Coaching for Success Key Elements for Effective Coaching

Coaching for Success Key Elements for Effective Coaching 1 Human. R Inc. 2011 Proprietary

Session Objectives In this session you will : O Identify the four different types of coaching conversations and discuss tactics for effectively navigating each of them O Review tips and recommendations for motivating employees, including the “ 5/15 update” O Learn the key steps in giving constructive and honest feedback 2 Human. R Inc. 2011 Proprietary

Why Coach? O Coaching is an interactive, collaborative process of active listening, asking questions, information sharing and working out solutions. O By using coaching effectively, you can enable your team members to: O Handle upcoming situations skillfully and successfully; O Develop new skills or enhance current skills; O Develop greater confidence as they handle situations; O Identify areas where they could benefit from improvement; and O Improve behaviors that are impacting the team negatively. 3 Human. R Inc. 2011 Proprietary

Five Types of Coaching Conversations Mentoring Giving Feedback Motivating and Encouraging Counseling Challenging 4 Human. R Inc. 2011 Proprietary

Motivating and Encouraging One of the hallmarks of effective leaders is their ability to both get results and generate a high level of morale among employees. O What approaches to motivation have been successful for you? O What challenges do you face in motivating employees? O Do you know what personally motivates each of your team members? 5 Human. R Inc. 2011 Proprietary

Motivating and Encouraging O Opportunities to recognize, encourage, and motivate continued success in our team members can be easily overlooked. O Have you recognized your employees for: • meeting their goals? • their commitment to excellence? • their willingness to accept and act upon feedback? • their willingness to take risks? • their ideas? • their willingness to take on tough jobs? • their leadership? • their contributions? • their integrity? • their dedication? 6 Human. R Inc. 2011 Proprietary

Motivating and Encouraging O Tip: The 5/15 Update O What did you plan to do that you were able O O to accomplish? What did you plan to do that you were not able to accomplish? What did you do that was not planned? What are your plans for next week? What do you need my help with? 7 Human. R Inc. 2011 Proprietary

Motivating and Encouraging O Tip: the ‘How I want to be coached’ tool can be very helpful in initiating meaningful conversation around personal motivation O Sample questions: O Many things motivate me, but my personal top three are… O The following personal/professional goals are important to me… 8 Human. R Inc. 2011 Proprietary

Five Types of Coaching Conversations Mentoring Giving Feedback Motivating and Encouraging Counseling Challenging 9 Human. R Inc. 2011 Proprietary

Mentoring Conversations Mentoring conversations are designed to help the employee develop new skills. O Benefits of Mentoring Conversations O Increased technical understanding and competence O Movement to expert status O Increased pace of learning O Opportunities for growth, development , and advancement can impact retention and engagement 10 Human. R Inc. 2011 Proprietary

Mentoring Conversations O Tip: using a tool like the ‘How I want to be coached’ tool will help mentors to set up and facilitate a focused, mutually beneficial relationship O Include questions like: O The one thing I most need from a coach is… O The following personal/professional goals are important to me… O I have the following personal/professional strengths to help me achieve my goals… 11 Human. R Inc. 2011 Proprietary

Adult Learning Principles O Adults learn only what they feel they need to know, rather than what others deem important. O Adults look to what can be immediately applied. O Adults learn by doing. O Adults have expectations and experiences of their own. O Adults want some degree of control and/or autonomy. O Adults protect their self-esteem. O There are many types of adult learners. 12 Human. R Inc. 2011 Proprietary

Five Types of Coaching Conversations Mentoring Giving Feedback Motivating and Encouraging Counseling Challenging 13 Human. R Inc. 2011 Proprietary

Feedback O Feedback provides a basis for individuals or teams to determine how they are doing, therefore allowing them to make midcourse corrections and continuously improve. 14 Human. R Inc. 2011 Proprietary

Characteristics of Effective Feedback O Soon O Sincere O Specific O Personal O Positive O Proactive Never let good • When you work go see it, say it! unnoticed Never let • Make it poor work private and make it go unnoticed positive 15 Human. R Inc. 2011 Proprietary

Performance Concerns Desired Performanc e Actual Performanc e O A performance concern exists when there is a gap between the desired job performance and the employee’s actual performance O Examples of Performance Concerns O Excessive errors O Failure to meet deadlines O Quality or quantity of work O Lack of or failure to demonstrate appropriate skills, knowledge or ability O Poor judgment 16 Human. R Inc. 2011 Proprietary

Performance Concerns O Typical Approach to Correction O Constant informal feedback O Verbal counseling O Consult with Human Resources for continuing concerns 17 Human. R Inc. 2011 Proprietary

