developing your team: coaching subordinates
DESCRIPTION
A team is only as strong as its weakest member. You can strengthen your team by developing your leadership, communication, and interpersonal skills. This presentation gives you the strategies you need to strengthen your existing team and prepare for a strong future.TRANSCRIPT
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Developing Your Team: Coaching Subordinates
© 2014 Freeman. All rights Reserved. Proprietary & Confidential.
Presented by: Keith Reznick and Ron Graham
Presented at E2MA 2013
© 2014 Freeman. All rights Reserved. Proprietary & Confidential.
About Your Presenters
Keith Reznick President, Creative Training Solutions
More than 40 years of sales, sales management, training, and coaching experience
Conducted more than 1,500 workshops [email protected], (856) 784-
3466
Ron GrahamEVP of Business Development, Freeman AV
More than 30 years of business experience
MBA, Northwestern University Avid rock climber, canyoneer, and
mountaineer [email protected], (702)
241-9812
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Imagine …
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Workshop Overview/Agenda
Incrementally Improve: 1. Recruiting people2. People-development skills3. Communicating goals and
expectations4. Empowering team members5. Providing/obtaining
feedback6. Coaching, counseling, and
motivating
1. Types of risk2. Essential
leadership skills3. Communications
discipline4. Performance
improvement
Overview Agenda
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Two Key Types of Risk
Forces outside of your control Reduced by avoiding or mitigating itObjective Risk
Mountaineering World: Falling rocks, ice, high altitude Crevasses and avalanches Bad weather and temperature
E2MA World:
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Two Key Types of Risk
Subjective Risk
Caused by those experiencing it Can be reduced by:
Identifying & preparing for objective risks
Responding appropriately
Mountaineering World: Poor planning/training Poor team member
selection Bad equipment/judgment Bad communications
E2MA World:
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Beware of the “Death Spiral”!
One poor judgment can increase the probability of another.
Errors provide false information that can lead to more errors
A chain of bad decisions reduces the probability of a successful outcome
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Can You Spot the Gorilla?
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Avoid “Inattentional Blindness”!
Focus on Specific Problem
More General Watch
Focus Your Team
Inattentional blindness is the failure to notice an unexpected stimulus that is in one’s field of vision when other attention-demanding tasks are being performed. It is categorized as an attentional error.*
* http://en.wikipedia.org/wiki/Inattentional_blindness
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Develop Leadership Capabilities
PositionalExperience/expertiseNetworkPersonal trust
Leadership = Ability to influence perceptions, attitudes and actions
1. Identify/reduce risks2. Leadership “power”3. People development4. Build (earn) credibility and trust 5. Communications discipline6. Motivate and reward Titles ≠ instant credibility
Leadership Capabilities Power Sources Include: Include:
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Leadership: Recruit the Best People
How does your team compare?
Have or can quickly acquire relevant skills“Team players”Ability to remain focused for long periods of timePay attention to details when necessaryCommunicate in clear, timely and effective mannerMentally and emotionally stable under stressThink and act quickly in emergenciesHighly resourceful (improvisers)Act independently whenever neededPerformance-oriented
MTN EM
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Leadership: People Development
Formal AuthorityDemonstrator Facilitator Delegator
Visual (“see”)Audio (“hear”)Kinesthetic (“do”)
Teaching Style
Align your teaching style with each team member’s learning style
Learning Style
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Leadership: People Development
Gamification:
• Rewards engagement• Focuses attention• Speeds up learning• Makes learning
addicting
A business strategy that applies game design techniques to nongame experiences to drive user behavior.
Stages of Learning
Unfamiliarity
Familiarity
Competence
Mastery=
Autopilot
What does mastery enable
you and your team to do?
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Leadership: Credibility is Earned
Gain confidence by: Listening and responding Championing causes Guiding development Celebrating progress
Develop skills & experience: Lead by example Teaching Empowering Praising
Help Your Team:
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Leadership: Trust is Earned
Honor commitmentsDisplay integrity and
reliabilitySet realistic expectations
“Trust is the fundamental building block of human relationships. It is at the root of how we treat each other. It is a principle that governs how we perceive others and how others see us. It is a standard for how we lead and manage our businesses.”
-- Edward M. Marshall, author of Building Trust at the Speed of Change
Be fair, firm, and friendly Listen and respond to concerns Use objective, not subjective,
criteria to provide guidance and direction
Suggestions
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Leadership: Communication Challenges
Have you ever provided direction that: Was totally misunderstood? Generated a response you didn’t expect? Was challenged, ignored, or defied?
What were the consequences?
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Leadership: Communications Discipline
• Communications must be clear, timely and sufficient
• Standards should be agreed upon and enforced
• Use visual aids when possible
• Confirm what was said and what was heard are the same
Climber: “climbing,” partner: “climb on!”
Develop insight Resolve conflicts Establish objective
performance criteria Give and receive
objective feedback Develop versatility Teach self-coaching
Create Environment That Fosters Two-Way Communication
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Leadership: Communications Discipline
Ask (What? Why? How?) questions. Identify what’s important before responding.
Listen objectively for facts and feelings. “Listen” with your eyes; convey interest
nonverbally.
Let the person finish--pause, then respond. Hear what’s been said (not what you want to
hear)!
Acknowledge or support, then probe or respond .
Provide information and probe for feedback.
Probe
Listen
Evaluate
Respond
Develop Insight
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Leadership: Communications Discipline
Acknowledge
Probe
Respond
Probe
Acknowledge concern
Probe to develop understanding
Ask how they’d resolve the conflict ORSuggest a resolution
Probe for feedback
Resolve Conflicts
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Leadership: Establish Performance Criteria
Define and discuss roles and responsibilities
Discuss expectations and results
Identify: Specific skills to be developed Knowledge to be acquired
Use written Action Plans*
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Leadership: Provide Feedback
Don’t make the person defensive
Focus on joint interests and concerns
Provide constructive feedback in private
End on a positive note
“Good and bad things will happen; it's how you react … that makes the difference in your life.” --Ken Blanchard and Spencer Johnson, authors of The One Minute Manager
Be specific; state facts; keep it balanced Teach self-coaching:
“How might you have handled this differently?” “How will you handle a similar situation in the future?”
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Leadership: Receive Feedback
Seek and welcome feedback Right time Separate your feelings:
Person Content
Confirm understanding before reacting
Consider feedback objectively Avoid blaming others Act on feedback you receive
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Leadership: Self-Coaching
Monitor, measure, and evaluate own behavior and results and use findings to understand, among other things:
• What’s working and why
• What’s not working and why
• Which behaviors should be repeated and which should not
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Leadership: Motivation & Reward
Recognize and Celebrate Success!!!
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Performance Improvement
Post EDC, will you commit and follow through? Define goals for yourself and your team List and prioritize specific action items Create a 30-, 60-, and 90-day plan Track results, and start process again
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Leadership: Identify/Reduce Risk
Manage team’s staffing, procedures, communications, and stress
Teach essential skills mastery Identify expectation/progress gaps STOP and evaluate
underperformance Don’t focus on one thing to detriment
of others Trust your gut when things don’t
feel “right”
Develop Your Leadership Skills
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Questions?