coaching for high performance training

8/7/2019 Coaching For High Performance Training

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Coaching for High

Performance


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Workshop Objectives

Describe the key drivers that enable organizations to attain a high

performing environment.

Describe coaching and what a coach does.

Understand the critical communication skills necessary to engage

employees in day-to-day coaching sessions.

Employ the GROW model to develop an employee coaching plan.

Learn how to provide effective feedback.

Learn how to coach for improvement.


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Coaching for High

Performance: Roadmap

Business Case

Coaching for

Performance

Improvement

Strategic Alignment

Fundamentals

ofCoaching

CommunicationBuilding

Rapport

Coaching

Process

Crew Roadmap


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Business Case

The great leaders of tomorrow will be the ones

who understand how to get everyone to

participate.

High Performance

Workforce


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A-Level (>25 Percent Improvement) Performance Drivers by Category

In Rank-Order by Impact on Performance

A- Level (High-Impact) Performance Drivers

1. Fairness and accuracy of informal feedback

2. Risk taking

3. Emphasis (in formal review) on performance strengths

4. Employee understanding of performance standards

5. Internal communication

6. Manager knowledgeable about performance

7. Opportunity to work on the things you do best

8. Feedback that helps employees do their jobs better

9. Opportunity to work for a strong executive team

The Top Performance DriversThe Top Performance Drivers

Performance Drivers

Which are in place?


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Second-Level Performance DriversSecond-Level Performance Drivers

10. Opportunity to help launch a new business, initiative,

or program11. Manager helps find solutions to problems

12. Organizational flexibility

13. Emphasis (in informal feedback) on personalitystrengths

14. Emphasis (in formal reviews) on personalitystrengths

15. Opportunity to help turn around struggling business

16. Manager helps attain information, resources, andtechnology

17. Manager breaks down projects into manageablecomponents

18. Opportunity to have significant responsibility andaccountability

19. Opportunity to do challenging and leading-edge work

20. Culture of innovation

21. Manager translates long-term goals into step-by-stepplans

22. Manager clearly communicates expectations

23. Opportunity to experiment and take risks

24. Manager likelihood to deliver voluntary informalfeedback

25. Function-specific training: IT

26. Employee understanding of how to completeprojects

27. Employees personal enjoyment of their work

28. Employee influence in selecting projects

29. Helps team get started on a new project

30. Challenge of projects and assignments

31. Level of specificity in informal feedback

B- Level Performance Drivers

Performance Drivers

Second-Level Performance DriversSecond-Level Performance Drivers

Which are in place?


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Performance Drivers

Lowest Performance DriversLowest Performance Drivers

100. Use of rank-ordering

101. Increasing the number of formal reviews received each year

102. Emphasis (in informal feedback) on personality weaknesses

103. Emphasis (formal reviews) on personality weaknesses

104. Emphasis (in informal feedback) on performance weaknesses

105. Emphasis (in formal reviews) on performance weaknesses

106. Manager makes frequent changes to employees projects

D- Level Performance Drivers

D- Level (


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Performance Drivers

What changes or improvements would you suggest to

create a high performance organization?

What behavioral changes do you need to begin

implementing the high performance strategic drivers in

your organization?

What type of activities would you like to see to embed and

sustain the high performance drivers?


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Coaching for High


Business Case

Coaching for

Performance

Improvement

Strategic Alignment

Fundamentals

ofCoaching


Rapport

Coaching

Process


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Strategic Alignment

Youve got to be careful if you dont know whereyoure going, because you might not get there.

-Yogi Berra, Baseball Coach and Player

Strategic Alignment


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Establish

GoalsEstablish

Expectations

Promote the Coach-Employee

Relationship

Employee Coach

Coaching and

Development

CoachEmployee

EvaluatePerformance

CoachEmployee

Establish Objectives

Strategic Alignment


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Establish

GoalsEstablish

Expectations

CoachEmployee


Strategic Alignment


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Coaching objectives

Role in organization

Employee individuality

Prioritize opportunities

Coaching obstacles

Strategic Alignment:

Objectives, Expectations

and Goals


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Establish

GoalsEstablish

Expectations

Coaching and

Development

CoachEmployee


Strategic Alignment


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MANAGER'S PREPARATION Review organizations top-level objective

Identify goals to be delegated and how they should bedelegated.

Clarify employees responsibilities and anticipate the goalsthey would set.

Give your employees the information they need to draft theirown goals.

GOAL SETTING CHARACTERISTICS Difficulty

Specificity

Feedback

Participation

Strategic Alignment:

Goal Setting Summary


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Coaching for High


Business Case

Coaching for

Performance

Improvement

Strategic Alignment

Fundamentals

of CoachingCommunication

Building

Rapport

Coaching

Process


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Fundamentals ofCoaching:

What is Coaching?

Coaching is most effectively employed

when it is used to do what?


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What is Coaching?

Address individual and organizational change to

improve mission performance

Enable personal transformation and career role

transition

Support the development of future leaders for the

organization

Address a specific problem area or challenge

Facilitate the creation of an organizational culture


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What is Coaching?

Leader as a Coach Continuum

Managing CoachingFocus on: Focus on:

Telling

Directing

Authority

Immediate Needs

One Specific Outcome

Exploring

Facilitating

Partnership

Long-Term Development Open To Many Possible

Outcomes

Helping employees manage the transition between old and new


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What is Coaching?

Coaching is. . . Coaching is Not. . .

Ameans for learning anddevelopment.

An opportunity to correctsomeones behaviors or

actions.

