[email protected] juditÁbri von bartheld pcc judit Ábri von bartheld pcc executive...
TRANSCRIPT
Judit Ábri von Bartheld PCC
executive coach & communication advisor
Change the conversationchange the culture
4th November, 2015
Purpose for today
• to make links between coaching behaviours, engagement and performance
to offer a practical experience of coaching conversation
the road to Coaching Culture
21st Century Context
New normal ways of living:
Speed of change
Digital revolution
Low engagement
A simple definition
Engagement is an employee’s willingness and ability to contribute to company success
To ‘go the extra mile’ To put discretionary effort into their work To contribute more of their energy, creativity and
passion on the job
It’s the difference between a ‘capable but not fully committed’ and a high performing workforce
Engaging people to perform
The ‘thinking’ part How well employees understand and focus on their
roles and responsibilities
The ‘feeling’ part How much passion and energy they bring to their work,
because they feel good about themselves in their role and about the organisation
The ‘acting’ part How well they perform in their roles - behaving in a way that
demonstrates their commitment to the organisational values and objectives
Almost two thirds of workers are not expressing their full potential,or doing what it takes to help their organisation succeed
Engagement: Global data
35%
17%
22%
26%
Engagement impacts financial performance
Same year operating margin – study of 50 global companies
Low traditional engagement companies
High traditional engagement companies
High sustainable engagement companies
9.9%14.3%
27.4%
%30
25
20
15
10
5
Sustained engagement requires well-being
Understand pressure on people e.g. initiatives, restructures, change Support individuals to stay resourceful and resilient to pressure
High productivity but high burnout
More likely to leave
Wellbeing
Least contribution fromemployees
Most productive andhappy employees
More likely to stay, less committed to organisational goalsE
ng
agem
ent
Top drivers of engagement
1. Visible, empowering leadership; with a strong strategicorganisational narrative,e.g. where it’s come from & where it’s going
2. Engaging managers who:– Focus on their people and give them scope to act– Treat their people as individuals– Coach and ‘stretch’ their people
3. Employees have a voice throughout the organisation, to reinforce and challenge views. Employees seen as central to ‘the solution’
4. Organisational integrity – the values on the wall are present in day to day behaviours - there is no ‘say – do’ gap
The line manager - hero or villain?
‘Managers who are able to create an all-around engaging work climate can have an invaluable effect on an employee's commitment to a company and the productivity a group of employees can generate’
Source: The Hay Group
Increasing engagement – managing change - a checklist for line managers
1. Understand and work with the individual– as a person
2. Create clarity of roles, responsibility and expectations– then empower people
3. Support people to develop
4. Be available and listen, demonstrate value for people
5. Manage workload & resources, remove barriers,solve conflict – through questions & feedback
6. Have and use strong EQ, lead by example
7. Encourage self-engagement
Your challenge:develop a blended style
The ‘common sense’ manager(the rational, the tangible)
Rationalises, analyses
Is objective/dispassionate
Directs and delegatesSolves problems, ‘fixes things’
Makes decisions Organises,
schedules, plansManages (maintains control)
Configures work
Focuses on tasks and results
The ‘engaging’ manager(the emotional, the intangible)
Uses emotional intelligence
Has an orientation to people
Builds individual connections
Helps people make personal
connections
Adopts a coaching style
Facilitates
Has authenticity and humility
Builds trust
Develops people
Four key areas of development
inter’ personal
Self Awareness
SelfManagement
Awareness ofothers
‘
Relationship Management
Daniel Goleman
‘Intra’ personal
Coaching: It’s just a conversation
Coaching is a conversation, or series of conversations
Coaching conversations can be a quick ‘chat’ or a longer discussion
The person ‘being coached’ is usually the best judge of if the conversation was ‘coaching’ or not
Coaching influences a person’s thoughts, learning & behaviour
Myles Downey:
‘Coaching has the capacity
to bring back humanity
to the workplace.’
Coaching skills areconversational skills
Effective Questioning
Flexible style of influence
Building rapport&
relationship
Constructive feedback
FocussedListening
It’s in everyday conversations that engagement can happen
Beliefs we operate from
How do managers influence?
I know how
I tell you
You follow instruction
You know how
I ask you
You decide
Dependence Reliance Guidance Support Potential
Silence
Coaching isn’t just questions
Advice Opinion
Directive Self Directed
InstructionAsk whatthey think
Observation Summary
‘What are you going to
do?’
‘Here’s what you
just said’
‘You seem to be avoiding planning the
task...’
‘I think without a clear plan
this won’t work’
‘I think you need to
create a clear plan’
‘Go and create a plan’
A flexible style builds engagement
In conversation:Engaging people to perform
The ‘thinking’ part: Help employees understand their role
− ‘How does this impact what you’re doing?’
− ‘What do you need to say to your team?’The ‘feeling’ part: Bring passion and energy to their work
− ‘What’s important about this for you?’
− ‘What might the benefits be of this?’
− ‘How will your colleagues feel about this?’The ‘action’ part: How they actually perform
− ‘What needs to happen now?’
− ‘How will your colleagues contribute to that?’
− ‘What might stop you?’ (what are the challenges?)
