ssw coaching for high performance training for corporate executives
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soft skills world proposes high performance training for corporate executives. call to connect on 09818493659 or write to us on [email protected]TRANSCRIPT
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Coaching for High Performance
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Workshop Objectives
Describe the key drivers that enable organizations to attain a high
performing environment.
Describe coaching and what a coach does.
Understand the critical communication skills necessary to engage
employees in day-to-day coaching sessions.
Employ the GROW model to develop an employee coaching plan.
Learn how to provide effective feedback.
Learn how to coach for improvement.
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Coaching for High
Performance: RoadmapBusiness Case
Coaching for
Performance
Improvement
Strategic Alignment
Fundamentals
of Coaching
CommunicationBuilding
Rapport
Coaching
Process
Crew Roadmap
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Business Case
The great leaders of tomorrow will be the ones
who understand how to get everyone to
participate.
High Performance
Workforce
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A-Level (>25 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance
A- Level (High-Impact) Performance Drivers
1. Fairness and accuracy of informal feedback
2. Risk taking
3. Emphasis (in formal review) on performance strengths
4. Employee understanding of performance standards
5. Internal communication
6. Manager knowledgeable about performance
7. Opportunity to work on the things you do best
8. Feedback that helps employees do their jobs better
9. Opportunity to work for a strong executive team
The Top Performance Drivers
Performance Drivers
Which are in place?
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Second-Level Performance Drivers
10. Opportunity to help launch a new business, initiative, or
program
11. Manager helps find solutions to problems
12. Organizational flexibility
13. Emphasis (in informal feedback) on personality strengths
14. Emphasis (in formal reviews) on personality strengths
15. Opportunity to help turn around struggling business
16. Manager helps attain information, resources, and
technology
17. Manager breaks down projects into manageable
components
18. Opportunity to have significant responsibility and
accountability
19. Opportunity to do challenging and leading-edge work
20. Culture of innovation
21. Manager translates long-term goals into step-by-step
plans
22. Manager clearly communicates expectations
23. Opportunity to experiment and take risks
24. Manager likelihood to deliver voluntary informal feedback
25. Function-specific training: IT
26. Employee understanding of how to complete projects
27. Employees’ personal enjoyment of their work
28. Employee influence in selecting projects
29. Helps team get started on a new project
30. Challenge of projects and assignments
31. Level of specificity in informal feedback
B- Level Performance Drivers
Performance Drivers
Second-Level Performance Drivers
Which are in place?
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Performance Drivers
Lowest Performance Drivers
100. Use of rank-ordering
101. Increasing the number of formal reviews received each year
102. Emphasis (in informal feedback) on personality weaknesses
103. Emphasis (formal reviews) on personality weaknesses
104. Emphasis (in informal feedback) on performance weaknesses
105. Emphasis (in formal reviews) on performance weaknesses
106. Manager makes frequent changes to employees’ projects
D- Level Performance Drivers
D- Level (<0 Percent Improvement) Performance Drivers by Category
In Rank-Order by Impact on Performance
Which are in place?
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Performance Drivers
What changes or improvements would you suggest to create a
high performance organization?
What behavioral changes do you need to begin implementing
the high performance strategic drivers in your organization?
What type of activities would you like to see to embed and
sustain the high performance drivers?
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Coaching for High
Performance: Roadmap
Business Case
Coaching for
Performance
Improvement
Strategic Alignment
Fundamentals
of Coaching
CommunicationBuilding
Rapport
Coaching
Process
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Strategic Alignment
“You’ve got to be careful if you don’t know where
you’re going, because you might not get there.”
-Yogi Berra, Baseball Coach and Player
Strategic Alignment
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Establish
GoalsEstablish
Expectations
Promote the Coach-Employee
Relationship
Employee Coach
Coaching and
Development
CoachEmployee
Evaluate
PerformanceCoachEmployee
Establish Objectives
Strategic Alignment
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Coaching objectives
Role in organization
Employee individuality
Prioritize opportunities
Coaching obstacles
Strategic Alignment:
Objectives, Expectations
and Goals
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MANAGER'S PREPARATION– Review organization’s top-level objective
– Identify goals to be delegated and how they should be delegated.
– Clarify employees’ responsibilities and anticipate the goals they would set.
– Give your employees the information they need to draft their own goals.
GOAL SETTING CHARACTERISTICS– Difficulty
– Specificity
– Feedback
– Participation
Strategic Alignment:
Goal Setting Summary
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Coaching for High
Performance: Roadmap
Business Case
Coaching for
Performance
Improvement
Strategic Alignment
Fundamentals
of CoachingCommunication
Building
Rapport
Coaching
Process
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Fundamentals of Coaching:
What is Coaching?
Coaching is most effectively employed
when it is used to do what?
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Fundamentals of Coaching:
What is Coaching?
Address individual and organizational change to
improve mission performance
Enable personal transformation and career role
transition
Support the development of future leaders for the
organization
Address a specific problem area or challenge
Facilitate the creation of an organizational culture
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What is Coaching?
Leader as a Coach Continuum
Managing Coaching
Focus on: Focus on:
Telling
Directing
Authority
Immediate Needs
One Specific Outcome
Exploring
Facilitating
Partnership
Long-Term Development
Open To Many Possible
Outcomes
Helping employees manage the transition between old and new
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What is Coaching?
Coaching is. . . Coaching is Not. . .
A means for learning and development. An opportunity to correct
someone’s behaviors or actions.
