Coaching for Improved Performance

1. Coaching for Improved Performance

3. Rules of Thumb Coaching - Training – Mentoring - Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred. Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred.

4. Rules of Thumb Coaching - Improving a specific skill or area, Coach facilitates and guides the process Training – Mentoring - Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred. Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred.

5. Rules of Thumb Coaching - Improving a specific skill or area Coach facilitates and guides the process Training – Improving a specific skill or area Instructor passes on knowledge Mentoring - Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred. Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred.

6. Rules of Thumb Coaching - Improving a specific skill or area Coach facilitates and guides the process Training – Improving a specific skill or area Instructor passes on knowledge Mentoring - Big picture, career & life Mentor passes on experience/knowledge Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred. Start out with attendees going to butcher block easels and writing up audience thoughts on Coaching vs Training. Write “Coaching” and “Training” at the top of each sheet. Under “Training” write “Mentoring” on the second sheet. When the group finishes the discussion on both, flip the “Training” page and repeat the process for Mentoring. Then put up this slide and discuss it from a “big picture” standpoint. Discuss how semantics can get in the way and that the disciplines, particularly Coaching and Mentoring are very similar and that the lines between them become blurred.

7. Developing you and your people through Coaching became a separate method for personal improvement in the mid-90’s. Charter Center for Professional Development in London says that 96% of people prefer an outside/professional coach. Guess what business they are in. One of the problems with determining the effectiveness of coaching is that it usually involves proprietary information and companies are then reluctant to pass it out. One of the best studies that has been done is…Coaching became a separate method for personal improvement in the mid-90’s. Charter Center for Professional Development in London says that 96% of people prefer an outside/professional coach. Guess what business they are in. One of the problems with determining the effectiveness of coaching is that it usually involves proprietary information and companies are then reluctant to pass it out. One of the best studies that has been done is…

8. 1997 Coaching Study Public Personnel Management Washington, DC 31 managers underwent a conventional managerial training program that included goal setting, collaborative problem solving, practice, feedback, supervisory evaluation of end-results and a public presentation….. Discuss the studyDiscuss the study

9. Productivity was increased by 22% When the same group underwent 8 weeks of coaching in combination with the same type training… Productivity was increased by 88% Discuss results of study. The key is that the same MOE was used, the difference is that the training is reinforced to allow better performance.Discuss results of study. The key is that the same MOE was used, the difference is that the training is reinforced to allow better performance.

10. Bill Belichick (New England Patriots Football), Pat Summit (UTenn Women's Bball), Tony Dungee (Colts Football, big community mentor), John Thompson (Georgetown Men’s Basketball), Anson Dorrance (UNC Women’s Soccer), April Heinrichs (US Women’s Soccer)Bill Belichick (New England Patriots Football), Pat Summit (UTenn Women's Bball), Tony Dungee (Colts Football, big community mentor), John Thompson (Georgetown Men’s Basketball), Anson Dorrance (UNC Women’s Soccer), April Heinrichs (US Women’s Soccer)

11. Types of Coaching If you do a Google search on coaching, you will find many different hits. Coaches are now available in quite a few different areas. There are actually “etiquette coaches”, Most of us are leadership coaches, , make fun of your ability to dress well. Just have fun with it. I talk about working as a leadership coach, and discuss my early leadership roles, would have loved to have had coaching to start out with.If you do a Google search on coaching, you will find many different hits. Coaches are now available in quite a few different areas. There are actually “etiquette coaches”, Most of us are leadership coaches, , make fun of your ability to dress well. Just have fun with it. I talk about working as a leadership coach, and discuss my early leadership roles, would have loved to have had coaching to start out with.

12. Truth or Myth? Only weak or poor performers need coaching. Is this true?Is this true?

13. Did they need coaching? Did they need coaching? What do they have in common. All three rose to the top of their field yet continued to try to improve. The Nike headquarters is named the Mia Hamm building. Tiger is constantly getting lessons, the best swing in golf yet he has a coach. Michael Jordan was famous for being a very coachable and driven individual. Phil Knight, the Nike chairman actively recruited these 3 to be the face of Nike due to their reputations and work ethic. Did they need coaching? What do they have in common. All three rose to the top of their field yet continued to try to improve. The Nike headquarters is named the Mia Hamm building. Tiger is constantly getting lessons, the best swing in golf yet he has a coach. Michael Jordan was famous for being a very coachable and driven individual. Phil Knight, the Nike chairman actively recruited these 3 to be the face of Nike due to their reputations and work ethic.

