© u pstream a cademy 2010 1 m aking a d ifference : w hat e very c oach n eeds t o h ear p resented...

© UPSTREAM ACADEMY 2010 1

MAKING A DIFFERENCE: WHAT EVERY COACH NEEDS TO HEAR

PRESENTED BY SAM M. ALLRED, FOUNDER & DIRECTOR OF UPSTREAM ACADEMY


“Given both the scarcity and the power of good coaching, it is entirely possible that a firm’s competitive success can be built on a superior ability to get the best out of its people.”

David H. Maister

© UPSTREAM ACADEMY 2010

While there are many valid reasons for having a coaching process, getting the best out of our best people should be the primary focus.

Done correctly, a coaching program will provide immense value to a firm.

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• Helps employees become fiercely loyal to the firm and have an infectious enthusiasm for the work they do

• Encourages employees to want to spend the rest of their careers growing along with the firm

VALUE OF EFFECTIVE COACHING


• Helps employees feel valued and thus reinforces the role they play in the firm’s success

• Encourages employees to give their best effort to make the most of their careers

• Ensures the best employees are developed into leaders



• Provides opportunities to reinforce the importance of firm vision, values, standards, and major firm endeavors

• Offers opportunities to teach commitment and accountability

• Helps employees become better people, not just better employees



• Helps employees develop the discipline required to accomplish personal career goals



PRESENTATION ROADMAP

1. Observations about coaching in our profession

2. The greatest coaching myths in our profession

3. How great coaches make a difference

4. Keys to effective coaching5. Questions and answers

Email questions to [email protected]


OBSERVATIONS ABOUT COACHING IN OUR PROFESSION


While agreeing on the value of an effective coaching program, most firm leaders acknowledge that their current efforts to provide such a program fall short of the mark.

OBSERVATION #1


OBSERVATION #2

Those being coached often express frustration that their coach seems dialed out, distracted, preoccupied or just too busy to effectively play the role of coach.

This disconnect is both painful and frustrating to those being coached.

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OBSERVATION #3

The primary focus of coaching in most firms seems to be misplaced. Rather than focus on the individual growth of our best people, we have focused far more on the retention of all our people.

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OBSERVATION #4

Firms struggle under the weight of multiple processes performed at a mediocre level.

In too many instances, coaching has fallen into the same trap as performance reviews. Complacency seems to be the order of the day.

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OBSERVATION #5

Too many firm leaders struggle to see the real value of coaching and often fail to free up the best coaches so they can devote the time needed to really help those they are asked to coach.

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OBSERVATION #6

In the next decade, we will lose many senior leaders from our profession who will not have properly transferred their insights, personal processes, knowledge, relationships, and ability.

Many of these individuals are well suited to be effective coaches.

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THE GREATEST COACHING MYTHS IN OUR PROFESSION


MYTH #1 – EVERYONE NEEDS A COACH

In the last decade, firms have tried to provide all employees with a coach. I don’t know of a firm that has enough resources to do this effectively.

Because every firm is resource-constrained, we should provide our best resources to our best people and clients.

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MYTH #2 – ALL PARTNERS SHOULD COACH

It would be rare to find a firm in North America with 10 or more partners where every partner would be a great coach.

One of the things that makes so many firms great is the different skills, talents and abilities of their partner group.

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MYTH #3 – SELF-SELECTION IS GOOD

Given the opportunity to select their own coach, most individuals select coaches that are just like them, possessing the same strengths and weaknesses they have. Growth comes slowly under these conditions.

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MYTH #4 – ANYONE CAN BE A GOOD COACH

Too often there’s a belief that all leaders ought to coach and that anyone can be a good coach.

It’s far more important to ask if someone will be a good coach than if they could be a good coach.

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MYTH #5 – ALL COACHES MUST BE LEADERS

There is a mistaken belief that all coaches must be leaders in the firm.

Too often, firm leaders are anxious to provide everything for everyone. These individuals are often the most lacking in work/life balance and the most distracted.

