1 Coaching for Improved Work Performance How to get better results from your employees.
2 Believing the Right Things Purpose: learn how to be more successful as manager of people Specifically: to learn how to get better at face-to to-face interventions = COACHING
3 Management Coaching Concepts 1. Assessment Where you are now 2. Understanding Behavior 3. Improving Communications 4. Coaching Analysis 5. Problem Resolution 6. Your coaching system 7. Employee Performance Review
4 Performance Assessment List all employee performance issues that come to mind What would you say is the root cause of these issues? How do you currently handle performance issues?
5 Measuring Performance How do you measure employee performance? How do you measure your performance managing your people?
6 Management What is your definition of management? How / when did you become a manager? What type of management training have you had? What was the emphasis of that training?
7 What is Management? When you do things yourself you are a technician, when you get things done through others you are a manager. Lawrence Appley Former President American Management Association
8 What is Management? Getting results through others Management is a system of interventions, things you do to get things done through others. Ferdinand Fournies
9 When Did You Become a Manager? When you started your business. ntrepreneurial Myth Entrepreneurial Most business owners are technicians suffering from an entrepreneurial seizure
10 Managers Role To get results through others How? Clear Direction Documented Systems Developing employees Education and Training Mentoring Coaching
11 What Makes Companies Perform Well? Based on 2007 McKinsey research, they found the one winning combination: Accountability - clear roles for employees Direction - a compelling vision Culture - an environment that encourages openness, trust, and challenge Nothing else came close in improving performance
12 Coaching and Mentoring Is there a difference between coaching and mentoring? Define coaching? Define mentoring?
13 Coaching and Mentoring Coaching Process Purpose: Behavioral focused Mentoring Process Purpose: Goal, life, and career focused
14 Face-to to-face Most important part of the coaching process? Face-to to-face meeting manager and employee Weakest part of the coaching process? Face-to to-face meeting manager and employee
15 Manager Interventions People management (or coaching) is a collection of interventions having a cause- effect relationship on employees. Pilot making course corrections on way to final destination Sports coach adjusting the game plan to win the game
16 Why Managers Fail as Coaches Doing vs. Managing We are used to frequently changing roles between doing things and getting things done through others We can fail because too much doing and not enough through others
17 3 Facts 1. Management is the intervention of getting things done through others. 2. You need your employees more than they need you. 3. You get paid for what your employees do, not what you do. You succeed only when your people succeed
18 Management Performance Based on the success or failure of your people You succeed only when your people succeed What about poor performance caused by inherent limitations?
19 Self-Destructive Behavior (or limiting beliefs) Do you have any self-destructive behaviors? A few examples: Doing what comes naturally Do not recognize people as business resources Belief in self-development Not fully appreciating the cost to replace employees
20 Employee Replacement Cost Do you calculate the cost replace someone before you fire them? What does it cost to replace an employee?
21 Motivational Theories Hierarchy of Needs Theory X and Theory Y Satisfaction and Dissatisfaction
22 Satisfaction and Dissatisfaction Dissatisfiers Satisfiers Company Policies Supervision Work Conditions Salary Achievement Recognition Work itself Responsibility
23 Motivation Motivators increase an individuals performance Satisfiers are considered as actual influences to motivate people The elimination of dissatisfiers does not provide satisfaction
24 Achievement Is the single strongest motivator People are not motivated by failure Small achievements act as motivators to go on What is Achievement?
25 Achievement Achievement is the perception they have done something better or for the first time
26 Recognition The second strongest motivator When someone else recognizes our achievements
27 Productivity One effective way to increase productivity would be to provide more opportunities in each job for achievement to occur Which would give the manager more opportunities to apply recognition
28 Productivity What are you doing to facilitate achievement? What are you doing to recognize your employees achievement?
29 Management Doing something during the race to influence performance Recognizing what has been achieved to this point encourages to strive harder towards the goal
30 Attitude Do you assume people do good or bad work based on their attitude? (positive vs. negative) How do you know their attitude? We can observe behavior not attitude
31 Understanding Behavior Why do people do the things they do? Can you change some ones behavior?
32 Behavior All behavior is a function of consequences Behavior modification: not only can you change behavior regardless of attitude, after the change attitude usually follows There are only two possible categories of consequences: positive and negative
33 Behaviors As coaches, we must focus on behaviors, not people. People are in charge of their behavior People have the ability to change behaviors based on the importance to the individual
34 Behavior Behavior that is followed by a positive consequence (to the individual) will tend to repeat itself If you do something and the result is a pleasant experience to you, isn t t it likely you are going to do that something again?
35 Behavior Any consequence that occurs after an action and increases the frequency of that action is called a positive reinforcer.
