Coaching for Development Development Planning Career Coaching Date

Coaching for Development: Development Planning & Career Coaching [Date] © 2014

Feed Forward Roles 1. Receiver Accept Feed Forward--listen to the suggestions for the future and learn as much as you can. 2. Coach Provide Feed Forward--give someone else suggestions for the future and help as much as you can. © 2 2014 2

Feed Forward Instructions • Receiver § Pick ONE significant behavior you would like to change in your life. § Describe this behavior to a partner, e. g. “I want to be a better listener. ” § Ask for 2 suggestions for the future that will help you make a positive change. (If you have worked together in the past, do not give ANY feedback about the past, only ideas about the future. ) § Listen attentively and take notes. Receivers are not allowed to comment on suggestions in any way, neither a critique or a judgment, e. g. “That’s a good idea. ” Just listen and then thank the Coach for their suggestions. • Coach § Ask the Receiver what they would like to change; provide 2 suggestions aimed at helping the other person change. § Say “You are welcome” when thanked for suggestions. © 3 2014 3

Feed Forward Debrief It’s about… • Letting go of the past • Listening to suggestions without judging • Learning as much as you can • Helping as much as you can • Learning points to help you be a great coach Source: “Helping Successful People Get Even Better” by Marshall Goldsmith © 4 2014 4

Today’s Purpose & Learning Outcomes Purpose • Understand the importance of development planning and career coaching (and how it is distinct from performance management) • Engage you in the coaching model for developing your direct reports • Provide an opportunity to learn and practice coaching skills and encourage implementation of these skills to increase the development of [org name] employees • Train leaders to deliver more effective feedback, development planning and career coaching Learning Outcomes • Understand the distinction between performance management and development planning and career coaching • Understand the approach and steps of good development-oriented coaching discussions • Better integrate the skills of development planning and career coaching into manager’s toolkit • Leaders can deliver more effective feedback, development planning and career coaching © 5 2014 5

Ground Rules We are all accountable for achieving today’s goal Everyone participates Different ideas are welcome – take risks, standup, support Keep discussion focused on topic: use agenda & parking lot Limit side conversations Start on time; end on time Follow through on action plans © 6 2014 6

Agenda Time Topic 15 min Feed Forward Exercise 5 min Session Objectives and Plan 5 min Connecting to our [org name] Tools and Calendar 10 min Introduction to Coaching 15 min Using Coaching Framework for Development Planning and Career Coaching Discussions 35 min Mini-Case: Development Planning and Career Coaching Discussion and Debrief for Lessons Learned 5 min Close © 7 2014 7

Introduction to Coaching © 2014

Why Invest in Managers as Coaches? [org name] is more clearly defining roles and accountability for leaders and supervisors to coach and develop their staff [org name] is committed to learning and growth • Stronger skills, habits & systems are needed for: • Setting SMART goals that are cascaded from strategic plans and organizational and affiliate goals • Supporting staff with frequent feedback and problem solving to achieve current performance goals • Coaching employees on development that prepares for future individual and organizational needs • Coaching is an investment in our people that builds our capabilities as a collective and supports individual growth • Coaching improves organizational performance and innovation • Coaching builds stronger relationships © 9 2014 9

Boss versus Coach Traditional Boss • Talks • Tells • Presumes • Seeks control • Assigns blame • Can be distant Manager as Coach • Listens • Asks • Explores • Seeks commitment • Takes responsibility • Connects © 10 2014 10

What Coaching Is and Isn’t Coaching is a lot more than “just talking” and telling individuals what to do Coaching is NOT • An event…checking off the box for quarterly check-ins or annual evaluations • Counseling (Therapy)…passive, problem based • Mentoring…formal advising • Cheerleading…continual positive feedback • A project to be managed…temporary process and then it is over • Just for the weak or failing Coaching creates opportunities for • Thinking: clarifying what’s going on and what is important • Planning: exploring options • Deciding: making decisions • Doing: taking action and becoming accountable © 11 2014 11

Four Key Coaching Skills Active Listening Commit Time & Resources Coaching Provide Candid Feedback Offer Suggestions © 12 2014 12

Skill 1: Active Listening • Quieting our minds: Giving 100% of our attention! • Being non-judgmental • Observing verbal and non-verbal language • Showing you have understood what was said as well as what was felt § Mirroring: Saying exactly or almost exactly what was said § Paraphrasing: Sharing what was said in similar words § Reflecting: Offering your own words and sentence structure for the topic • Clarifying things you aren’t sure about with questions © 13 2014 13

Active Listeners, Ask Questions All the information you need is with the other person! So ask! Asking… Engages Empowers Develops Creates Authenticity © 14 2014 14

Active Listening Check In What habits get in the way of your active listening? © 15 2014 15

Coaching for Development © 2014

Types of Coaching Conversations 1. Performance § Helping peers and direct reports succeed in achieving their goals in their current job § Recognizing and appreciating work, effort, and results § Addressing under-performance and Identifying needed improvement § Often backward looking 2. Development § Supporting peers and direct reports in growth for the future § To take on new responsibilities § To compete for new roles © 17 2014 17

