Coaching and Teambuilding to Create a World-Class Work Force CHUCK HAUGHTON HIGH POTENTIAL RESOURCES

Transcription

1 Coaching and Teambuilding to Create a World-Class Work Force CHUCK HAUGHTON HIGH POTENTIAL RESOURCES

2 Agenda Survey Data Setting the Context Six Lessons Situations/Discussion

3 Pre-Conference Survey Data

4 The number of employees in my organization is % % % 501-1,000 6% Over 1,000 11%

5 Describe your current work with coaching I coach individuals who need to improve their job performance 42% I coach individuals for professional/career development 32% I coach managers to help them with their supervisory issues 26% I train others on coaching skills 32% I contract with outside resources to provide coaching in my organization 16% Other 32%

6 Describe your skill and experience with coaching I have never done coaching as part of my job 16% I am new to coaching and eager to learn the skills I need 16% I have some experience as a coach but am not always sure if I am effective I am experienced as a coach and am clear what my development needs are as a coach I am a seasoned coach with a high degree of confidence in my skills 47% 20% 0%

7 Describe your current work with teams I lead a team 21% I work on a team that needs to improve its effectiveness 47% I facilitate team building activities for teams in my organization 16% I train others in team building and teamwork skills 16% I contract with outside resources to provide team building in my organization 16% Team building is not part of my current role 21% Other 21%

8 Describe your skill and experience with team building I have never worked as a team building facilitator 21% I am new to team building and eager to learn the skills I need 21% I have some experience with team building but am not always sure if I am effective I am experienced as a team building facilitator and am clear what my development needs are as a facilitator I am a seasoned team building facilitator with a high degree of confidence in my skills 42% 16% 0%

9 Setting the Context

10 Where Does Coaching and Teambuilding Fit? Talent Management Process

11 Where Does Coaching and Teambuilding Fit? Talent Management Process

12 Where Does Coaching and Teambuilding Fit? Talent Management Process

13 What is the Goal? Coaching? Teambuilding? Drive the business!

14 How is the Goal Accomplished? Coaching Teambuilding Identify and develop talents Increase personality/ style self-awareness Assess job-related competencies Provide variety of experiences Align resources and talent Establish and focus on priorities Develop relationships

15 Lesson 1: Start with the Right People SELECTION SHOULD BE BASED ON TALENTS BEFORE PAST EXPERIENCE

16 Common Interviewing Mistakes Interview is too short Interviewer talks too much Tone is informal and unstructured Content of same-job interviews is not consistent The resume drives the interview Criteria for evaluating candidate is narrow or unclear

17 What Competencies are Needed for Coaching? Action Oriented Composure Conflict Management Confronting Direct Reports Developing Direct Reports and Others Integrity and Trust Interpersonal Savvy Listening Motivating Others Problem Solving Process Management Sizing Up People Understanding Others Lominger International

18 Developmental Difficulty Level Easiest Action Oriented Easier Integrity and Trust Listening Moderate Motivating Others Problem Solving Process Management Harder Composure Confronting Direct Reports Developing Direct Reports and Others Interpersonal Savvy Sizing Up People Hardest Conflict Management Understanding Others Lominger International

19 Lesson 2: Constantly Reconnect People with the Mission

20 Losing Focus

21 Staying Focused on the Mission What? Informal Feedback Story Telling Customer Testimonials When? Casual Interactions Team Meetings Project Debriefs Results Reviews Celebrations

22 Lesson 3: Stop Being a Problem Solver

23 Are You a Firefighter?

24 If you are always putting out fires then you may be creating a culture of arsonists.

25 Good coaching is more about having the right question than having the right answer.

26 Lesson 4: Help People Identify Their Talents

27 You are more likely to create excellence by helping people understand and focus on their talents rather than emphasize and focus on people s weaknesses

28 Strength vs. Weakness People are defined by their strengths, not their weaknesses If you need a hard to develop talent (strength) in a position or role then hire/select for it first If you have a weakness, develop a strategy to reduce or eliminate the negative impact

29 Career Discovery Questions* How would you describe success in your current role? Can you measure it? What do you actually do that makes you as good as you are? What does that tell you about your skills, knowledge and talents? Which part of your current role do you enjoy the most? Why? Which part of your current role are you struggling with? What does that tell you about your skills, knowledge and talents? * Adapted from Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton, Ph.D.

30 Strategies for Weaknesses Develop skill to the good enough level Stop the activity that is creating the weakness Find a complimentary skill partner Create supporting systems

31 Use of Assessment Instruments Feedback Measurement Personality/ Style Diagnostic

32 Lesson 5: Lead by Example

33 Lead By Example Be open about your talents and your weaknesses Let people know what you are working on to develop yourself Improve your coaching skills Seek regular feedback about yourself and the team/organization

34 Lesson 6: Make These Techniques Part of the Business Culture

35 Integrate With Business Culture To Do List Follow up with CFO Coaching with Michael Review Quarterly Goals Team Meeting: Review Feedback

36 Situations/Discussion

37 Action Planning HOW WILL YOU APPLY WHAT YOU HAVE LEARNED?