Engagement:Here’s what coaching won’t do
1. Eliminate the need for strong, clear, visible leadership
2. Substitute motivating factors of job content, worthwhile challenge, working environment, tools and conditions, etc.
3. Have a guaranteed engaging impact on actively ‘disengaged’ people
4. Assure sound business strategy and plans
5. Lessen the fears of anxious people in the short-term,e.g. ‘I’m over stressed – what should I do?’
Response coaching: In the moment
Develop a ‘coach it’ response instead of a ‘fix it’ response
Create progress on task whilst developing your colleagues ability to think & act resourcefully
Develop people’s real potential over time
www.coachinghataroknelkul.hu [email protected]
Response coaching: A simple sequence
1 OK, so what’s the real issue here do you think? What do you see as the main causes of the situation? Can you say some more about that?
2 So what do you see as your options? What are you thinking of doing? What’s the best way forward with this?
3 That sounds a good plan, what’s the next step then? Great, it’ll be good to hear how you get on Is there any support from me you need with that?
What does it mean to createa coaching strategy?
A coaching strategy is an integrated and planned approach to:
• Building organisational competence to coach internally (including training managers to coach and create coaching cultures in their teams)
• Using external coaching resources with high efficacy
• Achieving value for money from both internally and externally resourced coaching
• Aligning coaching to the corporate strategy
Key elements of a coaching strategy Creating an internal cadre of experienced semi-professional
coaches with supervision Coaching within the work team Developing a coaching mindset Resources Nurturing talent and diversity Knowledge transfer Quality in using external coaches Measurement Team coaching Top management sponsors and role models Coaching management Integration with multiple applications of coaching(talent, role transition, maternity, ethical mentoring etc)
The four levels on the journey towards a coaching culture
Level 1: Nascent – Uncoordinated initiatives, few role models, avoidance of difficult conversations, no strategy
Level 2: Tactical – still vague about what a coaching culture is and how it can help company performance, but lots of good practice to build on
Level 3: Strategic – Clear corporate coaching strategy, linked to the business priorities, lots of role models, some integration with HR and management systems
Level 4: Embedded – People at all levels engaged in formal and informal coaching and mentoring; coaching is a default behaviour; integration into HR and management systemsabri.judit@executivecoach.co.huwww.coachinghataroknelkul.hu
Many successful coach minded line managers aim to create a coaching culture in their team. This involves:
Helping people to learn how to be coached
Making everyone responsible for each other’s learning
as well as their own
Being open to coaching from the team for themselves
Having a team development plan
Building coaching culture in a team
1. Link coaching to business strategy – coaching strategy is available.
2. Identify high level business sponsor(s) – ideally from the board.
3. Clarify what you mean by a coaching culture – common language.
4. Integrate coaching modules into the leadership trainings. Encourage managers to coach and act as role models.
5. Develop evaluation methods, ROI, to prove that coaching works for business
10 steps to creating a coaching culture (1):
6. Start coaching at the top of the organization.
7. Define quality criteria for coach selection (internal & external)
8. Create a coaching pool, so that a choice of coaches can be provided.
9. Make operational coaching skills training available across the organization.
10. Develop an integrated communication plan to share coaching success stories.
10 steps to creating a coaching culture (2):
Why standard approaches to training line managers to coach don’t work
Coaching is a mindset, not an activity – it needs reinforcement over time Line managers and their teams form systems – and systems resist change Coaching is a two-way conversation – something you do with people, not to them – so direct reports need to be competent at being coached What’s learned in the classroom doesn’t necessarily transfer to behaviour in the workplace - BUT this can be worked on It takes time, practice and follow up to embed coaching behaviours
Themes for manager as coach trainings
More advanced skills
Helping managers develop greater self-awareness when
they coach and develop direct reports
Managing ego: when is it OK to offer advice?
Managing boundaries (e.g. mentoring, managing, nottrying to be an amateur psychologist!)
Some lessons learnedfrom corporate programmes
Line managers need peer support
Supervision and follow up sustain momentum and increases managers’ confidence to coach
Coaches and coachees alike need readily accessible (on-line) resources to help them as they encounter different situations
If leaders don’t exhibit coaching behaviours, neither will middle and junior managers
Coaching and Business goals
On the level of the manager:
If you cannot make a connection between developmental coaching and your business and/or personal goals you will not find the time for coaching.
On the organizational level:
To make coaching sustainable business has to capitalize on the investment in coaching.The reason behind the diminishing energy in coaching: coaching strategy is not thought through and no KPI’s have been identified to evidence the value contribution from coaching.
What lies behind being judgemental:
1/ We judge others to separate and differentiate ourselves
2/ The purpose of judgments is to feel superior to others
3/ The value in judging is to experience your power
4/ The outcome of judging is to feel separate, superior, righteous, and disconnected.
In the coaching process,one thing that will kill possibilities is judgments.
Whenever you notice that you have a judgment ask yourself, “What am I feeling right now?”
You will always get a clue that is helpful in your personal development.
If you are not going to judge, then what is the alternative?
Under Every Judgment Lies a Feeling
Alternatives to judging:
Suspending judgment Listening with an open mind Allowing your childlike curiosity Being willing to learn from the conversation Noticing the feelings under the judgments Letting go of being right Letting go of knowing the answers for others
The alternative to judging is being conscious, mindful, and deliberate with your attitude, behaviours, actions,
and interactions