You Have a Point of View • Based on your experience, YOU have a perspective about your staff’s future [org name]’s opportunities. It may or may not be consistent with the employee’s own aspirations or assessment of future prospects. That’s okay. • In addition to your perspective and the employee’s perspective about his/her future prospects at [org name], consider [org name]’s organizational needs: § Planned open positions or expected transitions § Strategy implications § New skill needs § Location needs © 18 2014 18

Formula for Development Coaching Name possible future responsibilities or roles, and LISTEN Identify GAPS that limit his/her ability to take on new responsibilities or compete for new roles, and LISTEN Build plans together for the employee to close those GAPS © 19 2014 19

Name Future Responsibilities or Roles [org name] Lens • What are [org name] ’s needs consistent with the strategy and your view of the future? • For example, planned succession or strategy implications with new skill needs? Leader Lens • What is your view of future roles or skills that are appropriate for the employee? Employee Lens • What are the employee’s aspirations and assessment of current prospects at [org name]? • If you don’t know, ask. © 20 2014 20

Identify the Gaps • Given each identified possible future responsibility or role, what are the essential skills or knowledge necessary for anyone to be successful? • Utilize your performance assessment of the employee § What does the employee do well? § Are there development needs related in his/her current job? • What are 1 -3 critical gaps that the employee would need to close to be considered or compete for the future responsibility or role? § What is holding back the employee from being ready now to assume the new responsibility or role? © 21 2014 21

Build Plans to Close Gaps For each critical gap, determine the root cause(s) • Lack of skill? • Lack of knowledge? • Lack of experience? • Lack of demonstrated capability? • Lack of needed attitude or motivation? Generate options for closing the gap • Through experiences in current role • Through changes to current role • Through a new role • Through training • Through coaching/mentoring © 22 2014 22

Secret to Success PREPARE Use the worksheet to prepare key messages about: 1. Future possibilities 2. Gaps that need to be closed to support growth 3. Plans to close those gap © 23 2014 23

Coaching Skill 1 Active Listening Supported by your preparation, use the core coaching skills in conversation • Have you thought about what your future could look like here? What responsibilities or roles interest you in the future? • From my perspective I think you could do Job X. What do you think about that? • What do you think are the gaps that would need to be addressed for you to do well in that role? • How could we address that gap over time? © 24 2014 24

Coaching Skill 2 Provide candid feedback Supported by your preparation, use the core coaching skills in conversation • That is a very ambitious aspiration • I have not yet seen you demonstrate the skills that are required for a role like that • There is a lot that you would need to master before I think you would be considered for that role • I think that would be great next step for you, given your recent performance © 25 2014 25

Coaching Skill 3 Offer suggestions Supported by your preparation, use the core coaching skills in conversation • A role that I would think you could compete for in the future is…. • Some skills that pre-requisites for that role are…. • One way that you could gain relevant experience in your current role is… © 26 2014 26

Coaching Skill 4 Commit time & resources Supported by your preparation, use the core coaching skills in conversation • X is really good at this, I will ask her if she would be willing to mentor you on this. • Let me attend the next time you do Y so I can better assess your capabilities at that. • I’ll talk with Z and try to get you assigned to a project that will give you more exposure to ABC. © 27 2014 27

Peter Johnson Role Play Development Planning & Career Coaching Discussions + Debrief for Lessons Learned © 2014

Mini-Case: Peter Johnson for EDs • The roles are § Peter Johnson, Program Director § Tina, Executive Director and Peter’s Manager § Observers © 29 2014 29

Peter Johnson Description Job & Tenure Strengths • Program Director • With [org name] for 3 years • Focused and driven on meeting program goals • Detail oriented • Good analytical skills • Good interpersonal skills Areas for Improvement Manager’s point-of-view • Follow through/meeting deadlines • Can sometimes be abrasive/wants to do things his way • During Talent Review assessed as Medium Performance, Medium Potential • On the Executive Director Successor Chart listed as 1 Job Away Scenario • Peter knows that there is a Executive Director position opening up in the region, and is interested in applying © 30 2014 30

Preparation for Tina • Everyone is Tina • Prepare for your conversation with Peter • Use the Framework for Development Planning and Career Coaching Discussions § See worksheet © 31 2014 31

Peter Johnson Role-Play • We’ll start with someone as Tina • After a few minutes, we’ll debrief and then insert someone else into Tina’s role • And then again © 32 2014 32

Peter Johnson Role-Play De-Brief Tina Observers • What did you do well? • What could you do differently next time? • What did you notice? • What was difficult from your perspective? • What would you do differently next time? © 33 2014 33

Tom as a Resource • Help managers construct the key messages to share with direct reports • Help managers construct the language and examples to use in the key messages • Be a partner for managers to role play those conversations • Provide feedback to managers on how they can most be effective in those conversations • Be a resource/sounding board for managers after conversations to: § Share what happened § Discuss what went well and what they could have done differently § Explore possible next steps § Get feedback and advice © 34 2014 34

Next Steps For You • Prepare to have development planning and career coaching discussions with your direct reports (utilize the worksheet) • Utilize Tom as a resource to help you prepare • Hold development planning and career coaching discussions with your direct reports • Debrief with Tom about what went well, issues/concerns, and discuss any next steps. • Document key outcomes of the development discussions and share those with your manager For [org name] as a Whole • Integrate development planning and career coaching as well as performance management responsibilities into job descriptions of all people managers • Ensure coaching becomes a regular part of manager-employee conversations © 35 2014 35