7/31/2017 SUPERVISOR COACHING

Transcription

1 SUPERVISOR COACHING Presented by: Judith Gissy PCC, LICDC, NCAC II, SAP 2017 Bethesda Healthcare, Inc. All rights reserved. Copying or reproducing this document is strictly prohibited." TriHealth EAP is a part of the Corporate Health division of the TriHealth Healthcare System. We provide: Assessment Referral Counseling Crisis Intervention Work/life services Management Consultation Workplace Training 2 TRAINING GOALS To define coaching, and how it differs from traditional supervision To define and describe the key strategies of performance coaching To discuss examples on how employee coaching would apply to specific situations. 3 1

2 SUPERVISOR COACHING Face-to-face leadership that brings an employee from where they are, to where they want to be Allowing each employee to do their best work, by focusing on the human aspect of the job A set of informal and formal techniques that focuses on improving employee performance Treats supervisees as full-scale partners and contributors Assumes that each employee is valuable, and each deserves specialized attention 4 TRADITIONAL SUPERVISION Has an autocratic & structured hierarchy Emphasis is on getting the job done Is based on control Either rewards or punishes Addresses problem employees Often takes good employees for granted SUPERVISOR COACHING Empowers employees Invites employee input Emphasis is on employee development & job enrichment Promotes good communication Is used with each & every employee Recognizes strengths in all employees 5 KEY STRATEGIES FOR PERFORMANCE COACHING Focusing on supervisor skills Creating a culture of involvement & ownership Giving regular positive feedback Promoting positive employee motivation Giving constructive feedback Corrective coaching sessions 6 2

3 A GOOD COACH: Builds a trusting relationship with their employees Believes in the employee s potential Allows employees to take risks and learn from their mistakes Is a good listener Role models flexibility & resilience Knows their own strengths and weaknesses as supervisors Is genuine and honest Is constantly improving their skill Stays involved in the workplace 7 CREATING A CULTURE OF OWNERSHIP AND INVOLVEMENT Make sure employees know the why of the job. Keep employees as informed as possible regarding the company operations Allow for some autonomy, even in difficult decisions 8 Give them regular feedback. Encourage each employee to grow & develop. HOW TO DEVELOP EMPLOYEES Show a genuine interest in them. Solicit problemsolving rather than giving answers Reward employees based on how they perform. Convey positive expectations to them. Delegate whenever it is possible. Give them meaningfu l and challengin g tasks. 9 3

4 SUPPORTING EMPLOYEE GROWTH Helping identify skills gaps or training needs Providing referrals for any off-the-job problems Encouraging the development of professional goals Providing encouragement and building self-confidence Supporting people in their professional development Identifying training opportunities 10 GIVING POSITIVE FEEDBACK The best advice about giving positive feedback is to do it. Most feedback should be regular, informal comments. Take advantage of teachable moments. Make certain the message is clear. 11 MOTIVATION IS BASED ON THE HIERACHY OF NEEDS SELF ACTUAL. INDEPENDENCE SELF ESTEEM SOCIAL NEEDS SECURITY SURVIVAL NEEDS 12 4

5 THE EMPLOYEE WHO NEEDS SECURITY Desires stability and predictability Seldom initiates Prefers to follow Seldom shares Is often defensive Prefers sameness Over-reacts to change Speak to in a calm, reassuring manner. Explain any changes in advance. Stress how change will help stability. Give them some choices in any change. 13 THE EMPLOYEE WHO NEEDS SOCIAL BONDING Wants to belong & be accepted by the team Good-natured, friendly Is well-liked, with many friends Rarely disagrees Often rambles & is indecisive when asked Praise frequently. Frequently engage in social conversation. Let them know they are important to the work group. Give them the chance to work with others. 14 THE EMPLOYEE WHO NEEDS SELF ESTEEM Yearns for attention Monopolizes dialogue Boasts frequently about achievements Exaggerates often Seldom shares credit with others Doesn t like feedback Give positive feedback Give opportunities to show competence Use constructive criticism judiciously Let them know their job is important Use titles & tokens 15 5

