Managing vs. AND Coaching: Creating a Culture of Feedback. Presenter: Lisa Case

Transcription

1 Managing vs. AND Coaching: Creating a Culture of Feedback Presenter: Lisa Case

2 Mindfulness Break #1 Mindfulness Definition: Present Moment Awareness 1) Write down: Reason I am in this session (12 words or less)

3 POWER OF NEUTRAL PREPARING YOUR MIND

4 My Story

5 PURPOSE OF MANAGEMENT To get people to accomplish desired goals and objectives

6 PURPOSE OF COACHING To help someone become more AWARE And take OWNERSHIP For what they have the ability to control Mostly, their MIND

7 A leader is a person who must take special responsibility for what s going on inside him or herself, inside his or her consciousness, less the act of leadership create more harm than good Parker Palmer

8 MANAGING (Directive) vs. COACHING (Collaborative) Minimum Expectations Company & Personal Performance Goals Narrowly focused Clear Expectations and Consistent Follow Through May require consequences, corrective action, immediate needs improvement Growth Opportunities Personal/Self-Directed Goals Socratic Method Allow for mistakes Focus on Wholeness Discuss Coach and Client Parallels and commitments Longer term approach a journey

9 Managing + Coaching = Leading MANAGING Minimum Expectations

10 Mindfulness Break #2 Mindfulness Definition: Present Moment Awareness WRITE DOWN A PERSON S NAME THAT YOU COACH OR MANAGE (OR BOTH) WHAT DO YOU DO INTENTIONALLY TO KNOW WHICH HAT YOU ARE WEARING (COACH OR MANAGER) HOW DO YOU PREPARE YOUR MIND TO START THE CONVERSATION FROM A PLACE OF NEUTRAL?

11 Coaching Creates Alignment

12 Coaching & Managing are CONTACT Sports

13 Managers who receive feedback and engage in ongoing follow-up with co-workers will almost always achieve positive, change in behavior and be seen as more effective leaders by their key stakeholders. Leadership Is A Contact Sport by Marshall goldsmith and Howard Morgan

14 CONSISTENCY & FOLLOW UP Management Conversation Alignment with Company Goals and Expectations Consistent among direct reports How do you ensure clarity? How do you follow up?

15 CONSISTENCY & FOLLOW UP Coaching Conversation Coaching Agreement - Set up a 6 to 9 month schedule and employee will define individual goals What can you do to follow up between sessions? What are your goals for yourself as a coach

16 LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS What do YOU believe as their coach or manager? What do THEY believe about themselves in this relationship? Uncover and understand the conversations they are having with themselves

17 LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS What is in their Thought Closet? Do they have beliefs/thoughts that are equipping them for upcoming challenges? Are they Serving them Well?

18 LISTEN FOR PATTERNS IN BEHAVIORS AND BELIEFS Having Backbone & Heart

19 Mindfulness Break #3 Mindfulness Definition: Present Moment Awareness Is it harder to have backbone or heart?

20 DYNAMIC RELATIONSHIP Belief that you both have something to offer and gain (Parallel Process) Create a safe environment Coaching for wholeness Coaching is NOT Therapy

21 POWER IN ASKING QUESTIONS

22 CREATING A CULTURE OF FEEDBACK

23 #1) Establish a Safe Environment where employees can speak-up without fear of retribution Getting Comfortable with the Uncomfortable CREATING A CULTURE OF FEEDBACK

24 #2) Hire the Right People How do you hire people who have an aptitude to grow and change? Start in the interview Onboarding creating time to adapt Set the expectation of feedback Provide continuous education CREATING A CULTURE OF FEEDBACK

25 #3) Train your Managers to also be Coaches There are many types of coaching training but it has been found that it is less about theory and techniques and more about relationship. CREATING A CULTURE OF FEEDBACK

26 COACHING CORE COMPETENCIES Meeting ethical guidelines & professional standards (Understand your role) Establishing the coaching agreement Establishing trust with the client Coaching presence Active Listening Powerful Questioning Direct Communication Planning & Goal Setting Managing Progress & Accountability

27 19,000 Business LEADERS were surveyed (June 2013) Where do you spend the largest percentage of your time at work? Managing day-to-day operations: 46.77% Developing and coaching my people: 19.02% Dealing with crises and major issues: 12.74% Meetings and steering committee sessions: 11.17% Setting the long-term direction and defining strategy: 10.3%

28 #4) Create opportunities to realign and support well-being Culture Council/Town Hall Meetings Coaching for Wholeness Wellness Programs Fitness Programs Financial Coaching Personal Book Clubs EAP (Employee Assistance Program) CREATING A CULTURE OF FEEDBACK

29 #5) Create opportunities for your leaders to receive feedback outside of their direct report External Coaching Trained Internal Coaches that aren t direct Managers 360 Degree Feedback Small Groups ex. Vistage OT Best Practices/Book Clubs CREATING A CULTURE OF FEEDBACK

30 #6) Leaders/Owners/Executives have a mechanism to receive and process honest feedback CREATING A CULTURE OF FEEDBACK

31 WHAT ARE YOU DOING WELL IN YOUR ORGANIZATION AND WHAT COULD YOU IMPROVE UPON TO DEVELOP THIS CULTURE OF FEEDBACK CREATING A CULTURE OF FEEDBACK

32 WRAP - UP The leader of the PAST was a person who knew how to tell. The leader of the FUTURE will be a person who knows how to ask. Professor Peter Drucker CREATING A CULTURE OF FEEDBACK

33 Q & A Schedule a Speaker appointment at the Registration Desk (Scheduling Binder) Meetings are held in the Summit Ballroom. FRIDAY 10:00 to 10:45 a.m. Or Friday Lunch Table

34 CONTACT ME: Case Consulting and Coaching Lisa K. Case, SPHR