next-level coaching: breaking the law of limited performance

Breaking the Law of Limited Performance

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Today’s Presenters

Steve deBree Lisa Bullock

Business and Management Drivers for Success

“Myths” and Other Factors that Impact Managers’ Success

The Impact of The Law of Limited Performance – And How

to Solve

Shifting Management Mindsets and the Coaching Culture

– Critical Steps for Achieving Business Results

What You’ll Discover

Bridging the Talent Gap

77% of senior executives surveyed said frontline managers are fundamental to achieving business goals.

Only 20% of senior executives believe frontline managers are capable of developing talent.

Harvard Business Review Services Report

What challenges are we trying to solve?

POLL: Select top two Managing competitive pressures Challenged to do more with less Lacking accountability with low employee productivity Developing an engaged workforce Moving the needle on sales and/or business results

HOW ARE MANAGERS RESPONDING TO BUSINESS

CHALLENGES?

HOW ARE MANAGERS RESPONDING TO BUSINESS

CHALLENGES?

POLL: Select top two

I turn up the heat, and they JUMP!

I’ll ask my high performers to step up, to help me hit goals.

My job is to take up the slack for low performers.

I tell them what they are doing wrong, it’s JUST not working!

My people have plateaued, they’ll never change.

Managers’ BeliefsCausing them to fall short

My primary job is to run the business.

I don’thave time.

My job is to troubleshoot.

How am I going to get the real

work done if I’m out there coaching?

Coaching isn’t a priority.

They don’t pay me to coach; I just

have to hit the numbers.

I can’t fit coaching into my schedule.

It isn’t going to impact my

success as a manager.

It’s not part of our culture.

We coach once every year…

My leader doesn’t coach

me.

They either sink or swim in our company.

Coaching is confrontational.

I don’t want to say

something I’ll regret.

There’s going to be a

looooong argument.

I hate getting pushback.

Half of my employees have plateaued.

There’s really no hope for

improvement.

I’ve told them what

to do – what else can I

say?You get what you

get.

Law of Limited PerformancePeople soon discover the level of performance managers will settle for and then gravitate to that level.

Managers then assume that’s all people are capable of achieving, so they accept it as fact and quit challenging them to get better.

So, both reinforce what the other believes.

Where is it?

How do we tap into it?

Three Dimensions

Creative/Unconscious

IAM

EmotionalIFEEL

IntellectualITHINK

How We Form Beliefs

. .X

... ..

.

How We Form Beliefs

.X

.... ..

.ActionsFeelings

BehaviorsAbilities

..

....

.

How We Form Beliefs

. .X

... ..

.ActionsFeelings

BehaviorsAbilities ..

Performance tends to be consistent with the level of our inner beliefs.

The Prime Directive of Coaching

..... ..

.ActionsFeelings

BehaviorsAbilities

.

...

.

...

.Coaching is improving

performance through building people and

continually developing their

potential.

5 Steps for Breaking Through

1. Ask open ended questions.

2. Listen for perceived limitations and current belief boundaries.

3. Set incremental goals just beyond those boundaries.

4. Use praise to reinforce success.

5. Treat failure as learning.

Shifting Management Focus

Support Employee Growth

and Success

Understand Employee Viewpoint and

Constraints

Develop Future Focused

Conversations

Create Employee Self Discovery

Perspective Why? How?

Support Employee

Growth and Success

Increases engagement and bench strength

• Express a genuine desire to help the employee succeed• Ask open-ended questions on employee aspirations

Understand Employee

Viewpoint & Constraints

Identifies the root cause of

challenges, either business specific

or behavioral

• Create an environment of trust, without judgment• Ask open-ended questions regarding challenges• Use follow-up questions to uncover root causes

Develop Future

Focused Conversations

Develops a shared purpose of

delivering on goals and objectives

• Link employees’ actions with organizational goals• Look for future possibilities, versus “gotcha”

conversations • Ask questions that tap into employee creativity

Create Employee Self

Discovery

Ignites intrinsic motivation & new

solutions

• Ask employee to come up with their own solutions • Avoid jumping to telling them your solution• Flush out options and accountabilities with questions

Shifting Management Mindsets

Employees will rise to meet your expectations of them.

From TowardsUnderstanding causes of employee behavior.

Seeking to understand what’s important to employees.

Stretching employee belief boundaries.

Limited belief in others.

Making assumptions about behavior.

Pushing your agenda.

Making assumptions about whether people

really change.

What are your managers’ key coaching challenges?

POLL: Select top two Shifting their view of coaching Conducting conversations confidently and competently Creating an atmosphere of trust Making coaching a priority Believing in a greater number of their employees

Coaching Pays Off!“Coaching-enabled firms achieve an 11% higher better team sales quota attainment, a 14% shorter average sales cycle, dropping turnover by 3%.”

Aberdeen Group: Let’s Make a Deal, Best-In-Class Coaching Can Shorten Your Sales Cycle

“In companies where both leaders and managers are perceived by employees to be effective, 72% of employees are engaged.”

Towers Watson: Global Workforce Study

“Organizations who effectively prepare managers to coach experience 130% stronger business results and 39% higher employee engagement and productivity… When coaching starts at the top, business results increase by an additional 21%.”

Bersin & Associates: High-Impact Performance Management: Maximizing Performance Coaching

“The only way we grow as leaders is by stretching the limits of who we are—doing new things that make us uncomfortable but that teach us through direct experience who we want to become. Such growth doesn’t require a radical personality makeover. Small changes—in the way we carry ourselves, the way we communicate, the way we interact—often make a world of difference in how effectively we lead.”

HERMINIA IBARRA Cora Chaired Professor of Leadership and Learning

Professor of Organizational Behavior at INSEAD

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More from Integrity Solutions“Our clients say…We become part of the way they do business.” Performance Improvement Solutions

Leadership and Coaching, Sales, Service, Communication Proven behavior change process

Addresses both skill and will issues of performance improvement

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March 10: Transitioning From Sales Star to High-impact Sales ManagerMarch 17: Disrupting Development Centers: A New Approach

Thank You!On behalf of TrainingIndustry.com, thanks to:Today’s speakers: Steve and LisaOur sponsor: Integrity SolutionsAnd…all of you for attending!

Questions or Comments? Please contact Amanda Longo:alongo@trainingindustry.com

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