Post on 20-Jan-2016
transcript
DEVELOPING LEADERS
Tuesday
Check-In Reflect on your own Coaching
Experiences. Share one thought about your own
leadership development with respect to coaching and what action you would like to take.
Do you have any apprehensions about the action? What support do you wish to ask for?
Coaching for Performance
From the fool's gold mouthpieceThe hollow horn plays wasted words
Proves to warnThat he not busy being born
Is busy dying.
Its Alright Ma (I’m Only Bleeding)Bob Dylan
Learning Objectives The Business Case for
Coaching Understanding the
Coaching process Develop Coaching Skills
Communication Collaboration Commitment Honest Conversation
Leadership Challenge
The World Today …. Cynical Connected Fragmented New Social
Contract People are
Searching for Meaning
At work, Action Plans needed to …
Refocus Attitudes Individual Growth
(Meaning) Connecting (SONG)
Coaching for Performance
What is Coaching? A helping relationship between a:
Client and External CoachSubordinate and Superior Coach
The Coach uses a variety of methods to help the client or subordinate achieve a mutually identified set of goals to improve professional performance and personal satisfaction.
“Individual development with organizational benefits”
Types of Coaches Prescriptive Coach - the coach directs, controls,
and prescribes the behavior of the employee Tells, judges, controls, directs
Environmentalist Coach - the coach prepares an environment where good things happen by encouraging and motivating employees to learn, to test assumptions, to understand patterns and develop relationships among people, organizations, and events Strengthens, teaches, develops, supports, removes
obstacles
To use Coaching … - these beliefs need to be held
Coach – facilitator of learning
Learning Process
Employee /Learner
•My role is to facilitate learning and development•I have skills, experiences and capabilities that I can apply to learning•Learning is important, ongoing and shared•I care enough to help my employees learn
Beliefs that need to be held…
Coach – facilitator of learning
Learning Process
Employee /Learner
I believe the best learning occurs when:•Caring and trusting relationships exist•It is integrated with work•There is two-way feedback•Learners are encouraged to learn for themselves
Beliefs that need to be held …
Coach – facilitator of learning
Learning Process
Employee /Learner
I believe learners:•Are capable of learning•Must be willing to learn•Need to understand how their work relates to the larger organization – the why’s•Need a solid information base
Who to Coach?
If they have Potential1) Coach
If they make Mistakes – Can they Learn? 2) Yes - Coach3) No, but few mistakes – Watch / Be alert
to their actions 4) No, and many mistakes – Let them find
their true calling
Who to Coach?
EntrenchedBehavior
Problems
High
Low
Low High
1
2
3
4
Assess Behaviour
Workwork (When you get to Work)
Assess your workforce
Who are the 1, 2, 3, 4s?
Get others to make assessments too
Gain Agreement Start the Coaching
Process
What Constituents Say Coaches must be / do
Honest – offers straight Feedback
Good Listener Offers Ideas Sets Clear Objectives Open Agenda Available
Coaching Review Forty things every manager should know about coaching: John O. Burdett.
1. Coaching is, exclusively, a process focusing on enhanced performance.
2. The (essential) tools the coach has to work with are: trust, mutual respect, a sense of common purpose, integrity, openness, and honesty.
3. Any durable coaching process must contain three elements: managing expectations (the game plan), monitoring performance (watching the play), and giving feedback (time out).
Coaching Skills
Communication Asking Question Listening for the answers Giving Feedback
Collaboration Develop cooperative goals Seek integrative solutions Build trusting relationships
Gaining Commitment Make constituents feel powerful Connecting performance to rewards Strengthening others
Asking Questions Grand-tour questions – open ended
These questions allow the respondent to tell you what is happening from their perspective
“How are things going with the ‘Thompson’ case?” Probing questions – dig deeper
Keep asking questions until there is understanding on both your parts
“So, Thompson is telling us to work closer with her?” Planned Prompts – specific questions
If a specific topic you want to discuss does not come up – ask about it specifically
“Have you checked on what Jackson is doing?”
Coaching is About Listening Active Listening Exercise
Groups of three Speaker, Listener, Discussant Speaker discuss anything of
interest Listener listens using
effective listening techniques Following, feedback is given
to listener by the Discussant Rotate roles
Speaker
Active Listener
Discussant
Communication
Active Listening ...
