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Tackling staff underperformance Training Session 3
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Choose your ‘Situational Leadership’ style
Supporting: High Relationship and Low Task Coaching: High Task and High Relationship
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Tackling staff underperformance Training Session 3 The Coaching - - PowerPoint PPT Presentation
Tackling staff underperformance Training Session 3 The Coaching - - PowerPoint PPT Presentation
Tackling staff underperformance Training Session 3 The Coaching Conversation Presenters name XX/XX/XXXX 1 Choose your Situational Leadership style Supporting: Coaching: High Relationship and High Task and Low Task High
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SLIDE 3
Maslow’s hierarchy of needs
Belonging and Love Needs
- Safety Needs
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Self-actualisation
- Esteem Needs
- Biological and Physical Needs
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Maslow’s hierarchy of motivation
Self-actualisation
- Esteem Needs
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Belonging and Love Needs
- Safety Needs
- Biological and Physical Needs
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Esteem and ego needs
How are these being met? In school:
- responsibility
- promotion
informal recognition or influence
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- informal recognition or influence
Out of school:
- golf, sailing, sports clubs
- bridge, darts, quiz clubs
- local politics and community organisations
- amateur dramatics
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Self-actualisation needs
I feel I am
- making a difference…
- making a worthwhile
contribution… In my:
- paid work
- family
- wider
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contribution…
- living a meaningful
life…
- building a legacy for
the future… wider community…
- nowhere
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Personal success coaching
Where would you put yourself now? Why? What would it take to move up to the next point?
1 5 2 3 4 6 7 8 9
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What would it take to move up to the next point? Move up. How does that feel? What is different? Imagine … What point would you be on then? What did you need to do to get there? Looking back at yourself on point x (starting point), what advice would you give yourself?
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Audio slide
Click to listen to the Audio:
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SLIDE 9
Courageous conversations
‘Effective leaders hold people to account, have high expectations of them and challenge underperformance and mediocrity not because they like power but because the children and young people deserve the best.’
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young people deserve the best.’
Steve Munby (Chief Executive, National College) at the Annual Leadership Conference, 2010
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Solution-focused counselling
To listen to the mentee’s frame of reference, you must:
- set aside yours
- show abundant and genuine curiosity
- adopt the posture of not knowing
echo and explore key words
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- echo and explore key words
- ask speculative questions: ‘If things were better with your
Y9 class, what would be different?’
- regularly feed back your understanding of their thoughts
and feelings
- use silence and ‘what else?’
From IK Berg and P De Jong ‘Interviewing for Solutions’ www.briefconsultancy.com
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And what else…?
The phrase ‘Good. And what else?’ is immensely powerful. It encourages people to look more deeply into the possibilities. Options that they have ‘censored’ or discounted might come to the surface.
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Ideas that they have subconsciously hidden become clear. Options they are avoiding because they would require them to get
- ut of their comfort zone emerge.
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Feedback in coaching mode
Agree a scenario in which you are going to discuss an area of underperformance with a colleague who is defensive and insecure, but not obdurate.
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