14. Did they need coaching? Switch to the business world. Mary Kay was famous for keeping people from all levels within her organization around her and asking for their advice. Dave Thomas was known for taking input from people across all levels of Wendy’s, he was willing to listen to everyone. Bill Gates had a problem with email, every one was scanned by a horde of lawyers. His answer was to go out and buy Lotus Notes (Ray Ozzie founded the company). Must be nice to be a billionaire. As a leader can you ever say, “That’s it, I’m at the top of my game, I don’t need to improve any more?” Bill Gates. Email is a problem, each is scanned by numerous lawyers, had a problem. Needed “coaching”, bought Lotus Notes (the company, developed by Ray Ozzie). Unique approach to coaching. Switch to the business world. Mary Kay was famous for keeping people from all levels within her organization around her and asking for their advice. Dave Thomas was known for taking input from people across all levels of Wendy’s, he was willing to listen to everyone. Bill Gates had a problem with email, every one was scanned by a horde of lawyers. His answer was to go out and buy Lotus Notes (Ray Ozzie founded the company). Must be nice to be a billionaire. As a leader can you ever say, “That’s it, I’m at the top of my game, I don’t need to improve any more?” Bill Gates. Email is a problem, each is scanned by numerous lawyers, had a problem. Needed “coaching”, bought Lotus Notes (the company, developed by Ray Ozzie). Unique approach to coaching.

15. Coaching Truth Coaching is for anyone who wants … to improve. Coaching is for anyone who is willing … to look inward and improve. Robert Louis Stevenson quote: “It’s never too late to get to where you want to be by starting where you are”. If everyone in the organization tries to improve, the organization itself can’t help but improve as well. Robert Louis Stevenson quote: “It’s never too late to get to where you want to be by starting where you are”. If everyone in the organization tries to improve, the organization itself can’t help but improve as well.

16. Coaching Starts  …with You! How have I grown? What changes have I made? Could things be “even better?” If they have been doing the CALP and you are following the normal sequence of OrgEx, Assessments, Coaching, mention how they have had a unique opportunity to receive some good feedback from their people as well as learn about their personality and the effect on others. Talk about a personal “Johari Window.” The more personal, the better. How did you grow out of it. Coaching is about sometimes saying there may be some things about myself I don’t know or want to improve. How can you find out if you never say “How about some feedback”. The question at the bottom: Is this true? (Consider the case, though of the leader who is an alcoholic, can he excuse it in his people because he is one himself, the standard remains the standard and must be considered. The note taker has spaces to write all of these down. It is tough to get folks to do it and they will never share with the group. Invite them to delve into it at a later time. This is also a good time to do the “Personal Coaching Survey” TEXT: You’ve had some good feedback with OrgEx and Assessments, is there anything indicated in there that you should think about incorporating into your every day life” If they have been doing the CALP and you are following the normal sequence of OrgEx, Assessments, Coaching, mention how they have had a unique opportunity to receive some good feedback from their people as well as learn about their personality and the effect on others. Talk about a personal “Johari Window.” The more personal, the better. How did you grow out of it. Coaching is about sometimes saying there may be some things about myself I don’t know or want to improve. How can you find out if you never say “How about some feedback”. The question at the bottom: Is this true? (Consider the case, though of the leader who is an alcoholic, can he excuse it in his people because he is one himself, the standard remains the standard and must be considered. The note taker has spaces to write all of these down. It is tough to get folks to do it and they will never share with the group. Invite them to delve into it at a later time. This is also a good time to do the “Personal Coaching Survey” TEXT: You’ve had some good feedback with OrgEx and Assessments, is there anything indicated in there that you should think about incorporating into your every day life”

17. “My current leader excels in personnel matters. In my last position my supervisor never went over my job standards or my job performance. No counseling sessions were ever conducted. My current leader gave me my job standards within 2 days of my new assignment and we’ve already had a mid-point counseling session. I’m looking forward to discussing my performance for this year with my new leader.” Leadership Environment Survey

18. What is Coaching? Learning/Career Counseling Performance appraisal

19. Case Study Bill is a 55 year old employee who has been in the organization for 25 years. He is not computer savvy and can not do the Excel spreadsheets required by his job. You’ve sent him to training…3 times… and he still doesn’t get it. Your boss wants to send back for the 4th time. Bill wants to succeed and is frustrated.

