OPERATIONS LEADERSHIP INSTITUTE COACHING CONVERSATIONS VIDEO PLACEHOLDER OPERATIONS

OPERATIONS LEADERSHIP INSTITUTE COACHING CONVERSATIONS VIDEO PLACEHOLDER

OPERATIONS LEADERSHIP INSTITUTE COACHING 2014 Company Confidential

OPERATIONS LEADERSHIP INSTITUTE LEARNING OBJECTIVES • Identify when coaching is necessary. • Describe the components of effective coaching conversations. • Discuss coaching tools.

OPERATIONS LEADERSHIP INSTITUTE WHEN DO YOU COACH? PERFORMANCE CONTINUOUS IMPROVEMENT SAFETY CHANGE BEHAVIOR POLICY DEVELOP

OPERATIONS LEADERSHIP INSTITUTE WHAT’S IT TO YOU VIDEO OF LEADER INTERVIEWS HERE

OPERATIONS LEADERSHIP INSTITUTE FRAME OF MIND Attack Process Engage People • Do they know what to do? • Do they know how? • Do they know what they’re doing right/incorrectly? • Does bad stuff happen when they do good stuff? • Does good stuff happen when they do bad stuff? • Do they have the info, tools, equipment? • Acknowledge emotions • Treat people with dignity • Convey your desire to help • Ask for ideas and opinions • Go and see

OPERATIONS LEADERSHIP INSTITUTE COACHING TOOLS • • SBI Model (Situation, Behavior, Impact) 5/5/5 method Development Sort Cards Factors that Influence Performance

OPERATIONS LEADERSHIP INSTITUTE COACHING CONVERSATIONS - SBI • Situation – Describe the situation where the observed behavior occurred. “This morning, during the team offsite, when the catering didn’t arrive on time. . . ” • Behavior – Think of playing back a videotape, only using words to describe what you saw. “…you seemed frustrated, rushing frantically, and cut off a few team members. . . ” • Impact – Share the impact of the behavior on you or on others who were present, what you/others experienced. “…other people also started to stress out, focusing on the catering. It distracted from the purpose of the meeting. ”

OPERATIONS LEADERSHIP INSTITUTE 5/5/5 COACHING TECHNIQUE 5 Observation Determine who needs help and observe them working 5 Coaching Coach using SBI model 5 Observation Observe them working. Is there anything that needs clarification?

OPERATIONS LEADERSHIP INSTITUTE COACHING CONVERSATIONS – SORT CARDS • How can you utilize the sort cards in coaching conversations?

OPERATIONS LEADERSHIP INSTITUTE ACTIVITY INSTRUCTIONS • Groups of 7 people • ID 1 leader – come pick up materials

OPERATIONS LEADERSHIP INSTITUTE FACTORS THAT INFLUENCE PERFORMANCE Performance Knowledge, Support & Skill, Physical Capacity Coaching Clear Engagement Expectations & Standards Incentives/ Disincentives Measurement Conditions Feedback

OPERATIONS LEADERSHIP INSTITUTE WHAT DOES GOOD LOOK LIKE? Video placeholder

OPERATIONS LEADERSHIP INSTITUTE COACHING TOOLS • • SBI Model (Situation, Behavior, Impact) 5/5/5 method Development Sort Cards Factors that Influence Performance

OPERATIONS LEADERSHIP INSTITUTE HEY! DO THAT AGAIN 1. 2. 3. 4. 5. Notice when someone does something right Be happy about it Tell them what they did that you liked Tell them to keep it up Don’t be stingy How will this help people stay engaged?

OPERATIONS LEADERSHIP INSTITUTE LEARNING OBJECTIVES • Identify when coaching is necessary. • Describe the components of effective coaching conversations. • Discuss coaching tools.