6 THE EMPLOYEE WHO NEEDS INDEPENDENCE Quiet Self-confidence Takes their own pace Dislikes supervision, guidance & control Creative & inventive Likes to disagree Wants to be involved in decisions If possible, give them independent projects Empower, supervise only when necessary Give opportunity to have input Encourage education, professional growth 16 THE EMPLOYEE WHO NEEDS SELF-ACTUALIZATION Respects tasks and other employees Is candid & open Has a thirst for knowledge Is attracted to noble causes Keeps advancing Explain why often Be candid and open Give opportunities for challenge Encourage interest in self-development Investigate any signs of dissatisfaction 17 GIVING CONSTRUCTIVE FEEDBACK Needs to occur in a timely manner Needs to be direct, and come across as non-critical Focuses on one behavior at a time Needs to be built on trust Needs to view mistakes as learning opportunities Needs to keep in mind that criticism is difficult for any individual to hear Needs to consider the verbal and non-verbal ways of communicating 18 6

7 ATTITUDE BODY LANGUAGE HELPFUL A belief that the other person means well, that there s a reason why they believe what they believe, and that even if you disagree, they aren t wrong. A willingness to be honest. Using equal positioning, leaning in, relaxed arms, smooth movements, keeping appropriate body space LESS HELPFUL Unwillingness to listen to their viewpoint, belief that that are ignorant, or just dead wrong, and your job is to make them see the same truth you believe. Crossed arms, shaking of the head, not looking at other person, fidgeting, sitting back, rolling our eyes, TONE & PACE OF VOICE Neutral, calm, matter-of-fact, firm, polite and professional, medium pace of talk, changing the pace and tone to make it interesting Too loud or too soft, gruff, tired, angry, quiet and mumbling, sighing, grunting, expressionless, saying words quickly, FACIAL EXPRESSIONS CHOICE OF WORDS Making eye contact, keeping a calm, friendly demeanor, smiling when appropriate, showing appropriately what you are feeling Specific example, using terms you believe they can understand, using message chunking, Angry, stern, disgusted, scowling, impatient, overly friendly and cheerful, Condescending remarks, disgusted looks, nervous, looking away Using technical verbiage or colloquial terms they may not understand, presenting too many ideas at one time 19 A CORRECTIVE APPROACH Occurs when the actual job performance is not consistent with the expected performance Initiate the action as soon as possible. Make the session private and confidential. View the session as collaborative, i.e, how can we solve the problem Focus on one goal at a time. Take into account both the employee s needs and the company s needs. 20 IDENTIFY THE PROBLEM Acknowledge the problems and concern Explain it in terms that it observable, measurable, non-judgmental, and can be changed Acknowledge that this is only your perception. Explain its importance to the company. Own the Supervisor s part in the difficulty 21 7

8 LISTEN TO THE EMPLOYEE Ask open-ended questions Listen, ask questions, and discuss. Ask what action the employee feels is necessary. Collaborate on solutions to the behavior Consider the approach that best fits the employee 22 Get agreement for change. Get mutual agreement on actions both of you will take. Express confidence that they ll correct the situation. Keep a record of the discussion. Later note improved results or behavior you observe. 23 DO DOCUMENT THE SESSION Document any time you ve met with any employee to address on-the-job behavior. It helps you express your concerns in concrete, specific words. It directly outlines the action that s needed. It helps you see the situation objectively. It prepares you in case the situation worsens, and you need to take further action. 24 8

9 FOLLOW-UP AND MONITORING Give positive feedback when improvement is seen If the situation isn t improving, decide: Are you giving the same feedback over and over? Is it a personal problem, that needs a formal referral? 25 WITH REGULAR PRACTICE SUPERVISOR COACHING CAN ENHANCE THE WORKPLACE, FOR THE COMPANY, THE SUPERVISOR, AND THE EMPLOYEES 26 9