20. So Many Opportunities! Needing feedback Discovering how to open doors Overwhelmed with a task/project Transition or change Build confidence Work-life balance Career development Start out with career development. I liked the how do you train your supervisors to move up and do even better. i.e. How many have several supervisors working for you? Are you training them? How about letting them run your weekly meetings? Take turns? Coach the results? Read a leadership book together? Discuss, etc. Needing feedback: You, some one who had a Johari Window similar to yours Work life balance: The story about the SFWMD supervisor who got in the habit of doing all the short fused reports required of his work center. By not including his people, he has set the expectation very low and they will undoubtedly live up to it. If he spends a little time coaching his folks, he will be repaid several times over. Worth the effort. Good leadership question: “So how’s that working for you?” Along those lines, powerful leadership question: “What do you think”Start out with career development. I liked the how do you train your supervisors to move up and do even better. i.e. How many have several supervisors working for you? Are you training them? How about letting them run your weekly meetings? Take turns? Coach the results? Read a leadership book together? Discuss, etc. Needing feedback: You, some one who had a Johari Window similar to yours Work life balance: The story about the SFWMD supervisor who got in the habit of doing all the short fused reports required of his work center. By not including his people, he has set the expectation very low and they will undoubtedly live up to it. If he spends a little time coaching his folks, he will be repaid several times over. Worth the effort. Good leadership question: “So how’s that working for you?” Along those lines, powerful leadership question: “What do you think”

21. True or False? Your people want Accountability. All will answer yes. I say that only the good employees want accountability, the low-performers don’t.All will answer yes. I say that only the good employees want accountability, the low-performers don’t.

22. Your People Generate a discussion about the bell curve and what you see in most populations. This can be done on butcher block paper or with the figure shown. The 2% figure needs to be addressed to align with LDI, 3% given there. Another way to look at this is, from left to right, non-supporters, the majority, and the champions. Talk about the “Workhorses”. Their performance and attitude need to be changed or the organization is held hostage. Ask “What is the effect that this group of people will have if their mode of operation continues?”. You’ve just given yourself a self-inflicted shot of cancer that will usually get worse over time.Generate a discussion about the bell curve and what you see in most populations. This can be done on butcher block paper or with the figure shown. The 2% figure needs to be addressed to align with LDI, 3% given there. Another way to look at this is, from left to right, non-supporters, the majority, and the champions. Talk about the “Workhorses”. Their performance and attitude need to be changed or the organization is held hostage. Ask “What is the effect that this group of people will have if their mode of operation continues?”. You’ve just given yourself a self-inflicted shot of cancer that will usually get worse over time.

23. Reward top performers for legitimate production. Do not reward for meeting the standards, that is expected. Address the dichotomy of treating everyone the same. You want to take care of the good performers yet we say we need to be consistent. Consistency occurs because we are telling our people on the front end that if they do their job and are good employees that will be taken into consideration if and when a mistake occurs.Reward top performers for legitimate production. Do not reward for meeting the standards, that is expected. Address the dichotomy of treating everyone the same. You want to take care of the good performers yet we say we need to be consistent. Consistency occurs because we are telling our people on the front end that if they do their job and are good employees that will be taken into consideration if and when a mistake occurs.

24. The Workhorses Thank them for their work & support. Where the org. is going and why. Tell them why they are important. Ask them where they want to go. Help them on the way. Workhorses is the term used at MTMC, modify as needed. Reference the 80/20 rule. The point here is that this group of people will not need monitoring or babysitting, they are currently doing a great job and will continue to do so. What they do need is support, recognitionWorkhorses is the term used at MTMC, modify as needed. Reference the 80/20 rule. The point here is that this group of people will not need monitoring or babysitting, they are currently doing a great job and will continue to do so. What they do need is support, recognition

25. The Middle Performers Conscientious Solid performance Varying potential Can use a push and guidance Prime candidate(s) for coaching This is the group that you, as a leader, can have the biggest impact on. Counseling is huge here, do a performance appraisal with them, make sure they know where they stand and what the path to success is for them. Then help them get there. Monitor and reevaluate often (quarterly).This is the group that you, as a leader, can have the biggest impact on. Counseling is huge here, do a performance appraisal with them, make sure they know where they stand and what the path to success is for them. Then help them get there. Monitor and reevaluate often (quarterly).

