cade exercise guide

7/27/2019 CaDE Exercise Guide

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Coaching and

DevelopingEmployees

with Lisa Gates

Exercise Guide


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Coaching and Developing Employees with Lisa Gates

Exercise Guide Contents

Exercise Guide Contents

Opening Questions or You, the Manager (Intro) .................................................................... page 2

The GROW Model (Chapter 1, Video 2)........................................................................................ page 3

Power Talk Coaching Model (Chapter 1, Video 3) ....................................................................... page 4

101 Powerul Questions (Chapter 2, Video 2) ............................................................................. page 5

The Discovery Questionnaire (Chapter 3, Video 1) ..................................................................... page 8

Looking Back to Move Forward (Chapter 3, Video 1).................................................................. page 9

Infuence Interview Questions (Chapter 3, Video 2)..................................................................page 10

SMART Goals (Chapter 3, Video 3) ............................................................................................ page 11

Coaching Research and Resources (Chapter 5, Video 1)..........................................................page 13


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Opening Questions for You, the Manager (Intro) How valuable would it be to you to have a boss whos completely invested in your proessional aspirations?

Are some o your employees stagnating?

Do you think some might be itchy to move and nd better opportunities?

Has their enthusiasm fatlined to such a degree that theyve become toxic to your workplace?

Who on your team could benet rom coaching (choose three)?

Where do you have two or three 10-minute chunks o time you can block out every week to coach people?


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The GROW Model (Chapter 1, Video 2)GROW is an acronym that stands or Goals, Realities, Options, and Will, and it has several purposes. It helps you and youremployees clariy their initial goals, assess whats currently happening, and identiy potential roadblocks. It also helps yourpeople brainstorm both opportunities and resources or growth.

Goals: What is it you would like to ocus on?

What would you like to achieve?

What would you like to happen that is not happening now?

How would you know you were being successul i you achieved your goal?

How could you break this goal down into manageable chunks?

What are all the things that would need to be done to achieve the goal?

Realities - Assess whats currently going on:

What is happening at the moment to derail your progress toward the goal? When and how oten does this happen? Be precise i possible.

What eect does this have?

What other actors are relevant?

Who else is relevant?

What is that persons perception o the situation?

What have you tried so ar?

What else is conficting with achieving the goal?

Options - Kick-start some brainstorming: What possibilities or action do you see? Dont worry about how realistic they are at this stage.

Who might be able to help?

Which options do you like the most?

What are the benets and pitalls o these options?

Which options are o interest to you?

Rate rom 1 to 10 your assessment o the practicality o each o these options.

Would you like to choose an option to act on?

Will - Unlock actions, accountabilities, and roadblocks: What are your next steps?

Precisely when will you take them?

What might get in the way?

The GROW Model

The GROW Model (Chapter 1, Video 2)GROW is an acronym that stands or Goals, Realities, Options, and Will, and it has several purposes. It helps you and youremployees clariy their initial goals, assess whats currently happening, and identiy potential roadblocks. It also helps yourpeople brainstorm both opportunities and resources or growth.

Goals: What is it you would like to ocus on?

What would you like to achieve?

What would you like to happen that is not happening now?

How would you know you were being successul i you achieved your goal?

How could you break this goal down into manageable chunks?

What are all the things that would need to be done to achieve the goal?

Realities - Assess whats currently going on:

What is happening at the moment to derail your progress toward the goal? When and how oten does this happen? Be precise i possible.

What eect does this have?

What other actors are relevant?

Who else is relevant?

What is that persons perception o the situation?

What have you tried so ar?

What else is conficting with achieving the goal?

Options - Kick-start some brainstorming: What possibilities or action do you see? Dont worry about how realistic they are at this stage.

Who might be able to help?

Which options do you like the most?

What are the benets and pitalls o these options?

Which options are o interest to you?

Rate rom 1 to 10 your assessment o the practicality o each o these options.

Would you like to choose an option to act on?

Will - Unlock actions, accountabilities, and roadblocks: What are your next steps?

Precisely when will you take them?

What might get in the way?


