BUILDING LEADERSHIP SKILLS: COACHING FOR CHANGE AND RESULTS . Fall 2009 An Infopeople Program Dr. Steve Albrecht, PHR, CPP DrSteve@DrSteveAlbrecht.com 619-445-4735. This Workshop Is Brought to You By the Infopeople Project.
BUILDING LEADERSHIP SKILLS: COACHING FOR CHANGE AND RESULTS
An Infopeople Program
Dr. Steve Albrecht, PHR, CPP
Infopeople is a federally-funded grant project supported by the California State Library. It provides a wide variety of training to California libraries. Infopeople workshops are offered around the state and are open registration on a first-come, first-served basis.
For a complete list of workshops, and for other information about the project, go to the Infopeople website at infopeople.org.
What it is and what it isn’t.
Misconceptions On Coaching
The “Narcissistic Supervisor / Rescuer.”
The employee as needy or incompetent.
The supervisor “fixes” the employee.
The supervisor as a cheerleader.
The myth of the “all-purpose coach.”
Giving advice as a “life coach.”
Conflict at work is expensive, time-consuming, and hard on everyone.
Coaching Best Addresses “The Big Four”
Violations of policies & procedures
How do we demonstrate success?
Compliance, improvement, and positive changes in attitude, service interactions, responsibility, and accountability.
Follows policies and rules; demonstrates positive behaviors
Actual performance versus desired / expected performance
34 % of employees responding to a national survey cited “limited recognition” as the most common reason for leaving their jobs.
Can we use coaching as a “recognition” tool?
Robert Half Int’l. 1995
These can give us permission to coach.
Open-Ended Questioning Two-Person Exercise #2
Supervisor: “Do you like your job?”
Employee: “Yeah, it’s okay.”
Ask more open-ended questions to get the employee to tell you more. Build “conversational momentum” and find a subject the employee wants to discuss.
Laying The Foundation For Coaching:
Aligning for Success
Coaching Delivery Modes
On the spot: “corridor coaching”
On or off-site - Face to Face
Giving homework and using a Reading Program
Using as many self-discovery questions as possible, i.e., “What do you think?”
Frontstage Behavior Versus Backstage Behavior
Pay attention to what you see or hear and then try to determine what is really going on.
Verbal Judo Institute ™
Using the List of Seven ChoicesTwo-Person Exercise #3
Supervisor: Ask the employee, “What bugs you about your job?”
Use The List of Seven Choices to convince him or her that there are one or more solutions to the issue.
Tools for Focusing
Think about how you might use the following three tools to assist your efforts during a coaching meeting . . .
Using Keep / Stop / StartGroup Exercise #4
Using the Keep / Stop / Start approach with the index cards provided, develop a collection of responses to the issues, problems, or opportunities you’d like to solve at your facility.
Practicing with the P.I.N. Tool Group Exercise #5
Use the P.I.N. Tool with your group members on a topic provided by your course leader.
Coaching Meeting Steps
Plan for the meeting. (time, place, any handouts)
Open the meeting. (build rapport, discuss the purpose)
Describe any problem areas. (being specific)
Help the employee generate solutions. (ownership)
Discuss the solutions. (fine tune the choices)
Describe employee’s strengths. (reward successes)
Discuss a development plan. (next session)
Close the meeting. (with thanks and a recap)
Coaching the Big Four:
The Rising Star, The Problem Child, The Plow Horse, and The Smart Slacker
© 2005 Dr. Steve Albrecht
Skill-Building Through Coaching Practice
Final Practice Exercise #7
The Coaching Dynamic
“A Spectrum of Influence”