AIM LEADING BY GOING THE DISTANCE No ve mb e r 28 Sta rb o a rd L - - PowerPoint PPT Presentation
AIM LEADING BY GOING THE DISTANCE No ve mb e r 28 Sta rb o a rd L e a de rship Co nsulting L a ura Mitc he ll lm@ sta rb o a rdle a de rhip.c o m ACTIVITY: PARTNER OR GROUP SHARE Sha re with yo ur pa rtne r o r g ro up T he b e
No ve mb e r 28
Sta rb o a rd L e a de rship Co nsulting L a ura Mitc he ll lm@ sta rb o a rdle a de rhip.c o m
– T
he b e st c o a c h yo u’ ve e ve r ha d a nd why.
roles/responsibilities
environments
effective teams
up
employee has to offer
loyalty
excitement for the work and results of the company
F
pro mo te Ac c o unta b ility a nd L e a rning : Co a c hing Up
T
a lls Within # 4
Low Bar High Bar
Low bar = the minimum threshold for acceptable behavior (below which employment termination is an easy decision) High Bar = the behavioral expectations you collectively agree on are critical to being smart and healthy This gap = your culture differentiator and the source of most managerial challenges
Re te ntio n and de ve lo pme nt o f te am playe rs at Spurwink.
1. Wha t is Co a c hing Up 2. Why Co a c h E ve n Whe n Yo u Are Busy 3. Pre re q uisite s to Co a c hing 4. Wa ys to Co a c h 5. E nding the Co a c hing Se ssio n & Wha t Ha ppe ns Afte rwa rd
Resource for this presentation and handouts:
Employees
Modeling
Goals Progressive Delegation Feedback Training & Education Motivation Engagem ent Alignm ent I ncreased Ability Heightened Perform ance
“Asking que stions that he lp pe ople disc ove r the answe r s that ar e r ight for the m.” “Asking que stions that he lp e mploye e s fulfill the ir
imme diate r e sponsibilitie s mor e e ffe c tive ly and advanc e the ir pr
time .”
Yo ur be st r e so ur c e is yo ur te am. De ve lo p the m to pe r fo r m at the ir pe ak. Yo u c an’t do mo r e , but by building yo ur te am, yo ur te am c an ac hie ve mo r e .
what are the g aps, what are the c halle ng e s. Yo u ask lo ts o f q ue stio ns.
g o a ls c ha ng e mo re fre q ue ntly
nc re a se le a rning with time ly fe e db a c k
info rma lly
Harvard Business Review Guide & Tools for Coaching Employees
1.Re a d yo ur DiSC style ’ s a ppro a c h to de ve lo ping sta ff – p. 17 o f yo ur E ve rything DiSC pro file . 2.I de ntify 1 e mplo ye e yo u ma na g e tha t ne e ds to b e c o a c he d up to me e t hig he r e xpe c ta tio ns - b e ha vio r/ pe rfo rma nc e wise . 3.Use the pe o ple re a ding me tho d to ide ntify the style o f the e mplo ye e .
insig ht o n yo ur e mplo ye e ’ s style .
ill o ut the Ac tio n Pla n fo r De ve lo ping tha t E mplo ye e .
Gro up sha re :
diffe re nt fro m wha t yo u a lre a dy kno w? Or do e s it re info rc e so me thing yo u a lre a dy kne w?
diffe re ntly mo ving fo rwa rd to c re a te a mo tiva ting e nviro nme nt a nd c o a c h this e mplo ye e ?
rust
mo tio na l inte llig e nc e
nte g rity
E . Ca re F . Gro wth mindse t
–
Wha t a re yo ur c a re e r o b je c tive s?
–
Wha t skills do yo u wa nt to a dd? E xpe rie nc e s?
–
Ho w c a n we sta rt mo ving yo u to wa rd tha t?
–
Ho w do yo u think I c o uld he lp yo u suc c e e d?
–
Also a b o ut the ir pe rso na l life !
iste n
e ll Yo ur E mplo ye e s Ho w Yo u L ike to Wo rk (DiSC) a nd ho w the y c a n wo rk e ffe c tive ly with yo u
– “I
ra ise to ug h issue s up fro nt a nd dire c tly”, so “I f yo u fe e l my re spo nse is b lunt o r dire c t, re a lize tha t it’ s a b o ut the issue , no t a b o ut yo u pe rso na lly.”
– “I
’ m a mo rning pe rso n”, so a vo id sc he duling me e ting s whe re I ha ve to ma ke a b ig de c isio n a fte r 3 pm.”