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Power Talk Coaching Model (Chapter 1, Video 3)

Power Talk Coaching Model

Be

curious

Let t

he

empl

oyee

l

ead

Coach

the

w

hole

person

Awareness

Refle

cti

onV

isio

n

Powerful questions

Listening

Challenge

Action

Accountability

Feedback

The Three Cornerstones of Coaching

1. Be curious

2. Let the employee lead

3. Coach the whole person

The Core Conversations

1. Awareness

2. Vision

3. Refection

Power Talk Practices

1. Powerul questions2. Listening

3. Challenge

4. Action

5. Accountability

6. Feedback


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101 Powerful Questions (Chapter 2, Video 2)How to use...to support your process as you coach people.

1. Im curious; may I ask you a ew questions?

2. Whats great about your lie this week?

3. How have you grown this week?

4. What did you accomplish this week?

5. Who did you serve?

6. What did you learn?

7. Who else will benet?

8. What are you grateul or?

9. Whos grateul or you?

10. Is this what you want to be coached on or are you just sharing?

11. What could you be happy about i you chose to be?

12. Are you using this to grow or are you beating yoursel up?

13. Does this story empower you or disempower you?

14. How can you turn this around and have better results next time?

15. On a scale o 1 10 how honest have you been about this, with others?

16. Do you mind i I oer an observation?

17. Is this the problem or the solution?

18. How would you like it to be?

19. Whats in the way?

20. Whats stopping you?

21. What does this mean to you?22. Are you ocused on whats wrong or whats right?

23. Is that a story or the truth?

24. How can you nd out?

25. Do you want this or its own sake or are you trying to avoid something else?

26. Is this giving you energy or draining your energy?

27. What will really make the biggest dierence here?

28. Is this a limitation or is it a strength?

29. Whats the benet o this problem?

30. Who else is this hurting?

31. What does your intuition tell you about this?

32. Do you have a gut eeling about this?

33. Have you solved problems like this beore?

34. What rules do you have that are getting in the way?

35. How long have you been thinking about this?

36. Have you ever experienced something like this beore?

101 Powerul Questions


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37. I you changed your belie about this, what would be possible?

38. Is this a decision or a pipe dream?

39. Which o your core values does this goal express?

40. Is this goal pulling you orward or are you struggling to reach it?

41. Will this choice move you orward or keep you stuck?

42. Whats the rst step you need to take to reach your goal?

43. Whats the worst that can happen, and can you handle that?

44. Whats the downside o your dream?

45. Whats stopping you rom taking action?

46. Who wouldnt like it i you succeeded?

47. What will you have to give up in order to make room or your goals?

48. How would your lie be transormed i you changed this right now?

49. I you dont change this, what will it cost you in the long run?

50. Whats the most resourceul choice here?

51. How can you improve this, so it adds value orever?52. How can you solve this problem so it never comes back?

53. Are you acting on aith or ear?

54. I you werent scared, what would you do?

55. Are you standing in your power or pleasing someone else?

56. What are you pretending not to know?

57. How could you have this conversation so it empowers everyone concerned?

58. What might make the dierence that could change everything?

59. I you approached this with courage, how could your lie change?

60. Are you procrastinating or is there a reason to delay?

61. Whats the emotional cost vs. the nancial cost?

62. Which step could you take that would make the biggest dierence, right now?

63. How can you get your needs ully met?

64. I your lie were exclusively oriented around your values, what would that be like?

65. How would you describe the dierence between a need and a value?

66. I you achieve this goal, will it bring lasting ulllment or temporary pleasure?

67. Have you thought about the impact youll have by creating this?

68. How can you learn rom this problem so it never happens again?

69. How can you create more value with less eort?

70. What are you willing to do to improve this situation?

71. What are you willing to stop doing to improve this situation?

72. How can you enjoy the process o solving this problem?

73. Do you mind i I ask a very personal question?

74. What are you willing to commit to here?

75. Do you need to work harder or delegate this?



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76. I this weakness were also a strength, what would that be?