Guiding someone toward her or his
goals.
Directing someone to do
something to meet goals.
The mutual sharing of experiences and
opinions to create agreed-upon
outcomes.
Being the expert or supervisor
with all the answers (not the
“super technician”).
About inspiring and supporting another
person.
About trying to address personal
issues.
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Benefits
of Coaching
Maximize individual strengths
Overcome personal obstacles
Reach full potential through continuous learning
Achieve new skills and competencies
Prepare themselves for new responsibilities
Manage themselves
Clarify and work toward performance goals
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The “Hesitant Coach”
Lack of time
Confrontation Reluctance
Fear of Offending
Fear of Failure
Coaching for High
Performance
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Why Coach?
Coaching for High
Performance
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Fundamentals of Coaching:
Key Coaching Responsibilities
Constant communications
Selecting and carefully matching employees to jobs
Setting and ensuring employees’ understanding of performance
standards and goals
Providing fair and accurate performance feedback
Assisting employees in planning and accomplishing their work
Creating a development plan for each employee
Fostering a culture of managed risk taking and internal communications
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Fundamentals of Coaching:
Coaching Skills
Questioning Skills
Harmony Skills
Conflict-Handling Skills
Understanding Skills
Agreement Skills
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This can be an Art
Inspire
Energize
Facilitate
Improve Performance
Help Learning
Help Development
Fundamentals of
Coaching: Summary
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Coaching for High
Performance: Roadmap
Business Case
Coaching for
Performance
Improvement
Strategic Alignment
Fundamentals
of CoachingCommunication
Building
Rapport
Coaching
Process
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Communication
“Coaching conversations involve finding out people’s vision or
destination, where they are starting from, and the direction they
need to move in order to get there.”
-unknown
Communication
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Communication
Understanding Body Language
Employing Reflective Listening
Asking Effective Questions
Providing Feedback
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Communication
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Conveying your interest
Adopting the employee point of view
Clarifying the employee’s thoughts and feelings
Responding reflectively
Reflective vs. Directive responses
Communication:
Reflective Listening
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Use questions to invite participation
Use questions that encourage exploration
Questions may become slightly closed as
dialogue continues
Begin open questions with how, when,
where, what or who
Communication:
Asking Effective Questions
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Specific and performance based
Descriptive, not labeling
Focuses on behavior
Based on observations
Begins with “I” statements
Balances negative and positive comments
Well-timed
Anchored to common goals
Provides for 2-way
communication
It is brief
Based on trust, honesty,
concern
Private (esp if negative)
Provides for follow-up
Communication:
Effective Feedback
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Listen with an open mind
Be respectful of the opinion, position
Take time to digest the opinion
Avoid finger-pointing
Work toward a compromise
Communication: Dealing
with Negative Issues
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Coaching for High
Performance: Roadmap
Business Case
Coaching for
Performance
Improvement
Strategic Alignment
Fundamentals
of Coaching
CommunicationBuilding
Rapport
Coaching
Process
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Building Rapport
“The key leadership issue in today’s economy is to
make knowledge workers more productive.”
Building Rapport
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Be available
Be confidential
Be respectful
Be reflective
Be supportive
Building Rapport:
Trust Relationships
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Coaching for High
Performance: Roadmap
Business Case
Coaching for
Performance
Improvement
Strategic Alignment
Fundamentals
of Coaching
CommunicationBuilding
RapportCoaching
Process
37
Coaching Process
Coaching Process
“The responsibility for maintaining good performance
is the employee’s, not the manager’s. The manager’s
job is to point out the discrepancy – the employee’s
job is to fix it!
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Coaching Process
CoachingStructuring the Coaching Session – The Grow Model
Goal
- AIMSet long-term
aim if
appropriate
-ObjectiveAgree to specific
objectives of session
-TopicAgree to topic for
discussion
Reality
-AssessmentInvite self-assessment
-ExamplesOffer specific examples of
feedback
-AssumptionsAvoid or check
assumptions
Discard irrelevant
history
Options
-RangeCover the full range
of options
-SuggestionsInvite suggestions from
the coachee. Offer
suggestions
carefully.
-ChoicesEnsure choices
are made
Wrap-Up
-ActionCommit to action
-ObstaclesIdentify possible
obstacles and how
to overcome them.
Agree on support
-MilestonesMake steps specific
and define timing
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Coaching for High
Performance: Roadmap
Business Case
Strategic Alignment
Fundamentals
of Coaching
CommunicationBuilding
Rapport
Coaching
Process
Coaching for
Performance
Improvement
40
Coaching for
Improvement
Coaching for Improvement
“Success depends on the support of other people.
The only hurdle between you and what
you want is the support of others.
- David Joseph Schwartz
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Coaching for
Improvement
Recognize the existence of a problem
Discuss and mutually agree on a solution
Create post-meeting performance expectations
Support improvement
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Keep it private
Focus on the employee
Follow an agenda
Building Rapport: Effective
Face to Face Meetings
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Building Rapport:
Productive Confrontations
Check the facts
Arrange a meeting
Display interest
Explain the problem
Discuss reasonable solutions
Encourage and reinforce improvement
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Coaching for High
Performance: Roadmap
our Coaching Plan
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What type of leadership is necessary to build a high-
performance organization?
When we talk about performance management,what are
some specific steps can you take to maximize its
effectiveness?
What is the critical role you must play?
Coaching for High
Performance: Roadmap
46
Coaching for High
Performance
Thank You…..