26. The Middle Performers Tell them where they stand. Tell them your expectations. Ask them where they want to go. Develop a plan going forward. Monitor, coach & re-evaluate This is the group that you, as a leader, can have the biggest impact on. Counseling is huge here, do a performance appraisal with them, make sure they know where they stand and what the path to success is for them. Then help them get there. Monitor and reevaluate often (quarterly).This is the group that you, as a leader, can have the biggest impact on. Counseling is huge here, do a performance appraisal with them, make sure they know where they stand and what the path to success is for them. Then help them get there. Monitor and reevaluate often (quarterly).

27. Your People Generate a discussion about the bell curve and what you see in most populations. This can be done on butcher block paper or with the figure shown. The 2% figure needs to be addressed to align with LDI, 3% given there. Another way to look at this is, from left to right, non-supporters, the majority, and the champions. Talk about the “Workhorses”. Their performance and attitude need to be changed or the organization is held hostage. Ask “What is the effect that this group of people will have if their mode of operation continues?”. You’ve just given yourself a self-inflicted shot of cancer that will usually get worse over time.Generate a discussion about the bell curve and what you see in most populations. This can be done on butcher block paper or with the figure shown. The 2% figure needs to be addressed to align with LDI, 3% given there. Another way to look at this is, from left to right, non-supporters, the majority, and the champions. Talk about the “Workhorses”. Their performance and attitude need to be changed or the organization is held hostage. Ask “What is the effect that this group of people will have if their mode of operation continues?”. You’ve just given yourself a self-inflicted shot of cancer that will usually get worse over time.

28. When we think of weak actors, we first think of poor job performance. But could also be other character issues. The 20% that take up 80% of your time. Typically, MTMC allows the low-performers to slide while relying on the good employees (the work horses) to get things done. Ask yourself, if these players get angry and leave the organization, are we really worse off than before?When we think of weak actors, we first think of poor job performance. But could also be other character issues. The 20% that take up 80% of your time. Typically, MTMC allows the low-performers to slide while relying on the good employees (the work horses) to get things done. Ask yourself, if these players get angry and leave the organization, are we really worse off than before?

29. Reasons for non-compliance: Don’t know Know, but don’t know how Per July newsletter. The first two categories are easy to work with, training or reinforcement of standards should do the job. Transition now to the next slide (phases of training) with “You need to make sure it is effective training, remember the four phases of effective training…”Per July newsletter. The first two categories are easy to work with, training or reinforcement of standards should do the job. Transition now to the next slide (phases of training) with “You need to make sure it is effective training, remember the four phases of effective training…”

30. Training Explanation Demonstration Practice Reinforcement & Feedback

31. The Left Enders Reasons for non-compliance: Don’t know Know, but don’t know how Know, but can’t do it Know and can do it, but choose not to Per July newsletter. The first two categories are easy to work with, training or reinforcement of standards should do the job. The second two categories are the ones that will challenge the leader. For category 3Per July newsletter. The first two categories are easy to work with, training or reinforcement of standards should do the job. The second two categories are the ones that will challenge the leader. For category 3

32. When we think of weak actors, we first think of poor job performance. But there could also be other character issues. You have crews out there and people in those crews who aren’t carrying their share of the load, the ones that hang back and wait for others to do the job. . Drug story from VF-202. Two petty officers (E-6, QA, strong players) tested positive for drugs. Amidst crying and protestations of innocence, these two tried every trick in the book to get off. We liked these guys, they were good people but we needed to enforce the standards. We sent them to courts martial and they were dismissed. Turns out they were big drug users and everyone knew it, they were all watching us to see what we were going to do. Seeing senior personnel treated within the standards, all within the squadron understood what the rules were and stayed within them. The short term pain became the long term gain. When we think of weak actors, we first think of poor job performance. But there could also be other character issues. You have crews out there and people in those crews who aren’t carrying their share of the load, the ones that hang back and wait for others to do the job. . Drug story from VF-202. Two petty officers (E-6, QA, strong players) tested positive for drugs. Amidst crying and protestations of innocence, these two tried every trick in the book to get off. We liked these guys, they were good people but we needed to enforce the standards. We sent them to courts martial and they were dismissed. Turns out they were big drug users and everyone knew it, they were all watching us to see what we were going to do. Seeing senior personnel treated within the standards, all within the squadron understood what the rules were and stayed within them. The short term pain became the long term gain.

