involvement Empowering Directing Task Involvement * Authored By: Paul Hershey and Ken Blanchard 4

5 Situational Leadership * Directing Decide what should be done Determine by whom it should be done and in what time frame Tell the employee what is expected, how to achieve it, and when to do it. Coaching Solicit and listen to the employee s ideas Show interest in the employees work Give frequent feedback on performance Monitor closely Encouraging Provide general objectives or guidelines. Let the employee make decisions, with consultation on how to solve problems or how to proceed Show involvement though support rather than structuring. Ensure the employee is growing on confidence and abilities Empowering Assign responsibilities Allow employees to work on their own Occasionally monitor activities Assign projects by indicating the results needed, having the employee come up with the plan of action Acknowledge the expertise of the employee; consult with him/her on relevant problems * Authored By: Paul Hershey and Ken Blanchard 5

6 Situational Leadership * Assess which style to use. Give feedback as to what happened during the coaching process. All four styles can be used with your most perfect employee. Situational Leadership is not something you do to people, but something you do with them. You are succeeding in coaching when people say we did it ourselves, and we thank you for your help. * Authored By: Paul Hershey and Ken Blanchard 6

7 Situational Leadership * Situational Leaders know when to use which leadership style with their people then they watch the magic happen. * Authored By: Paul Hershey and Ken Blanchard 7

8 Set your business unit/team priorities and expectations communicate often. Grab hold of the tough problems. Set and demand standards of excellence model it! Be urgent about the right things. Pay attention to details. 8

9 General Rule: Diagnose the situation and the employee Prior to the coaching session possibly: Talk to others Collect data Talk to the employee Record observations Review documented results, goals, objectives, etc. Describe your general approach to the session and desired outcome 9

10 General Rule: Be Versatile Establishes a climate of development Maximize employees contributions Self discovery is permanent and best Lots of open-ended questions good body language If coaching comes naturally to you, make sure that you do not get too involved and end up doing the job for your employee. 10

11 What do you think about this industry? How is your job going? Are you having any fun? Is there anything I can do to help? Are you getting enough time away from work? How do you like our company and where are you going? 11

12 Without fail, ask these types of questions: How do you see your career going? What do you see as your job experience? What do you do really well? What are the most important attributes necessary in your next career step? 12

13 Frame the issue: ( Do you know why we are having this meeting? ) Please explain the situation How could this have happened? Why do you feel you are not performing? How have you tried to remedy the situation? Compare the career advancement attributes to the reasons given for poor performance. 13

14 Do you know what your job is? Can you do what you just described? Are you doing it? Will you do it? Tell me how you are going to do it? How am I going to know you are doing what you agreed to? 14

15 They re not doing what they should (a training or priority problem) What is the discrepancy? Is it important? Is it skill related? If a skill issue (They couldn t do it if their lives depended on it) Could they do it in the past? Is the skill used often? Is there a simple solution? Do they have what it takes? 15

16 It is not a skill deficiency (They could do it if they wanted to) Is the desired performance punishing? Is non-performance rewarded? Does performance really matter to them? Are there positive outcomes in meeting their performance objective? The answers to these questions set up your most efficient resolution path. 16

17 I N F O R M Create awareness Establish mutual goals and understanding Align employees Engage with employees Obtain commitment Provide coaching feedback INSPIRE I N V O L V E 17

18 CONTACT John A. Kelley Chief Executive Officer (720) (o)

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