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MYTH #6 – SAME DEPARTMENT MENTALITY

There is often a shared belief that coaches must be in the same department or office as those they coach. Some firms have had great success with coaching assignments that counter this belief.

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MYTH #7 – YOU DON’T NEED A PLAN

I’m surprised at the number of coaching programs in our profession that lack a clear vision and action plan. Coaching without a plan is seldom, if ever, effective.

Just imagine a football coach trying to coordinate each player’s movements without a predetermined play.

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HOW GREAT COACHES MAKE A DIFFERENCE


The real litmus test of an effective coaching process is whether it makes a significant difference in an individual’s career.

For coaching to be effective, it must be a proactive effort and individuals must be coached towards specific goals.


The best coaches are people who are concerned about others, who have a stake in their success, and who consider the success of others to be of mutual benefit.

They are also the ones who are willing to make coaching a priority and not simply view it as another item on their To Do list.


Great coaches really know the people they are coaching. They have an in-depth understanding of their strengths and weaknesses.

They know where individuals want/need to go with their careers and have the ability to create a plan to get them there.

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Effective coaches help individuals stretch and fulfill goals. This involves helping them choose challenging goals to accomplish.

Coaches must be supportive, nurturing and continually demanding.

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Great coaches structure jobs and work environments that allow individuals to flourish. They provide appropriate resources and training. They continually monitor progress and provide feedback. They know when to encourage and when to be completely honest.

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• They have the ability to build genuine trust, respect and rapport

• They are active listeners

• They demonstrate genuine empathy

• They have personal authority and credibility and are willing to go to bat for the individual they are coaching

• They ask powerful questions

TRAITS/SKILLS OF GREAT COACHES


• They set clear goals and expectations

• They are realists who can hold others accountable for action and results

• They provide clear, effective and constructive feedback

• They are effective at unlocking each person’s potential and maximizing performance

TRAITS/SKILLS OF GREAT COACHES


• Are appropriately demanding of individuals to stretch their abilities

• Help them select meaningful goals that play to their strengths

• Help individuals receive honest evaluations (reality)

• Meet with them monthly

THINGS GREAT COACHES DO


• Help them become self-accountable by expecting them to return and report on a regular basis

• Help them see the value of completing their goals at a level 8

• Help them calendar time to work on their goals



• Show a genuine interest in their career development

• Provide them with constructive feedback

• Help them identify how to play to their strengths

• Help them do damage control on their personal weaknesses



KEYS TO EFFECTIVE COACHING


1. Coach with a purpose (specific goals)

2. Meet regularly (monthly)3. Be dialed in – don’t just wing it4. Establish return and report

period/process (weekly or bi-weekly)

5. Encourage open and honest dialog

6. A relentless focus (playing to strengths)



7. Coaching should be a major goal

8. Collaborative setting of stretch goals

9. Going to bat for the individual

10.Bench strength gets the best coaches

11.Listening, learning, doing, becoming

12.Agree on the level of commitment


Commitment to be Coached

As an employee participating in the Coaching Process, I commit to the following:

•I will carefully read The Coaching Process: Continuous Career Improvement

•I will complete an honest self-evaluation and will allow other individuals to evaluate my job performance.

•I will meet with my coach to review the results of my evaluations and develop a meaningful Personal Improvement Plan.

•I will work with my coach to set and accomplish one Personal Improvement Goal each trimester.

•I will be fully committed to achieving my Personal Improvement Goal and will be accountable to myself, my coach, and the firm for progress in accomplishing my goal.

•I will give the Coaching Process my very best effort, attitude and desire.

Signed ________________________

Office _________________________

Date __________________________

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QUESTIONS AND ANSWERS

Email questions to [email protected]

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MANAGEMENT PRESENTATION

Everybody Wins: Getting Partners to Pass Work to the Right Level October 7 & 19, 2010

BESTPRACTICES CONFERENCE

October 28-29, 2010 San Antonio, Texas Theme: Maximizing Team Horsepower

UPCOMING EVENTS

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Thank You!

[email protected]

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© u pstream a cademy 2010 1 m aking a d ifference : w hat e very c oach n eeds t o h ear p resented...

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