Coaching for Optimal Performance. Presented By: Karla Berra Senior Director of Recruitment Bright Horizons Family Solutions

Transcription

1 Coaching for Optimal Performance Presented By: Karla Berra Senior Director of Recruitment Bright Horizons Family Solutions

2 Coaching for Optimal Performance: Goals After completing this training, participants will understand: Why developing all employees is critical Their role as a manager in the development process The differences in employees and how to best meet their individual needs in the development process The process and components for having successful career development plans

3 Introductions Name of your program Your role Number of people reporting to you

4 Why is Developing Employees Important? Your center s success depends on developing employees! Key factor in attracting and retaining the best employees Employees are inspired to work to their greatest potential Prepare for the future

5 What People Want Trust Challenge Self-worth Competence Appreciation Excitement Terry Bacon: What People Want: A Manager s Guide for Building Relationships That Work

6 The Environment Keys to a strong work environment Provide feedback & recognition Address performance issues promptly Be consistent and fair in holding people accountable Walk the talk We are doing serious and important work. We take pride in what we do, and we must never lose sight of the joy and fun in our work. - HEART Principle

7 A New Approach to Developing Employees Everyone can be developed Employee development is every managers responsibility, every employee s responsibility Focus on moving employees through new challenges to strengthen their professional abilities Development more likely means informal, onthe-job ways of learning

8 Addressing Developmental Needs: A Manager s Role Help guide your employees by helping to match their skills, interests, and work values with job opportunities. Conduct frequent discussions of developmental needs. Give timely and specific feedback about an individual s performance against established expectations. Provide opportunities for coaching, when necessary. Act as informal teacher by being conscious of the behaviors and attitudes you model. Work with your employees to draft individual development plans.

9 Opportunities for Coaching Conduct formal performance reviews Have on-the-spot work progress discussions Follow up on a training session Help an employee to implement a work improvement idea Work with an employee to meet job standards or to manage their job better 9

10 Acknowledging Employee Differences Differentiating allows you to: Appropriately address performance expectations. Draft suitable developmental plans. Help direct reports manage their careers. Build a better foundation for your center s success.

11 Motivation for Performance % from me % from manager 11

12 Manager & Self-Motivation Give an example of something your manager has done to tap into your motivation: Give an example of some of the things you would like to see yourself doing as a coach: 12

13 Coaching the Team TO COACH Comes from the root meaning to bring a person from where they are to where they want to be

14 Top Priorities in Coaching Be consistent with expectations and feedback. Walk the talk.

15 Coaching the Team Most teams have three performance groups: Super Stars (Above Target) Middle Stars (On Target) Falling Stars (Below Target)

16 Your Three Groups of Performers Super Stars or Top Performers Middle Stars or Solid Performers Falling Stars or Under Performers

17 Tips for Motivating Top Employees Give your direct reports the opportunity to use their unique strengths every day Respect individual strengths and differences Recognize employee contributions regularly Give employees the responsibility and freedom to learn new skills and make their own mistakes Provide competitive salaries and benefits Provide mentors

18 Keeping Top Performers Motivated Starting a new project from scratch. Improving a classroom environment, curriculum, system in trouble A job rotation in a different work environment or classroom A high-profile special project assignment.

19 Develop Solid Contributors Identify the employees that have growth potential and provide them with: Stretch assignments Coaching Training

20 Solid Contributors Need Affirmation! Tell them they are valued Listen to their ideas Praise their accomplishments Trust them

21 Tips for Nurturing Solid Performers Keep track of communications with your employees to make sure that you are not ignoring solid contributors Tell these employees they are valued on a regular basis Accept that some people in your group will not want to advance further in their careers Allocate resources to solid performers with high potential

22 Acting on Under Performers Failing to address your low-performing employees can have a detrimental effect on the organization s performance. These individuals often: Stand in the way of the advancement of more talented employees Hire other C players, which lowers the performance bar across the board Tend to be poor role models who encourage a lowperformer mentality among their peers and direct reports Engender a culture of mediocrity which repels highly talented and ambitious people

23 Acting on Under Performers Provide them with clearly defined goals. Create a prescribed path and timeline for achieving those goals. Be explicit about the ways in which they must improve. Be willing to coach and provide candid feedback.

24 Performance Coaching Measured against standards It s your goal or the organization s goal Usually a short term point of view

25 Notes on Performance Coaching in Relation to Career Issues Many performance issues are career issues in disguise! Skill/Competence/Knowledge = Performance Issue Motivation/Attitude = Career Issue 25

26 The Development Plan Include: SMART goals, along with a timeline for achieving them Action steps, which may include: Training Coaching Challenging work assignments

27 Activity Write the names of 2 people at the center whom you feel are: Super Stars (AT) Middle Stars (OT) Falling Stars (BT) Think back to their last performance review. Do the ratings reflect the groupings you ve just placed them in?