Performance Concerns O Keys to Improving Performance O Ensure that people understand what is expected. Define the outcomes clearly and specifically. Give an example of successful completion. Check for understanding. O Make sure you understand why there is a performance problem before jumping to a solution. O Allow employees a part in solving the problem to increase ownership and commitment of the solution. 18 Human. R Inc. 2011 Proprietary

Factors Influencing Performance Environment Performance Competency Commitment 19 Human. R Inc. 2011 Proprietary

Factors Influencing Performance O Competency O The specific abilities, knowledge, and/or experience to successfully accomplish the task. O Commitment O The motivation this employee has towards successfully accomplishing the task. O Environment O Clarity on what the employee is expected to do and the resources to accomplish the task. 20 Human. R Inc. 2011 Proprietary

Diagnosing Performance Problems O Competency O Do you know the competency level of this O O O employee? Do you have evidence that the person has the required competencies? Has he/she adequately performed this task in the past? What are the employee’s talents? What are the employee’s development needs? How might she/he improve in areas needing development? Is training needed for employees who have the required aptitude but not the skills? 21 Human. R Inc. 2011 Proprietary

Diagnosing Performance Problems O Commitment O Are you seeing the signs of lack of commitment? O What has been this individual’s experience with this type of task? O How confident is she/he? O What encouragement might she/he need? 22 Human. R Inc. 2011 Proprietary

Diagnosing Performance Problems O Environment O Have you clearly communicated what you expect of O O O this employee? How do you know she/he understands? Does the employee know that she/he is not meeting expectations? What resources are needed to successfully accomplish the task? What is needed from you? Are existing policies a barrier to performing the task? Do existing policies reward poor performance or punish good performance? 23 Human. R Inc. 2011 Proprietary

Five Types of Coaching Conversations Mentoring Giving Feedback Motivating and Encouraging Counseling Challenging 24 Human. R Inc. 2011 Proprietary

Counseling Conversations O Key Points for Counseling O Plan for the employee’s success, not their failure. O Focus on specific performance, not on personal characteristics. O Make sure your feedback is factual and specific, not vague. O Emphasize success and treat failures as opportunities for improvement that will lead to success. O Document performance counseling conversations. 25 Human. R Inc. 2011 Proprietary

Counseling Conversations O Common Mistakes O Avoiding the discussion. O Mixing messages. O Underestimating the employee’s discomfort. O Focusing on too many points at one time. O Failing to get the employee’s input and involvement. O Forgetting cultural differences. O Using language that blocks communication. O Failing to follow-up. 26 Human. R Inc. 2011 Proprietary

Counseling Conversations Set the tone Discuss the facts Reach a resolution Close Document 27 Human. R Inc. 2011 Proprietary

Counseling Conversations O Set the Tone O Schedule a place and time to have the discussion O Establish an atmosphere of respect O Explain the purpose of the conversation O Discuss the Facts O Describe the performance issue to the employee, citing specific examples O Describe the impact of the poor performance O Ask for the employee’s point of view O Demonstrate active listening 28 Human. R Inc. 2011 Proprietary

Counseling Conversations O Reach a Resolution O Clarify performance expectations O Ask employee for suggested improvement strategies O Gain the employee’s commitment to improve O Close O Agree on future actions O Set a date for following up O Express appreciation O Instill confidence 29 Human. R Inc. 2011 Proprietary

Counseling Conversations O Document O Keep a record of the discussion O Send a follow-up e-mail to the employee if appropriate 30 Human. R Inc. 2011 Proprietary

Be Prepared for Sidetracks O The Stall O The Self-Inflicted Wound O The Guilt Trip O The Attack O The Curve Ball 31 Human. R Inc. 2011 Proprietary

Five Types of Coaching Conversations Mentoring Giving Feedback Motivating and Encouraging Counseling Challenging 32 Human. R Inc. 2011 Proprietary

Behavior Problems O A behavior problem occurs when an employee violates a company rule, standard, value or norm. O If there are no clear consequences for a team member who is constantly delivering poor performance, poor performance will continue. If there are no positive consequences for improving on the poor performance, it won’t change either. O Ongoing behavior problems can negatively impact morale for the entire team. 33 Human. R Inc. 2011 Proprietary

Challenge Conversations O The Two Minute Challenge O State what you have observed O Wait for a response O Remind of the goal O Ask for a specific solution O Agree on next steps 34 Human. R Inc. 2011 Proprietary

Thank You! O Sample tools available upon request: O “How I want to be coached” form O Coaching Self-Assessment For follow-up questions, feel free to contact: Suzanne Logan Manager of Engagement Services Human. R 703 -435 -5911 ext. 120 slogan@humanr. com 35 Human. R Inc. 2011 Proprietary