TEAM MANAGEMENT SERIES COACHING INDIVIDUAL PERFORMANCE UCP Central

TEAM MANAGEMENT SERIES: COACHING INDIVIDUAL PERFORMANCE UCP Central PA Supervisor Meeting November 20, 2014

COACHING TRAINING OBJECTIVES: 1. Define coaching and identify the benefits. 2. Recognize areas where coaching can help improve individual performance. 3. Develop the techniques to successfully coach employees. 4. Apply coaching techniques to everyday scenarios. 5. Homework assignment – daily practice!

WHAT IS COACHING? Conversation between a manager (coach) and employee (coachee). Addresses unsatisfactory performance and sets expectations. Focuses on helping employee discover answers for themselves. Formal (scheduled) or Informal (unscheduled).

WHAT ARE THE BENEFITS OF COACHING? For employees: For managers: improved performance, develops skills and abilities, greater job satisfaction, and addresses concerns before they become a problem. improved communication, motivation, monitoring, employee development and empowerment, builds your team.

WHY DON’T EMPLOYEES DO WHAT WE WANT THEM TO DO? Doesn’t know how to do it. Incapable of doing it. Thinks they are doing it already. Not enough time. Working on wrong priority items. Poor management. Personal issues. Obstacles beyond employee’s control. Doesn’t want to do it.

WHERE CAN COACHING HELP? Examples: Skills needed to grow and develop. Better self-management (i. e. stress, time). Better balance between work life and home life. Improved relationship with colleague or team. Improved interpersonal skills. Increased understanding of role. Increased self-awareness. Decreased self-limiting behaviors.

GOLDEN RULES OF COACHING 1. Coaching is founded on confidentiality and trust. 2. The solution to the employees issue lies within the employee. 3. There's no fixed agenda, but have an agreed goal for each session. 4. Coaching is about the whole person. 5. The manager and the employee are equal partners. 6. Coaching looks to the future and next actions.

KEY APPROACHES USED IN COACHING 1. Structured Questioning – Open-ended, not yes/no. 2. Active Listening – Don’t manage or direct. 3. Summarizing and Repeating – Shows you are fully engaged. 4. Checking in with the Coachee – Follow-up is key! (PS: Don’t forget to document)

THE GROW MODEL: A SIMPLE PROCESS FOR COACHING GROW stands for: 1. 2. 3. 4. Goal - Establish the Goal Reality (Current) - Examine the Current Reality Options (or Obstacles) - Explore the Options Way Forward (or Will) - Establish the Next Steps

THE GROW MODEL 1. Establish the Goal: SMART goal. (Specific, Measurable, Attainable, Realistic, Time-bound) Useful to ask questions such as: What do you want to achieve? What area/s do you want to improve? What is important to you? Does this goal fit with your overall career objective? Does it fit with the team's objectives? Does the goal support the mission and values?

THE GROW MODEL 2. Examine the Current Reality: Employee describes current reality. Useful coaching questions in this step: What is happening now (what, who, when, how often)? What is the effect or result of this? What skills/knowledge/attributes do you have? Have you already taken any steps towards your goal? What is working well right now? What isn’t working well right now? What is required of you? What is an example?

THE GROW MODEL 3. Explore the Options: Help employee brainstorm. Guide, not direct. Typical questions that you can use to explore options: What else could you do? What are your options? What if this or that constraint were removed? Would that change things? What are the advantages and disadvantages of each option? What do you need to stop doing in order to achieve this goal? What obstacles stand in your way? What else?

THE GROW MODEL 4. Establish the Way Forward: Specific actions to move towards the goal. Useful questions to ask here include: So, what will you do now, and when? What steps will you take? What could stop you moving forward? How will you overcome this? How can you keep yourself motivated? How will you know you have been successful? When should we review progress? Daily, weekly, monthly? Set a date/s to review the progress. Foll 0 w-through! Allow for change in approach if the original plan isn't working.

COACHING WITH FEEDBACK – HELPING PEOPLE TO IMPROVE THEIR PERFORMANCE How to take a coaching approach while providing feedback: 1. Know what outcome you want to achieve. 2. Be specific about behaviors you have observed, and their impact. 3. Use questions (GROW model). 4. Be timely (teachable moments). (PS: Don’t forget to document) Careful, don’t be this guy:

SCENARIO 1. Sarah is a homecare worker who is good with her consumer but needs to greatly improve her administrative skills such as accurate documentation and timely submission of work, including time sheets. How can you coach Sarah in a positive way? What questions would you prepare to ask her? What suggestions can you develop with her to help her improve her skills? What is the most important thing you can do to ensure she learns new organizational skills and consistently uses them?

SCENARIO 2. Ralph works in an Adult Day Program. He generally works well with consumers but occasionally becomes very frustrated when they will not participate or follows instructions as he thinks they should. How can you positively coach Ralph so that he better understands why consumers do not always listens and learns skills to better handle his frustration? What questions would you prepare to ask him? What tools or strategies can you suggest to help him? What is the most important thing you can do to ensure that he stays on track?

SCENARIO 3. Todd is very dissatisfied with how things are done at UCP. He has stated that many decisions made by management are unfair and that other employees are “getting away with things” while he is just trying to do his job. He also seems very unwilling to mentor newer team members. What can you do to provide positive coaching to Todd? What questions would you prepare to ask him? While you can’t control attitude, you can set parameters on behavior. What parameters would you set with him? What is the most important thing that you can do to ensure that he stays on track?

SCENARIO 4. Alicia has been with UCP for ten years and has been an average worker, but at times it seems she is not really engaged. She does not seem to be willing to learn new ways or be a part of changing things or growing for the better. How can you positively coach Alicia so that she feels her input matters? What questions would you prepare to ask her? What goals can you set with her to help her re-engage in our mission? What is the most important thing you can do to help her remain engaged?

SCENARIO 5. Debbie has had the reputation of being a “downer” but lately her negative attitude has been much more evident. Although she generally works well with her consumers, her team is complaining they don’t want to work with her. You notice she drags the team down. What can you do to provide positive coaching to Debbie? What questions would you prepare to ask her? While you can’t control attitude, you can set parameters for behavior. What parameters would you set with her? What is the most important thing that you can do to ensure that Debbie stays on track?

THANK YOU FOR PARTICIPATING! Works Sited: Mind Tools: Team Management. http: //www. mindtools. com/.