77. How can you use this so it becomes a benet?

78. Have you decided to take action or are you just hoping you will?

79. Are you angry or are you hurt?

80. Who can help you with this?

81. Does your current habitat ully support who youre becoming?

82. What do you need in order to succeed here?

83. What plan do you need in order to achieve your new goals?

84. Are your personal standards high enough to reach your goals?

85. What will your impact be 100 years rom now?

86. Who do you need to become in order to succeed here?

87. What are you responsible or here?

88. Instead o either/or, how could you use both?

89. Are you approaching this rom your head or rom your heart?

90. Is this an assumption or have you checked to be sure?91. How can you learn what you need to know about this?

92. Is this the best outcome you can imagine or is there something greater?

93. Do you have a detailed strategy to get there?

94. How will you transorm your lie with this new knowledge?

95. What does this accomplishment mean to you?

96. Why does it matter?

97. Who did you have to become to achieve it?

98. What did you learn in the process?

99. Who else will benet?

100. Whats next or you?

101. How have you changed the world or generations to come?



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The Discovery Questionnaire (Chapter 3, Video 1)Please tell me about your lie and work. Your answers are completely condential. Take your time. Go deep. Nothing is outo bounds.

Assess Your Role

1. What do you love about your work?2. What do you wish you could change?

3. I you were to review your current job description, what components do you no longer do? What new responsibilities

have you taken on?

Describe Your Achievements and Goals

1. What are your most satisying achievements not just in your current position, but in your entire career?

2. What do you want to accomplish this year?

3. Where do you see yoursel in the next ve years?

4. What support and/or resources do you need to achieve your immediate goals?

5. What support and/or resources do you need to achieve your career aspirations?

6. What is your ideal work?

7. What skills do people acknowledge you or?

8. What skills or talents would you like to be acknowledged or?

Identify Your Work Style

1. How much o a priority are you in your own lie?

2. How well do you keep promises to yoursel and others?

3. How satised are you with your level o productivity?4. How well do you communicate with others?

5. What areas o your work lie would you MOST like to improve?

6. What routinely gets in your way?

Express Your Vision

1. I you were the CEO, where would you take this company?

2. I you could change the world (and you can), what needs would you meet or what problems would you solve?

3. What two steps could you take right now that would make the biggest dierence in your lie and work?

4. Anything else?

The Discovery Questionnaire


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Looking Back to Move Forward (Chapter 3, Video 1)Some time into our careers and livelihoods we oten take a refective pause. We reach a point at which we may have orgottenwho we are and were kind o grey about our strengths, skills, and accomplishments, and we lament about wiping the slateclean and starting over.

But what i we havent been looking at our own slate objectively? Or with appreciation? What i we look back at our lives and

see a string o hal-baked ideas, stops, and starts, or a bunch o almosts? How do we learn to see clearly?

Because we are so intimately amiliar with the background chatter telling us where were not living up to our own or othersexpectations, this exercise is designed to help you meet that chatter with the truth. Were going to turn things around a bit andtake a look at all youve accomplished. Every little thing. Every big thing.

In this exercise you are part journalist, part scientist, and part alchemist. Try to be as objective as possible. The goal is to captureall o youall that youve been and all that you areso that you can strategize your uture. In other words, what you discover (or

rediscover) can be used to help you change direction, seek a promotion or lateral shit, or change the market you currently serve.

Perhaps most important, you will have the opportunity to nd your story, or multiple stories or narratives, that can be used to

sing your own praises and rame your value as a benet to your employer, team, or market.

Take your time. Go deep. Take one pass, set it down and come back to it in a ew hours or days.

Part One: Tracking Your Results & Accomplishments

1. What did you accomplish this month?

2. What did you accomplish this year?

3. What were the major experiences, events, and accomplishments o your childhood...high school...college?

4. What were the major accomplishments in your...20s...30s...40s...50s..60s?

Part Two: Themes, Values, & Strengths1. What are the repeating themes?

2. What values do your accomplishments reveal?

3. What kinds o results do you produce repeatedly?

4. What do your accomplishments and results reveal as your most consistent strengths?

5. What strengths do you wish you could employ more requently?

6. What strengths would you like to retire and say no tothings you are good at that you no longer enjoy?

Looking Back to Move Forward


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Part Three: Whats Your Story?

