Meg Griffing, MA, CRC

1. Meg Griffing, MA, CRC

2. COVA’s Mission To assist and support the community in overcoming mental, emotional and other challenges to a productive life, focusing on employment, economic stability and life skills.

3. Who We Are – 25 Years of Results COVA is a nationally recognized leader in vocational rehabilitation services for people with mental illnesses and other disabilities that pose a barrier to employment. 2,660 people served each year 200 employers served each year 60 employees $4.4 million COVA’s annual budget 63 Ohio counties served by COVA

4. Coaching an All Star Team “You get the best effort from others not by lighting a fire beneath them, but by building a fire within.“ Bob Nelson, football coach

5. Leadership & Coaching • Trait approach • born leader • Style leadership (The Ohio State University) • Country Club • Impoverished • Middle of the Road • Authority Compliance • Team Leadership • Situational approach

6. Skills Based Leadership • Skills can be acquired, learned and developed • Skills are different from traits • Skills are what leaders can accomplish whereas traits are who leaders are (characteristics) • Effective leadership depends on three basic personal skills • Technical • Human • Conceptual

7. Assessment Scoring • Sum the responses on the following to determine your skill score • 1, 4, 7, 10, 13, & 16 = Technical • 2, 5, 8, 11, 14, & 17 = Human • 3, 6, 9, 12, 15, & 18 = Conceptual

8. Technical Skill • Knowledge and proficiency in a particular specific type of work/activity • Competencies in a specialized area, ability, use of tools or techniques • Essential role in service delivery or production

9. Human Skill • Knowledge about and ability to work with people • Work effectively with subordinates, peers and superiors to accomplish the organizations goals • Adapt their own ideas to those of others • Create an atmosphere of trust where employees feel comfortable and secure and encourage to become involved

10. Conceptual Skill • Ability to work with ideas and concepts • Comfortable talking about the ideas that shape an organization and the intricacies involved • Central to creating a vision and strategic plan for an organization

11. Skills Based Leadership

12. Coaching is… Review problems & progress Provide support & resources Provide guidance & encouragement Help others discover their personal strengths Allow others a sense of power & purpose “A good coach will make his players see what they can be rather than what they are.” Ara Parseghian

13. Management’s approach to attaining its objectives is controlling and directing. Standing on the sidelines Screaming orders Dictating play-by-play schedules Throwing in the towel Coaching attains its objectives through influence and leadership. Providing support Encouraging feedback Trusting team Confidence in the ability of employees Coaching Is Not… “Coaching is 90% attitude and 10% technique.” Author Unknown

14. Coaching Basics • Management does not have all the answers. • Responsibility + Accountability + Encouragement = Power • Good Listener and Uses Feedback Techniques • Goal Setting is a Priority • Put Yourself in Someone Else’s Shoes “Coaches have to watch for what they don’t want to see and listen for what they don’t want to hear.” John Madden

15. Producing Champions • Gap Management (required as manager) • Build for the Future (required as coach) • 6 Steps to Strengthen Others • A commitment from both parties to make it happen • Identification of what could be strengthened • Subsequent identification of a suitable strength to be passed on to another • Frequent and ongoing communication • Recognition and appreciation that different people will learn at a different pace, and in different ways • An appreciation by both parties of the importance of this effort and how it fits into the bigger picture • Teaching by Inclusion “Coaches have to watch for what they don’t want to see and listen for what they don’t want to hear.” John Madden

16. Coaching Process • Set a specific time period and length for session. • Define and agree on the goals for the session. • Start by asking a question that gets to the root of how the employee feels about the particular task or project to be discussed. • Listen actively throughout the session. • Offer support or acknowledge understanding of the response.

17. Coaching Process con’t • Move the discussion continually in the direction of self-discovery. • Repeat the process until the employee reaches the desired outcome. • Give recognition where recognition is due. • Agree to the next step and set the groundwork for the next coaching session.

18. Team Member Roles • Cheerleader • Accentuates the positive & eliminate the negative • Muse • Brings creative spark to team • Counselor • Brings unique insight for solving problems • Facilitator • Gets the job done through organization & delegation • Devil’s Advocate • Focuses on the root of the problem and finding solutions

19. Team Destroyers • Jealousy • Appreciate the work of each team member • Cynicism • Emphasize the positive achievements to the group • Confront cynical employees to demand behavior change • Defensiveness • Refocus conversation on task or issue being discussed • Patiently point out defensive behavior and reassure

20. Conflict • Creative process of problem solving • Members are comfortable challenging one another • Have a communication strategy in place to resolve conflict • Encourage positive and respectful disagreement “The difference between the possible and the impossible lies in a man’s determination. Tommy Lasorda

21. A Good Coach… • Makes an effort to keep employees informed • Discusses time frames and deadlines • Meets with employees periodically to discuss progress • Provides constructive feedback on a regular and ongoing basis • Encourages employees to participate in setting goals • Provides training and support where new tasks are involved • Involves employees in problem solving • Uses the talents and skills of all employees

22. Recognizing Success • Celebrate when deadlines/milestones achieved • Announce in company newsletter • Plan an informal awards event • Recognition at agency meetings • Letter of recognition in personnel file “People will exceed targets they set themselves.” Gordon Dryden

23. Leaders The wicked leader is he who the people despise. The good leader is he who the people revere. The great leader is he who the people say, “we did it ourselves.” Lao-Tzu, philosopher

24. Discussion Questions • From a skills perspective, how would you describe the 3 managers (strengths, weaknesses)? • What does each manager need to do to improve their skills? • How can Andy best coach each manger to develop his own all star team?

25. Vision • Vision is why. Goals are what. • Vision empowers. Goals direct • You must have a shared vision. Goals are specific to the role of each employee.

26. Coaching Benefits • Organizations that implements a coaching system: • Have a more confident and motivated workforce • Produce higher quality services and products • Have employees who can handle a broad range of responsibilities • See an overall increase in efficiency and productivity “The test of a good coach is that when they leave, others will carry on successfully.” Author Unknown

27. Coaching an All Star Team “I won’t accept anything less than the best a player’s capable of doing, and he has the right to expect the best that I can do for him and the team!“ Lou Holtz, football coach