36 Positive Reinforcer Herzberg's defined achievement and recognition as motivators What they really are is positive reinforcer
37 Negative Consequence Behavior that is followed by a negative consequence or a painful event will decrease in frequency Does punishment work? Misbehaving on purpose = attention
38 Attention Do you only meet one-on on-one one with employees when they have done something wrong?
39 Behavior Quiz Attendance Listening Offering alternatives Negative attitude Job knowledge Professional tone Understanding Paraphrasing Asking questions Thanking a customer Apologizing Confidence Tardiness Adherence to company policy Slamming a door Not being attentive Closing a sale Sleeping during a meeting Rolling eyes Frowning Crying Have what it takes Don t t have what it takes Happy Upset Emotional Helpful Smoking in a non authorized area Short with team members Not following scripts
40 Behavior Quiz Attendance Listening Offering alternatives Negative attitude Job knowledge Professional tone Understanding Paraphrasing Asking questions Thanking a customer Apologizing Confidence Tardiness Adherence to company policy Slamming a door Not being attentive Crying Emotional Closing a sale Have what it takes Helpful Sleeping during a meeting Don t t have what it takes Smoking in a non authorized area Rolling eyes Happy Short with team members Frowning Upset Not following scripts
41 Behavior Principles The dictionary says that behaviors pertain to a person's actions as they constitute a means of evaluation by others Behaviors must be observable & measurable Labels represent a set of behaviors Behaviors can be positive or negative Your interventions have the greatest influence over your employees
42 3 Sources of Reward & Punishment 1. The work 2. Fellow workers 3. The manager
43 The RIGHT Things for Success Believing the wrong things about your people lead to self-destructive behavior Believing the wrong things about employees is the basis for doing the wrong things
44 The Management Function Your employees are your score card their success or failure reflects upon you A managers only reason for being is to do everything to help your employees be as successful as you need them to be
45 Why Behavior? When you employ someone you are renting their behavior You will want to mange and change behavior within your restricted work environment Include standard for behaviors on your job descriptions
46 Why Behavior? You can see it when it is wrong You can measure it You can talk about it unemotionally You can see it when it changes
47 Communication Problems? Do you have feel you have communication problems with your employees? Do you blame your people for those problems? What is your definition of communication?
48 Communication Problems? Do you have feel you have communication problems with your employees? Do you blame your people for those problems? What is your definition of communication?
49 Communications With communications there must be a: Sender Receiver Transmission
50 Transmission What is the primary function of the mind? The mind is at least 6 times faster than we can speak. The mind receives information so fast that it is reacting before the message is complete.
51 Communication Transmission The listener will hear it, but think something else. Therefore, successful communication is a function of thought transmission. What is an example of thought transmission?
52 Feedback What is feedback? Why is feedback important? What are some examples of feedback you currently supply?
53 Feedback Feedback is one of the most critical requirements for sustained high-level performance. Feedback permits you to see the results of your actions. It helps you make effective corrections.
54 Feedback It is estimated that approximately 50% of nonperformance problems occur because the lack of feedback. If your employees have no idea how they are doing they have no reason to change.
55 Feedback Lack of specific and frequent feedback is one of the most common causes of inappropriate behavior and performance Giving specific feedback is the quickest, cheapest, and most effective intervention for improving performance
56 3 Types of Feedback What are the three types of feedback? Neutral Positive Negative These descriptions refer to the manner in which the feedback is delivered.
57 Delivering Feedback If worker believe they are doing what they are supposed to do, why do anything differently? Feedback should be: Immediate Neutral or Positive Specific (quantification) Refer to expected performance show what finished looks like You can eliminate a lot of performance problems by giving feedback on a one-time basis
58 Delivering Feedback How often do you need to deliver feedback? Think about creating your feedback system. It should operate between the worker and the work; not have to pass through you
59 Feedback Systems What feedback systems do you need? Who will be accountable? When do they need to be created by?
60 Feedback System Examples Scoreboard Forms and reports Huddles and Numbers (Metrics)
61 Feedback System For non-routine or repetitive jobs How do you measure performance? Doesn t t mean can t t be measured; just means you don t t know how yet
62 Understanding Employees Why don t t people do what they are suppose to do? What problem are you trying to fix?
63 Results vs. Behavior Can you manage results? If it did not happen yet it is a goal, objective or expectation Once it happens it is history You can only manage the things people do; their behavior that produce the results
64 Results vs. Behavior Results = End of a race The only way to influence an outcome of a race is during the race Management intervention during the day will influence the days outcomes Management intervention at the end of the day has no influence over that day s s work
65 Performance Define Performance The employee s s performance is the behavior you rent that is expected to produce desired results Rarely do worker perform the way we want right off the street We have to give them tools and then guide the quality, quantity and appropriateness of their actions
66 Consequences People do what they do because of the consequences to them for what they do Why didn t t they do what they were suppose to?: Negative consequences Positive consequences If they have the ability and training, but consequences are not reinforced, you can expect performance not to occur
67 Coaching Coaching using a 4-Step 4 Step process: Step 1. Neutral Feedback Step 2. Neutral Feedback Step 3. Coaching Analysis Step 4. Coaching Discussions Neutral Feedback = asking questions in a non-judgmental way
68 Coaching Analysis The first step of the analysis is the most important: What is influencing performance? Identify the Unsatisfactory performance
69 Coaching Discussion The coaching discussion will not be effective if nonperformance is occurring because of one or more of the reasons given in the coaching analysis. The coaching discussion is effective in redirecting behavior only when the other reasons have been removed.
70 Coaching Discussion Use this tool to determine in advance of the coaching discussion what behavior change you desire. If you can not determine the desired change, that means any discussion with the employee are for the purpose of collecting more information to find out what is going on.
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