33. Truth or Myth? Coaches need to be an expert and be masterful to be effective. Is this true? You generally have to be a little smarter than the coachee, you have to bring something to the table. Mo Cheeks couldn’t sing better but he brought the lyrics to the event, great job of coaching. A lot of people think they don’t have the experience required to get the job done, it’s more of a desire thing that anything else. Relate back to Mo Cheeks, he certainly wasn’t a good singer but if that wasn’t masterful coaching I don’t know what is.Is this true? You generally have to be a little smarter than the coachee, you have to bring something to the table. Mo Cheeks couldn’t sing better but he brought the lyrics to the event, great job of coaching. A lot of people think they don’t have the experience required to get the job done, it’s more of a desire thing that anything else. Relate back to Mo Cheeks, he certainly wasn’t a good singer but if that wasn’t masterful coaching I don’t know what is.

34. Coach or Expert? Does Dr. Phil coach? - Need to phrase the question, “Is Dr. Phil an expert or a coach?” Use the triple “Dr. Phil has 60 minutes to solve family dysfunction, teenage drug abuse and I think next month he’s working on peace in the Middle East.” Dr Phil’s favorite line: “You couldn’t be dumber if they cut off your head” Maybe not a good tool to throw into your leadership or coaching toolbox. Dr Phil is definitely in the “expert” mode, not too much collaboration on his part. Be ready for some of the audience to state a dislike for Dr. Phil, many don’t like him. Have fun with it. Coach or Expert? Does Dr. Phil coach? - Need to phrase the question, “Is Dr. Phil an expert or a coach?” Use the triple “Dr. Phil has 60 minutes to solve family dysfunction, teenage drug abuse and I think next month he’s working on peace in the Middle East.” Dr Phil’s favorite line: “You couldn’t be dumber if they cut off your head” Maybe not a good tool to throw into your leadership or coaching toolbox. Dr Phil is definitely in the “expert” mode, not too much collaboration on his part. Be ready for some of the audience to state a dislike for Dr. Phil, many don’t like him. Have fun with it.

35. Coach vs. Expert Coach Teach Guide Facilitate Advise 2 Sided How many of Dr Phil’s conversations are two sided? You can talk about D/C or I/S, D/C wants to get right to the root of the problem and get it fixed, the I/S is more about involvement on both sides. I compare the two, open handed leadership on the left versus the closed hand of management on the right. Ask the question “Is there a time when you need to be an expert?” Time critical events may make it necessary that you take charge and just plain get things done.How many of Dr Phil’s conversations are two sided? You can talk about D/C or I/S, D/C wants to get right to the root of the problem and get it fixed, the I/S is more about involvement on both sides. I compare the two, open handed leadership on the left versus the closed hand of management on the right. Ask the question “Is there a time when you need to be an expert?” Time critical events may make it necessary that you take charge and just plain get things done.

36. Coach vs. Expert Coach Expert Teach Inform Guide Direct Facilitate Compel Advise Drive 2 Sided 1 Sided How many of Dr Phil’s conversations are two sided? You can talk about D/C or I/S, D/C wants to get right to the root of the problem and get it fixed, the I/S is more about involvement on both sides. I compare the two, open handed leadership on the left versus the closed hand of management on the right. Ask the question “Is there a time when you need to be an expert?” Time critical events may make it necessary that you take charge and just plain get things done.How many of Dr Phil’s conversations are two sided? You can talk about D/C or I/S, D/C wants to get right to the root of the problem and get it fixed, the I/S is more about involvement on both sides. I compare the two, open handed leadership on the left versus the closed hand of management on the right. Ask the question “Is there a time when you need to be an expert?” Time critical events may make it necessary that you take charge and just plain get things done.