28 The Development Plan SMART Goals Action Steps

29 The Development Plan Seek commitment from the employee Follow up regularly Monitor progress

30 Creating a Culture of Performance Supporting Growth and Learning 1. Goal Setting What is expected 2. Job Performance Appraisal Results vs. Expectations The What 3. Skills Assessment How am I doing in my role? 4. Growth and Learning Plan Individualized to support performance and growth 5. Succession Planning Career Mapping Organizational needs vs. individual career goals

31 Winning the Race A great coach and leader: Accepts responsibility Invests in lifelong learning Acknowledges others good work and efforts We are accountable for our actions. We admit and learn from our mistakes; we do not dwell on them. - HEART Principle

32 Completion The most important thing you learned in this program How will you apply it? Any questions? 32

33 Contact Information Karla Berra, Senior Director of kberra@brighthorizons.com

34 Giving Feedback for Optimal Performance Presented By: Kendra Kett, M.Ed. Bright Horizons Regional Manager Feedback is the breakfast of champions. Ken Blanchard

35 Giving Feedback for Optimal Performance Goals After completing this training, participants will be able to: Name the goals of feedback Understand why feedback is important Use specific steps to give effective feedback Understand the mistakes of giving feedback Practice giving and receiving feedback

36 Feedback Topics Feedback Myths The Goals of Feedback Effective Techniques & Mistakes The Three A s of Performance Handling Objections Practice Activities

37 But It s So Hard! Why is it difficult to give feedback? Brainstorm and Share

38 Feedback Myths It will hurt the other person s feelings. Who am I to judge? Feedback demoralizes people and makes them feel defeated. They didn t mean it so we can let it go. I didn t see it happen, so I can t confront it. It wasn t that bad. That s just the way he/she is.

39 Giving Feedback to Falling Stars Why does that seem easier sometimes? It is clear they did something wrong. They are not really trying so I begin the documentation process. Most people are watching poor performers get away with it so I have to confront this. Maybe I can help if I can get them to see how they could improve. 39

40 What are the Goals of Feedback? To Improve Performance To Clarify Expectations To Increase Learning To Stop a Behavior To Encourage Progress Toward Goals

41 Techniques for Giving Feedback Isolate the behavior Speak at the Task Level not at the Self Level Use Comfortable and Open Body Language Have the Employee Explain Why the Issue Might Be Happening Leave YOUR Solutions at the Door Make it a Dialogue Use the Feedback Recipe Card 41

42 Some Phrases to Use This is what you did that was inappropriate versus You were inappropriate. You are really effective when you do. You would be more effective if you do. 42

43 The Three A s Ability Aptitude Attitude 43

44 Activity: Practice Pairs Find a Partner Using the employee card, on which you wrote what your employee needs to hear from you, practice what you are going to say when you return to the center next week. Use the Recipe Card 5 3 Switch 44

45 Common Feedback Mistakes Rewarding A Behavior while Hoping for B Not Separating the Behavior from the Person Skirting Around the Issue; Too Vague Needing to be Friends or Be Liked Overlooking the Small Issues Until Later Not Explaining the Goals of Feedback

46 More Common Mistakes Praising Employee 1 Hoping that Employee 2 will Change Their Behavior Using Group Meetings as a way for the Individual to Get the Message Using Group Communications (e.g., newsletters, memos) Not Knowing Which of the 3 A s It Is Hoping for Change to Occur on its Own

47 Did you know? When giving feedback, hope is not a plan.

48 Feedback Thoughts If you care, you will share.feedback Be specific, direct, to the point Be kind, professional and clear about your expectations Feedback can be about checking-in and monitoring progress, too Feedback can be affirming and offer praise. It does not always have to be corrective.

49 How Loyal Should I Be? Employees Need Your Support to Grow and Develop Professionally You Must Have a Trusting Relationship Trust Does Not Mean Blind Faith. So.Trust, But Verify Keep a Bigger Picture in Mind

50 So How Do I Really Do This? Clarify for yourself how this person is Important to the Center Explain the Frustration of Being Off Track Believe That They Can Change Identify the Behavior That Concerns You Ask Them to Problem-Solve With You Emphasize How Important Their Success is to You

51 Food for Thought Leaders must make sure that employees leave feedback sessions with a clear understanding of how they will succeed.

52 What about those Objections to Feedback? What are the typical objections to feedback? Brainstorm and share.

53 Typical Objections I didn t know. Everyone else does it. You don t do it, so why should I? I have a lot going on in my personal life. I didn t get trained on this. I don t agree with that policy. This is the way I ve always done it. I am tired of being picked on.

54 Handling Objections Go Back to the Feedback Recipe Card and Restate the Goals for the Employee Do not Argue with the Employee Use Nevertheless or That May Be. Keep the Focus on THEIR Behavior, Not Other Employees or Managers, or on the Past

55 When it is going to be really hard: Try this: This might be hard for you to receive this feedback today and I also think it might be hard for me to deliver it May I ask that we try really hard to be patient and compassionate with one another as we talk about this? Ok, good, let s get started

56 Activity: Practice Pairs Choose a new partner. Using the me card that has an area of concern or development that you need to work on, let a new partner give you feedback on that. Use the Feedback Recipe Card Switch 56

57 Really? Why do this? Avoidance Only Makes It Worse Later The Center Suffers When There is Poor Performance Your Effectiveness as a Leader Suffers When There is Poor Performance When You Avoid Giving Feedback, You Rob the Employee of a Growth Opportunity How can you NOT do this? Source: John Maxwell s Developing the Leaders Around You 57

58 Next Steps to Coaching for Optimal Performance Use the Feedback Recipe Card in All of Your Feedback Sessions Copy the Recipe Card For All Leaders to Use Practice Giving Feedback Often Cultivate Courage to Give Specific, Clear Feedback Believe in People Give Dignity, Respect and Compassion 58

59 Did We Accomplish Our Goals? Name the goals of feedback Understand why feedback is important Use specific steps to give effective feedback Understand the mistakes of giving feedback Practice giving and receiving feedback

60 Activity: Feedback Wrap Up Based on today s CONTENT: Complete the STOP, START, CONTINUE Worksheet Self-Address the Envelope Place the Worksheet in the Envelope Watch Your Mail in the Coming Weeks

61 Contact Information Kendra Kett, M.Ed. Or visit me at: Facebook: The Pinwheel Girls 61