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.
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.
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.”
Service ProblemsWe Coach Employees To:
Conflict at work is expensive, time-consuming, and hard on everyone.
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
Can we use coaching as a “recognition” tool?
Robert Half Int’l. 1995
These can give us permission to coach.
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.
Aligning for Success
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?”
Pay attention to what you see or hear and then try to determine what is really going on.
Verbal Judo Institute ™
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.
Think about how you might use the following three tools to assist your efforts during a coaching meeting . . .
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.
Use the P.I.N. Tool with your group members on a topic provided by your course leader.
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)
The Rising Star, The Problem Child, The Plow Horse, and The Smart Slacker
© 2005 Dr. Steve Albrecht
Final Practice Exercise #7
“A Spectrum of Influence”