Ada pte d fro m “Do Yo u K no w Ho w E a c h Pe rso n o n Yo ur T e a m L ike s to Wo rk? ” b y Sa b ina Na wa z
E . T
F . T
Trait Com plim ents Process Com plim ents “You are so smart.” “You’ve done that well.” Effect on thinking Evokes a fixed mindset Evokes a growth mindset Effect on feeling Evokes a sense of pride and satisfaction Evokes a sense of pride and satisfaction Effect on behavior
to failure
mistakes
Adapted from 2011, Coert Visser, www.progressfocused.com/2011/06/developing-growth-mindset-how.html
Avoidance Indirectness Masking indecision as consensus building Overfriendliness Yelling Defensiveness Passive-aggressive criticism Unreasonable demands
Direct Calm Open Fair Comfortable in charge
c o ura g e , c a re a nd a g ro wth mindse t
yo ur ro le a s a ma na g e r
iste ning with q ua lity
GROUP SHARE :
this e mplo ye e
–
Do I ha ve DiSC style / mind se t b ia se s to le t g o o f?
–
Wha t stre ng ths will I b ring to this?
–
Wha t will b e mo st c ha lle ng ing a b o ut this?
–
Ha ve I la id the fo unda tio n with the pre re q uisite s? Re c a ll the pe rso n/ pe o ple yo u think ne e d c o a c hing
1. Use re g ula r, sc he dule d, o ne -o n-o ne c he c k ins. 2. E nc o ura g e pe e r to pe e r c o a c hing 3. Cre a te me nto ring pa rtne rships. 4. T a p into the po te ntia l within e ve ryo ne . 5. Suppo rt da ily le a rning a nd de ve lo pme nt a c tivitie s 6. Se e k fo rma l tra ining .
nitia te d, le d, a nd c o ntro lle d b y the ma na g e r
pro je c t
c o mpe te nc ie s
“How has your appr
k c hange d?” “What is your goal for that moving for war d?” “Ar e you notic ing a diffe r e nc e in how your staff r e sponds to you?”
Mo re tha n “Ho w’ s it g o ing ? ”
rig g e re d b y a “te a c ha b le mo me nt”
nitia te d b y ma na g e r o r e mplo ye e
“How did you think the me e ting we nt?” “What was your r e ac tion to Kar e n’s r e c omme ndation?” “Whic h par ts of your pr e se ntation do you think we nt be st?”
Whe ne ve r Disc ussio n is Ne e de d – E ve nt/ I nc ide nt
1. Dia lo g ue to he lp yo u se e thing s thro ug h he r/ his e ye s. Ask q ue stio ns to unde rsta nd he r/ his:
b e ha vio rs
2. Use o pe n e nde d q ue stio ns (no t “why” – judg me nta l)
Afte r T rust Building Que stio ns
Wha t, Ho w, Who , Whe re / Whe n, De sc ripto rs
e ll me mo re a b o ut tha t.
e t me ma ke sure I unde rsta nd wha t yo u a re sa ying .
HBR Coaching Tools
– Ask mo re tha n te ll (4:1 ra tio ) – E
na b le s the m to le a rn ho w to se lf-c o a c h
he n….
– Are yo u o pe n to me sha ring with yo u ho w I
a m se e ing this?
– Co uld I
– A ne w a ppro a c h?
GROUP SHARE :
–
Write do wn the a re a s o f g ro wth o r spe c ific b e ha vio rs/ a c tio ns yo u wo uld like to se e impro ve d (yo u will a lso a sk him/ he r a b o ut this)
–
Wha t q ue stio ns will I a sk (wha t do I wa nt my sta ff to le a rn fro m re spo nding to this q ue stio n)?
–
Ho w c a n I impro ve liste ning vs. so lving ?
Re c a ll the sta ff yo u think ne e ds c o a c hing
two o r thre e thing s yo u a re ta king a wa y fro m o ur c o nve rsa tio n? ”
– E
mplo ye e de ve lo ps a n a c tio n pla n
– Se t time fo r ne xt fo llo w up – I
de ntify o utside re so urc e s ne e de d, e .g .
ra ining
e e db a c k fro m c o lle a g ue s
E mplo ye e summa rize s
Goals: What skills or
competencies do I want to develop?
Action Steps: What do I
need to do to develop in these areas?
Measures of Success:
What will be the impact if I am successful – on myself, my colleagues, my results? I want to better focus on my long-term priorities Delegate more responsibility, clearly and make them point of contact for the work I’ll feel less frazzled when I arrive and at end of day Set up regular one-on-one time with each team member to minimize daily questions My team will feel more
Put my top 3 goals for the month on my computer as my screen saver I’ll be able to check off some of my to-do list
Go a ls a nd Ac tio n Pla n – E mplo ye e Dra ft
Harvard Business Review Guide & Tools for Coaching Employees
me e ting the ne e ds o f the e mplo ye e ?
ho lding up my e nd o f the b a rg a in?
c o ntinue to e ng a g e a nd fo llo w up with my e mplo ye e s?
Pa rtne r De b rie f:
tha t ma ke the mo st se nse to yo u?
ne e d to b e a b e tte r c o a c h?
ro m who m wo uld yo u b e ne fit fro m re c e iving ho ne st fe e db a c k a b o ut yo ur c o a c hing style a nd e ffe c tive ne ss? L ist the ir na me s b e lo w. Ne xt to the ir na me s, c o mmit to a da te b y whic h yo u will re a c h