Coaching The New Norm

Transcription

1 Coaching The New Norm Presented By: Garth S. Johns

2 What Do The Following Have in Common? Jordan Speith Professional golfer and Masters champion Eugenie Bouchard professional tennis player Sydney Crosby professional hockey player Lance Armstrong 7 time winner of Tour de France Justin Bieber who knows? Eric Schmidt Chairman and CEO of Google Everyone in this room??

3 Who Cares About Coaching? Jack Welch, former CEO, General Electric has said that, in the future, only coaches will be worthy of promotion and managers who are coaches, will become the norm. He is alleged to have said I will only be hiring coaches. We all need to care about coaching!!

4 Boss or Coach? Boss talks a lot tells fixes presumes controls orders works on puts product first assigns blame keeps distant Coach listens a lot asks prevents explores seeks commitment challenges works with puts process first takes responsibility makes contact

5 Management 101 Planning Organizing Implementing Delegating Controlling Measuring

6 Leadership Inspiring others to greater levels of personal growth or professional development Our key role is to make those around us better Part of that role is to create a positive and proactive work environment I want to see staff with shining eyes

7 Who is the Leader?

8 Becoming the Conductor We don t need to know how to play every instrument with excellence - Our role is to make those around us better. The leaders find greatness in the group, and he or she helps the members find it in themselves Warren Bennis, leadership expert

9 A new world of approaches to leadership No longer command and control We need to build relationships with others - really connect with your people John Maxwell nobody cares how much you know until they know how much you care A key role is as a coach show them you care Empower your staff

10 The Secret? Practice good emotional intelligence Create a positive workplace culture Lead staff by inspiring them Recognition Build relationships at all levels Empower staff

11 The Secret Ken Blanchard and Mark Miller S see the future E engage and develop staff R reinvent constantly V value results and relationships E embody the values

12 Getting Staff To Trust You Communication, respect, courtesy, kindness Don t micromanage Ask for their opinion and value it Build positive relationships with all levels

13 Empowered staff I know what is expected of me I have the right tools, equipment and communications The boss knows me as an individual I have the opportunity to do what I do best I am recognized and appreciated My opinion counts

14 Performance Management Questions What have you accomplished this year? What could you have done better? What are your goals for next year? How will you improve yourself? How can I help you?

15 Effective Communication is key o o o o o o Listen carefully Open door Approachable and available Face to face Non verbal aspects Be candid

16 What do staff want from you? To be appreciated To feel in on things An understanding attitude What about compensation?

17 What Empowers Staff? Responsibility Meaningful work Participation in decisions Knowledge of what s going on A trusting relationship Challenging work Recognition Support team

18 What drains staff? Meaningless, repetitive work No credit for ideas Lack of resources Never knowing the score Confusion Rigid or inconsistent rules Lack of trust No input in decision making Poor communications

19 NEWSFLASH Staff are not human resources!! They are individuals with unique lives and issues Everyone you meet is facing some kind of battle great leaders stand in front of a platoon and see it as 44 individuals, each of who has aspirations, each of whom wants to live, each of whom wants to do good General Norman Schwarzkopf

20 Coaching Roles Trainer Counsellor Mentor Tutor Facilitator Advisor Sounding board

21 Something to remember employees need different types of support at different points in their lives One size approach to workplace organization does not necessarily fit all Don t treat everyone the same Don t expect them all to be like you

22 Grow Model of Coaching Originally developed by Sir John Whitmore Goals Realities Options What will you each do?

23 Succession Planning? Coaching is an important aspect of succession planning our whole approach must reflect a new attitude Develop staff generally, not just one Maintain T&D as an integral part of the operating budget What will become of me? I want to leave with honour and respect

24 Let s Remember the following: Know your people intimately Be an outstanding role model Set high standards and high expectations Set goals for yourself, your team and each staff Develop plans that align with your goals Give feedback Empower your staff When problems occur, deal with them

25 Any Questions? If you have any questions after the session, please feel free to contact Garth at: I will address specifics even if they arise a week or two after today s session.