Guiding someone toward her or hisgoals.

Directing someone to dosomething to meet goals.

The mutual sharing of experiencesand opinions to create agreed-uponoutcomes.

Being the expert or supervisorwith all the answers (not thesuper technician).

About inspiring and supportinganother person.

About trying to addresspersonal issues.


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Benefits

of Coaching

Maximize individual strengths

Overcome personal obstacles

Reach full potential through continuous learning

Achieve new skills and competencies

Prepare themselves for new responsibilities

Manage themselves

Clarify and work toward performance goals


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The Hesitant Coach

Lack of time

Confrontation Reluctance

Fear of Offending

Fear of Failure

Coaching for High

Performance


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WhyC

oach?

Coaching for High

Performance


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Key Coaching Responsibilities

Constant communications

Selecting and carefully matching employees to jobs

Setting and ensuring employees understanding of performance

standards and goals

Providing fair and accurate performance feedback

Assisting employees in planning and accomplishing their work

Creating a development plan for each employee

Fostering a culture of managed risk taking and internal

communications


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Coaching Skills

Questioning Skills

HarmonySk

ills

Conflict-Handling Skills

Understanding Skills

Agreement Skills


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This can be an Art

Inspire

Energize

Facilitate

Improve Performance Help Learning

Help Development

Fundamentals of

Coaching: Summary


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Coaching for High


Business Case

Coaching for

Performance

Improvement

Strategic Alignment

Fundamentals

ofCoaching


Rapport

Coaching

Process


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Communication

Coaching conversations involve finding out peoples

vision or destination, where they are starting from, and the

direction they need to move in order to get there.

-unknown

Communication


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Communication

Understanding Body Language

Employing Reflective Listening Asking Effective Questions

Providing Feedback


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Communication


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Conveying your interest

Adopting the employee point of view

Clarifying the employees thoughts and feelings

Responding reflectively

Reflective vs. Directive responses

Communication:

Reflective Listening


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Use questions to invite participation

Use questions that encourage exploration Questions may become slightly closed as

dialogue continues

Begin open questions with how, when,where, what or who

Communication:

Asking Effective Questions


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Specific andperformance based

Descriptive, not labeling

Focuses on behavior

Based on observations

Begins with Istatements

Balances negative andpositive comments

Well-timed

Anchored to common goals

Provides for 2-way

communication It is brief

Based on trust, honesty,

concern

Private (esp if negative) Provides for follow-up

Communication:

Effective Feedback


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Listen with an open mind

Be respectful of the opinion, position

Take time to digest the opinion

Avoid finger-pointing

Work toward a compromise

Communication: Dealing

with Negative Issues


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Coaching for High


Business Case

Coaching for

Performance

Improvement

Strategic Alignment

Fundamentals

ofCoaching


Rapport

Coaching

Process


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Building Rapport

The key leadership issue in todays economy is tomake knowledge workers more productive.

Building Rapport


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Be available

Be confidential

Be respectful

Be reflective

Be supportive

Building Rapport:

Trust Relationships


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Coaching for High


Business Case

Coaching for

Performance

Improvement

Strategic Alignment

Fundamentals

ofCoaching


Rapport

Coaching

Process


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Coaching Process

Coaching Process

The responsibility for maintaining good performance

is the employees, not the managers. The managers

job is to point out the discrepancy the employees

job is to fix it!


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Coaching Process

CoachingStructuring the Coaching Session The Grow Model

Goal

- AIMSet long-term

aim if

appropriate

-ObjectiveA

gree to specificobjectives of session

-TopicAgree to topic for

discussion

Reality

-AssessmentInvite self-assessment

-ExamplesOffer specific examples

of feedback

-AssumptionsAvoid or check

assumptions

Discard irrelevant

history

Options

-RangeCover the full range

of options

-SuggestionsInvite suggestions

from the coachee.

Offer suggestions

carefully.

-ChoicesEnsure choices

are made

Wrap-Up

-ActionCommit to action

-ObstaclesIdentify possible

obstacles and how

to overcome them.

Agree on support

-MilestonesMake steps

specific and

define timing


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Coaching Process

Establish

Goals EstablishExpectations

Promote the Coach-Employee

Relationship

Employee Coach

Coaching and

Development

CoachEmployeeCoachEmployee

Evaluate

Performance

Establish ObjectivesCommunicate regularly.Organize a plan for employee success.

Analyze employee performance.

Commit to the coaching process.

Help employees overcome obstacles.


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Coaching for High


Business Case

Strategic Alignment

Fundamentals

ofCoaching


Rapport

Coaching

Process

Coaching for

Performance

Improvement


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Coaching for

Improvement

Coaching for Improvement

Success depends on the support of other people.

The only hurdle between you and what

you want is the support of others.

- David Joseph Schwartz


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Coaching for

Improvement

Recognize theexistence of a problem

Discuss and mutually agree on a solution

Create post-meeting performanceexpectations

Support improvement


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Keep it private

Focus on the employee

Follow an agenda

Building Rapport: Effective

Face to Face Meetings


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Building Rapport:

Productive Confrontations

Check the facts

Arrange a meeting

Display interest

Explain the problem

Discuss reasonable solutions

Encourage and reinforce improvement


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Coaching for High


YourCoaching Plan


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What type of leadership is necessary to build a high-

performance organization?

When we talk about performance management,what are

some specific steps can you take to maximize its

effectiveness?

What is the critical role you must play?

Coaching for High



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Coaching for High

Performance

Thank You..

coaching for high performance training

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