Coaching. Coaching is the process of letting people know that what they do matters to you
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1 Coaching Coaching is the process of letting people know that what they do matters to you
2 If a group of people is to become a social entity and work (or live) together over time then they must: Trust one another, demonstrate courage, treat each other with fairness, respect, dignity and love, and be honest with one another. - Dr. Ian Macdonald 11/16/2005 Coaching: An HR Presentation 2
3 What Job Factors are Important 11/16/2005 Coaching: An HR Presentation 3
4 Motivation The Need for Achievement A predisposition to strive for success Highly motivated to obtain the satisfaction that comes from accomplishing a challenging task or goal. They prefer tasks that have a reasonable chance for success and is not to easy or to difficult. The Need for Power A desire to influence others directly by making suggestions, giving opinions and evaluations, and trying to talk others into things. They enjoy roles requiring persuasion, such as teaching. Motivated by a regimented and regulated concern for influencing others The Need for Affiliation The motivation to maintain strong, warm relationships with friends and relatives. They try to establish friendly relationships, often agreeable or giving emotional support. 11/16/2005 Coaching: An HR Presentation 4
5 Set The Standard for your team True Leaders Inspire & Motivate their Team Sell the idea that we must work hard to achieve success Team Member s buy-in for different reasons Front and center In the wings Behind the scenes Be a role model for a good work ethic Communicate clear and attainable vision of success Involve your team in defining your vision Demonstrate your positive attitude Be positive; you are on stage and are being watched 11/16/2005 Coaching: An HR Presentation 5
6 Encourage Your Team Never let great work go unnoticed Encourage team members in specific ways each day When you see it, say it Check in with team members regularly Make it safe to fail The only real failure is the failure to try 11/16/2005 Coaching: An HR Presentation 6
7 Encourage cont. Notice great work With Applause With Appreciation With Access Give Real-Time constructive feedback Let them know you appreciate a job well done Offer encouragement to people who are sincerely trying to improve 11/16/2005 Coaching: An HR Presentation 7
8 Challenge Your Team Never let poor work go unnoticed Make it private and positive Check it out before you challenge Did you communicate? Were the conditions right? Were there consequences? 11/16/2005 Coaching: An HR Presentation 8
9 Challenge cont. Use the two minute challenge For performance that needs to improve For work habits that need to change Don t let defense techniques Sidetrack you Stick to the steps of the challenge, and the facts of the situation at hand 11/16/2005 Coaching: An HR Presentation 9
10 Tips for Great Coaching Inspire Sell the idea of hard work Provide a clear vision of success Encourage Never let great work go unnoticed Find a way to encourage each person each day Challenge Never let poor work go unnoticed Make your challenges private and positive Be willing to challenge because you believe they can improve 11/16/2005 Coaching: An HR Presentation 10
11 Learning The quality of our learning process depends on the quality of the questions we ask. Clean, bold, and penetrating questions tend to open the social context for learning. Brown and Isaacs 11/16/2005 Coaching: An HR Presentation 11
12 Coaching Conversation Ask the team member to tell you a story about what happened. Try to get the following: What was the situation? Who was involved? What were you doing? What were you thinking about the situation? About others? What did you want to have happen? What were you trying to accomplish? What did you do or say? What was the outcome or result? 11/16/2005 Coaching: An HR Presentation 12
13 Follow Feelings Dig subtly with questions like: how did that make you feel? Follow the feelings, more than anything else they will tell you how the team member is feeling and why they are feeling that way and what they are going to do. Without feelings: humans cannot make decisions. Emotions and feelings are additive to the decisionmaking process, not subtractive. You will begin to see the true dilemmas! 11/16/2005 Coaching: An HR Presentation 13
14 Watch for Moods Confusion Perplexity Fear Irritation Resignation Impatience Anger 11/16/2005 Coaching: An HR Presentation 14
15 Take Action Draw Conclusions Make Assumptions The Ladder of Inference Select Data Data (What people say and do) 11/16/2005 Coaching: An HR Presentation 15
16 Conversation Process Are we talking honestly? Are we asking good questions? Who s talking? Who s not talking? Are we really listening? Are we being judgmental? Are we naming what is really happening here? Are we taking the time to think about what s important to us? 11/16/2005 Coaching: An HR Presentation 16
17 Roadblocks/Resistance? Team members requests an excessive amount of detail/ drowning you in unnecessary details Team member is Silent Team member simply Complies Team member is Passive Team member Presses for solutions 11/16/2005 Coaching: An HR Presentation 17
18 Resistance? Cont. Team member says Everything s fine; there isn t a problem or issue here. Team members has no Time (constant interruptions, complaints about lack of time, etc.) Team member Changes the subject continually Team member Avoids responsibility Team member makes Personal attacks 11/16/2005 Coaching: An HR Presentation 18
19 Post Conversation Questions Did I/they listen attentively? Did I/they communicate what I needed to? What is my/their perception of the other person s behavior during the conversation? Did we reach my intended outcome? Do I/they think our relationship improved? What did I/they learn? What did I/they commit to doing? How will we measure our follow though? How could the conversation have been even more powerful? Time (constant interruptions, complaints about lack of time, etc.) 11/16/2005 Coaching: An HR Presentation 19
20 Smart Objectives SMART Objectives: Specific Measurable Achievable Realistic Time-based Connected to the role description 11/16/2005 Coaching: An HR Presentation 20
21 Correcting Poor Performance Describe unsatisfactory performance. Be specific. Describe the impact of that performance/behavior (on the organization, coworkers, division safety, costs, efficiency, morale). Is it responsible or non-responsible behaviour? Describe expected performance (use SMART objectives). Make the employee aware of what the consequences will be if the performance has not improved. Establish the social contract. Ask for commitment. 11/16/2005 Coaching: An HR Presentation 21
22 Correcting Poor Performance Cont. Involve the employee where possible in the action plan. Review the timelines for follow-up and required results. Based on your investigation of all the facts is discipline warranted? If so, to what degree? Review the clearing times of the discipline Offer help and support EAP, HR, Training, Safety Document, Document, Document 11/16/2005 Coaching: An HR Presentation 22
23 Is it Worth the Effort? Organizational Benefits consistent, equitable, early intervention, better morale Supervisory Benefits acknowledge good work, stop problems early, team building, retention Employee Benefits team members know that they will be held accountable and are valuable to the organization 11/16/2005 Coaching: An HR Presentation 23
24 Counseling Team Members Listen for the real problem Use questioning and active listening Develop a plan to correct problem Must have team member participate in plan Must be an agreement Help the person consider options What are the options available? There is more than one path to an outcome 11/16/2005 Coaching: An HR Presentation 24
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