In the rst ew parts o this exercise youve been gathering data and evaluating it or themes, values, results, and strengths.Youll now take it a step urther: write your story.

What event or circumstance in your lie opened the door or you, made you recognize your power, or colored all your uture choices?

When did you realize you had the power to [ll in the blank]?

What story best illustrates who you are and what you bring to the party?What story demonstrates your top strengths and core values most?

You, Incorporated

Undoubtedly, you have more than one story to tell. Whether youre networking, talking with a prospective client, or in a jobinterview or annual review, nd a story that rames your strengths and capacities, your promise, in a way that meets the goals/needs o your conversation partner.

Looking Back to Move Forward/Infuence Interview Questions

Infuence Interview Questions (Chapter 3, Video 2)To keep things simple and straightorward, ask your employee to conduct interviews with coworkers, colleagues, riends,

and amily in a concentrated timerame, and give each interviewee a list o questions ocused on two things: strengthsand reality checks.

Strengths Questions

What are my greatest strengths?

What skills can I be counted on or?

What strengths and skills have been most helpul to you?

Reality Check Questions

Where do you see me struggle?

How do I get in my own way?

What can I do right now to improve?

What would you do i you were me?


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11 o14SMART Goals

SMART Goals (Chapter 3, Video 3)Todays Date:

Target Completion Date:

What is your goal in one sentence?

What are the benets o achieving this goal?

What is your motivation or achieving this goal?

Where will you place your goal to make it visible?

How oten will you review your progress?

Is it SPECIFIC?

Does your goal clearly and specically state what you

are trying to achieve?

I your goal is particularly large or multiaceted, try

breaking it down into smaller, specic SMART goals.

Is it MEASURABLE?

How will you and others know i progress is being madeon achieving your goal?

Can you quantiy or put numbers to your outcome?

Is it ATTAINABLE?

Is achieving your goal dependent on anyone else?

Is it possible to rerame your goal so it only depends onyou and not others?

What are the roadblocks youll likely encounter?

Is it RELEVANT?

Why is achieving this goal important to you?

What values in your lie does this goal refect?

What eect will achieving your goal have on your lie or

on others?

Is it TIMELY? When will you reach your goal?

Again, i your goal is particularly large, try breaking itdown into smaller goals with incremental target dates.


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ACTION PLAN

Brainstorm all the steps you need to take to accomplish your goal.

TASK COMPLETION DATE DATE ACTUALLY COMPLETED

SMART Goals


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Coaching Research and Resources (Chapter 5, Video 1)

Research

McKenzie Consulting Research LibraryWorld best-practice research and original articles pertaining to people management issues in the ollowing topic areas:motivation, talent management, retention, assessment, learning, development, management, and HR strategy.

http://www.mckpeople.com.au/content_common/pg-mckenzie-library.seo

For over 20 years, McKenzie Consulting has supported predominantly small- and medium-sized businesses that seek improvedand sustainable protability through the eective use o their people. Our work ocuses on our areas: how best to attract, retain,develop, and stretch your people so that the ocus, relevance, and excellence o their perormance will signicantly add to the

achievement o your bottom-line objectives.

Bersin by DeloitteStudy:Using a Coaching and Development Perormance Management Model while Still Rewarding Dierentiated Perormance

http://www.bersin.com/blog/post/Using-a-Coaching--Development-Perormance-Management-Model-While-Still-Rewarding-

Dierentiated-Perormance.aspxBersin & Associates LLC, a leading provider o research-based membership programs and advisory services in the humanresources, talent and learning market, is now part o Deloitte Consulting LLP.

2012 International Coaching Federation Global Coaching Study Final ReportThe 2012 ICF Global Coaching Study Final Report oers over 140 pages o ndings rom one the most ambitious pieces oindustry research ever conducted on the eld o proessional coaching. Learn what over 12,000 coaches rom around the world

had to say about the state o proessional coaching.

http://coachederation.org/coachingstudy2012/(Requires $15 to download report)