37. There are many components to effective listening. Use this inventory to evaluate your skills and identify areas for potential improvement. Listening well isn’t simple. Even expert listeners benefit from periodic tune-ups. Circle a number next to each statement to reflect how frequently you perform that behavior: While someone is talking I: Rarely Sometimes Often 1. Plan how I am going to respond 5 4 3 2 1 2. Keep eye contact with the speaker 1 2 3 4 5 3. Take notes as appropriate 1 2 3 4 5 4. Notice the feelings behind the words 1 2 3 4 5 5. Find myself thinking about other things 5 4 3 2 1 6. Face the person who is speaking 1 2 3 4 5 7 .Watch for body language 1 2 3 4 5 8. Interrupt the speaker to make a point 5 4 3 2 1 9. Listen without immediately evaluating or judging 1 2 3 4 5 10. Ask questions for quick info, encouraging the speaker to continue 1 2 3 4 5 11. Repeat what I heard in my own words to check my understanding 1 2 3 4 5 Total: __/ / / / / Add up the numbers from the answers you gave (possible range 11-55) If you scored from 45-55 you are an effective listener. Tune up your skills in the areas you scored the lowest. If you scored from 28-44 you are a good listener but have room for growth. Tune up one area at a time, practicing desirable behaviors (except 1,5,8) as you listen. If you scored below 28 your listening skills need an overhaul. Tune in on what others are trying to communicate; you are missing out on the benefits of better listening. Source: Harvard Business School (2003).Manage Mentor on Coaching. Harvard Business School Publishing

38. Common Mistakes Talking too much Not really listening Losing control of your emotions/frustration

39. Coaching Question How do you counsel your people, let them know they are not meeting the standards and not upset them or… Really tick them off!!!

40. To documentor…Not to document Career development vs Performance improvement Make this a discussion item. Particularly if they are in the same organization, you will get a pretty good discussion going. My feeling is that if it is a career development scenario, documentation (from an HR standpoint) is not necessary. If performance issues are at hand, documentation is appropriate. Bottom line is the leader needs to be flexible and do what is right for the individual and for the situation. Make this a discussion item. Particularly if they are in the same organization, you will get a pretty good discussion going. My feeling is that if it is a career development scenario, documentation (from an HR standpoint) is not necessary. If performance issues are at hand, documentation is appropriate. Bottom line is the leader needs to be flexible and do what is right for the individual and for the situation.

41. When not to Coach!

42. Case Study Bill has been with your company for 15 years and is amiable when he wants to be. He does his job exceptionally well and runs a good project. He gets along with most people but not temps or new employees. He is short tempered, especially when he is asked to share his knowledge. You’ve tried hints but the behavior continues and he won’t accept that he is part of the problem. Bill is also in the habit of showing up late or leaving early. When you talk to him about it, he says that he has earned the right to have “flexible” work hours after 15 years of hard work.

44. The Five Steps of Coaching P Prepare A Assess P Plan E Execute R Review

45. Prepare Look at the employee Background Performance record Career possibilities (HR Liaison) Legal/HR Considerations Strengths AND Weaknesses Develop YOUR Coaching Game Plan

46. Assess CoachHistory of the situation The employee 360 Review How to approach the issue & employee Both Joint performance appraisal Employee inputs Affirm CONFIDENTIALITY

47. Plan Collaborative review of assessment results. Develop SMART goals. Milestones, action dates & metrics. Accountability and responsibilities. Document and sign the action plans. Schedule a follow on meeting plan.

48. Execute Most of the work is done here. Utilize both planned and spot coaching. As coach, facilitate and manage the program … employee does the work. Focus on performance, not impressions.

49. Review Review action plans. On track? MOE’s met? Setbacks? New issues? Acknowledge and reward success. Analyze failure. Ensure gains are acknowledged and consolidated.

50. The Five Steps of Coaching P Prepare A Assess P Plan E Execute R Review

51. Coaching Thoughts

52. Coaching Takes Time Developing people is like mining gold. It takes a lot of dirt to find an ounce of gold. Not the big bang theory. How much time are you willing to spend to help make your people better?Not the big bang theory. How much time are you willing to spend to help make your people better?

53. Coaching Means Change People don’t resist change. They resist “being changed.” People must be included in the process to accept the change. Great book. They will accept it better if they figure it out for themselves, rather than having you force it down their throats.Great book. They will accept it better if they figure it out for themselves, rather than having you force it down their throats.

54. Great Expectations Not everyone will become a great coach or leader, But you can always become a better coach and a better leader. This little guy’s got some big aspirations. I may not become Joe Ellis but I’m going to do the best I can.This little guy’s got some big aspirations. I may not become Joe Ellis but I’m going to do the best I can.

55. Coaching It’s for successful people who want to be more successful… It’s about a collaborative partnership… It’s about owning the present and opening doors for the future… It’s Leadership. If your people are successful you will be as well. It’s about give and take, a partnership.If your people are successful you will be as well. It’s about give and take, a partnership.

56.