Real Coaching Practices for Human Resources HHRMA 2015

Transcription

1 Real Coaching Practices for Human Resources HHRMA 2015 Welcome to A Taste of Coaching Conversations Gina Potito, SVP Talent Development Consultant 1

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3 Today s Session Goals Define Coaching Further enhance your coaching skills through use of LHH s Results Based Coaching Model, and learn: Ask, Don t Tell Reframe the Picture Be Bold, Stretch Yourself and have fun while learning!! 3

4 LHH s Coaching Conversations 4 4

5 15 second triad team intro Name Role Organization 5

6 Defining Coaching - Coaching Perspective Exercise 6 6

7 Coaching Defined 7

8 What Coaching Is and Is Not 8 8

9 Coaching is a leadership competency: Leader as Coach Enhance direct report performance Improve engagement scores Lessen negative impacts of change Transfer knowledge Increase accountability Shift workload and increase skill sets Address challenges early 9

10 Benefits & Uses of Different Kinds of Coaching 10

11 Coaching and Mentoring 11 11

12 Coaching Drives Behavioral Shift 12

13 Results-Based Coaching Model TM 13 13

14 Four-Phase Coaching Process 14 14

15 Six Coaching Practices 15 15

16 Ask, Don t Tell Guide the conversation with questions and listen for the answers Ask questions that encourage dialogue Draw out further information Provide the direction, not the answers 16 16

17 Ask, Don t Tell Benefits of asking questions: Gain deeper understanding and clarity Test gaps and perceptions Engage other person draw them out 17 17

18 Ask, Don t Tell Types of questions to ask: Inquire (open) Probe (diagnostic) Direct (closed) 18 18

19 Ask, Don t Tell Examples of questions to create change: What would you like the outcome to look like? What role will you play in achieving the outcome desired? What support do you need from others to ensure the outcome is attained? 19 19

20 Video Demo: Ask Don t Tell 20

21 Rehearsal Directions 1. Create small groups of 3 people.. 2. Complete a Coaching Planning Worksheet. 3. Select roles (coach, coachee, observer/time keeper,). 4. Conduct the rehearsal. 5. The Observer(s) will watch and write notes on the Observer Feedback Worksheet and keep time. 6. Debrief after the rehearsal in the following order: Coach, Coachee, Observer, and LHH Coach. Coach - What worked and what would you change? Coachee - What questions caused you to think and move forward? Observers - Did the coach make good use of the coaching model and coaching practices? Table Coach - Can you provide feedback on overall observations of style and non-verbal communications? ALL - What insights did you gain? 7. Change roles so that everyone has the opportunity to experience each role. 8. Be prepared to discuss what went well, what was challenging and key learnings with the large group

22 Table Exercises Use Coaching Scenario 15 minutes total; 5 minutes for coaching; Balance of time for debrief Coach: Coachee: Observer: Table Coach: Use Ask, Don t Tell for this practice session Respond accordingly What questions created a shift in the conversation? Facilitate debrief and share additional observations 22

23 Ask Don t Tell Scenario On a business team you support as HR, you have a high-performing leader who consistently exceeds expectations. This leader is newly promoted, but you believe he/she has a lot of potential for growth. This leader executes on tasks with great speed and attention to detail. You are impressed at the efficiency and quality of work. You know that in order to be even more successful, he/she will need to think more strategically. Instead of jumping straight to work on the project, you would like to see him/her spend more time ensuring this actionable approach is truly the best way to accomplish your team s goals. You think this leader will be of more value if she stepped back and spent more time questioning how various projects fit into the vision and strategy of the team. You want to make sure this leader knows he/she is performing above expectations in their current role, while at the same time, coach them to think more strategically, as that will be critical for continued success as a leader in the organization. You believe she will be open to this feedback and coaching. 23

24 Ask, Don t Tell Debrief What are some of the types of questions asked? Which question seemed to shift the conversation? How was the coaching model used? Was the objective achieved? 24

25 Reframe the Picture Encourage discovery of different perspectives See multiple perspectives Use metaphors, analogies and stories Experiment with time stretching 25 25

26 Reframe the Picture Why use reframing? Challenge assumptions and beliefs Learn new perspectives Envision a new future 26 26

27 Reframe the Picture What can you reframe? Perspectives Timeframes Outcomes Processes 27 27

28 Reframe the Picture Examples of reframing What if Put yourself Imagine What would it look like a year from now? 28 28

29 Reframe the Picture Video Demo 29

30 Reframe the Picture Scenario One of the leaders in the business team your support, is a true driver who shows a strong focus on tasks and goals, but loses sight of his/her team members. This leader s partnerships are failing and lack two-way communication. He/She demonstrates a high amount of courage giving feedback and direction, but does not reflect the amount of consideration and empathy that is necessary to create an engaged culture of high performers on a team. Yesterday you saw this leader give feedback to an employee which left the employee unmotivated to proceed on one of his assignments. You don t believe the leader realizes how this behavior influences and impacts others. You would like to have a coaching conversation with the leader to help him/her see the impact of disregarding people s feelings and focusing only on tasks or goals. 30

31 Reframe the Picture Debrief What are some of the types of questions asked? Which question seemed to shift the conversation? How was the coaching model used? Was the objective achieved? 31

32 Coaching Opportunities Organizational Opportunities Development of future leaders Preparing people for succession opportunities Integrating teams during mergers and acquisitions Attracting new customers Facing new competitors Building alliances and partnerships What opportunities are there for coaching in your organization? 32 32

33 Coaching Opportunities Leadership Opportunities Professional and career growth Performance improvement Work relationships Competency development 33 33

34 Six Coaching Practices 34 34

35 Thank you for joining us today and sharing in the discussion about coaching. If you d like to continue the discussion, please call: Frank Buysse, SVP Area Sales Manager, Portland & Seattle Frank.Buysse@LHH.Com Natalie Miller, SPHR VP Client Relationships, Portland Office Natalie.Miller@LHH.Com