Creating Coaching Cultures: What Business Leaders Expect and Strategies to Get ThereThe results o this study indicate that leaders are condent that coaching cultures benet the business in ways that include:increasing employee engagement, job satisaction, morale, collaboration, and teamwork. Yet, these same leaders recognize that

their organizations may be out o step in their current use o coaching compared with the potential o coaching. The outcomesand benets o coaching cultures identied by the leaders in this study provide encouragement that the rewards or achievingthese cultures will be well worth the investment. Assisting senior leaders and their teams to develop coaching skills, weavingthese into an overall talent-management strategy, measuring the business impact, and driving coaching deeper into the

organization all represent rich opportunities or realizing the ull potential that coaching oers.

http://www.ccl.org/leadership/pd/research/CoachingCultures.pd

Books

Drive: The Surprising Truth About What Motivates Us

by Daniel Pink

In this provocative and persuasive new book, Pink asserts that the secret to high perormance and satisactionat work, atschool, and at homeis the deeply human need to direct our own lives, to learn and create new things, and to do better by

ourselves and our world.

http://www.amazon.com/gp/product/1594484805

Coaching Research and Resources
http://www.mckpeople.com.au/content_common/pg-mckenzie-library.seohttp://www.bersin.com/blog/post/Using-a-Coaching--Development-Performance-Management-Model-While-Still-Rewarding-Differentiated-Performance.aspxhttp://www.bersin.com/blog/post/Using-a-Coaching--Development-Performance-Management-Model-While-Still-Rewarding-Differentiated-Performance.aspxhttp://coachfederation.org/coachingstudy2012/http://www.ccl.org/leadership/pdf/research/CoachingCultures.pdfhttp://www.amazon.com/gp/product/1594484805http://www.amazon.com/gp/product/1594484805http://www.ccl.org/leadership/pdf/research/CoachingCultures.pdfhttp://coachfederation.org/coachingstudy2012/http://www.bersin.com/blog/post/Using-a-Coaching--Development-Performance-Management-Model-While-Still-Rewarding-Differentiated-Performance.aspxhttp://www.bersin.com/blog/post/Using-a-Coaching--Development-Performance-Management-Model-While-Still-Rewarding-Differentiated-Performance.aspxhttp://www.mckpeople.com.au/content_common/pg-mckenzie-library.seo


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The Five-Minute Coach: Improve Performance Rapidly

by Mariette Castellino

Designed or leaders, managers, and supervisors in any setting, The Five-Minute Coach is a groundbreaking approach to

coaching on the job, with a step-by-step guide to how to coach quickly and eortlessly and get amazingly better results at work.Short, punchy, and easy to read, the user can switly learn this innovative and eective tool or improving perormance.


Help Them Grow or Watch Them Go: The Career Conversations Employees Want

By Beverly Kaye and Julie Winkle Giulioni

Study ater study conrms that career development is the single most powerul tool managers have or driving retention,engagement, productivity, and results. Nevertheless, its requently back-burnered. When asked why, managers say the number

one reason is that they just dont have timeor the meetings, the orms, the administrative hoops. But theres a better way.And its surprisingly simple: requent short conversations with employees about their career goals and options integratedseamlessly into the normal course o business.

http://www.amazon.com/Help-Them-Grow-Watch-Conversations/dp/1609946324

Leadership Team Coaching: Developing Collective Transformational Leadership

by Peter Hawkins

Leadership Team Coaching is aimed at anyone whose role it is to encourage and develop a team. Providing a thorough

understanding o the role and importance the team has in contributing to an organizations objectives, it provides the practicaltools and techniques to acilitate eective team perormance.


Challenging Coaching: Going Beyond Traditional Coaching to Face the FACTS

by John Blakey

This book breaks the mold o traditional coaching approaches to challenge coaches and their clients to achieve courageousgoals that sustainably transorm bottom-line perormance.


Coaching Research and Resources
http://www.amazon.com/gp/product/1845908007http://www.amazon.com/Help-Them-Grow-Watch-Conversations/dp/1609946324http://www.amazon.com/gp/product/0749458836http://www.amazon.com/gp/product/1904838391http://www.amazon.com/gp/product/1904838391http://www.amazon.com/gp/product/0749458836http://www.amazon.com/Help-Them-Grow-Watch-Conversations/dp/1609946324http://www.amazon.com/gp/product/1845908007

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