Bridging - yes, go on… nodding Restating - So what you are saying is that
AU is the best MBA program in the world. Paraphrasing - So, one reasons is because
AU allows you to work on your schedule. Inviting clarification - Could you expand a
little more on your point that through AU you have met many great people?
Communication
Topics – anything you want
Something about life in the Canada A Piece of History A difficult employee Sports – how about those … ? A pet-peeve The Future Life in general
Communication
Which one were you most effective at using?
Bridging - yes, go on… nodding Restating - So what you mean by that is that Niagara is the
best place in the world. Paraphrasing - So, one of the reasons is that we are close
to TO and Buffalo. Inviting clarification - Could you expand a little more on
your point that Niagara is the best place to live?
Other … Reflect feelings - give a person feedback on the
emotions they are expressing – You sound excited about this possibility
Give emotional support – Oh, poor you.
Communication
Giving Feedback Specific Descriptive Provide PEP
Praise, Evaluation, Praise Own and Employees View Direct it towards Behavior that
can be changed Well timed Clearly understood Commitment to Change
(if needed)
Communication
II Collaboration Secrets
Develop cooperative goals Voice / Input SMART goals
(Specific, Measurable, Attainable, Referred to, Time) Seek integrative solutions
WIN … Mary Parker Follett Build trusting relationships
vulnerable willingly cooperative difficult to develop / enforce Competent, Consistent, Caring, Candid, Character
Collaboration
Misplaced Trust In your groups of three – highlight
a time when your trust was broken.
Was the problem covered by one of Bennis’ trust secrets?
Could the trust be reestablished? How?
The Apology Debate ‘‘If you have behaved badly,
repent, make what amends you can and address yourself to the task of behaving better next time.’’ – Aldous Huxley
‘‘No sensible person ever made an apology.’’ – Ralph Waldo Emerson.
Huxley (Tucker et al. 2006)
A leader’s apology for a transgression will enhance follower perceptions of their transformational leadership for two reasons.
First, when individuals perceive their leader is fair based on the way he or she behaves (e.g., apologizing), they are likely to believe their leader engages in those behaviors willingly.
Second, leaders who apologize will be seen as doing so because they care for the individual and the relationship.
Reflection Point Have you heard a good apology
lately?
Did it work?
LLL
Coaching Skills Communication
Asking Question Listening for the answers Giving Feedback
Collaboration Develop cooperative goals Seek integrative solutions Build trusting relationships
Gaining Commitment Make constituents feel powerful Connecting performance to
rewards Strengthening others
Make constituents feel powerful
Provide ChoiceDevelop CompetenceAssign Critical TasksOffer Visible SupportAnd again - Provide
PEPPraise, Evaluation, Praise
Commitment
Transformational leadership
Skill Development Opportunity to Coach
Pat calls Chris into his/her office to discuss a challenge – Chris has not been performing well lately. His/her sales have leveled off. Pat is confident that Chris can do better.
Chris feels that Pat is unappreciative of the substantial progress s/he has made.
Before assuming the roles imagine how you would feel in such a circumstance - plan your thoughts and then play the role.
Review Focus on Learning – Changing Behaviors &
Attitudes Roles: Counselor, Adviser, Mentor, Facilitator How:
Communicate – Question, Listen, Feedback Collaborate – Input, shared Goals, focus on Gains,
WWW, Trust Commitment – Reward, Strengthen, Feel Powerful
(Choice, Develop Competencies, Critical Tasks, Support)
Let’s Chat
Pat - what techniques did you use?
Chris - what techniques did you use?
Skill Development Opportunity to Coach
Chris calls Pat into his/her office to discuss a challenge – Pat has been performing well lately – met annual goals already. Chris wants to re-set the goals for the last month of the year.
Pat feels that Chris is pushing too hard. Before assuming the roles imagine how you
would feel in such a circumstance - plan your thoughts and then play the role.
Let’s Chat Pat - what techniques did
you use?
Chris - what techniques did you use?
CPI 260
CPI and Coaching
Storytelling Have you heard a
good story about Lollipops lately?
As we watch and listen, find three insights on how to tell a story.
Language of leadership
Jay Conger How things are framed makes a difference
Focus on intrinsically appealing goals and values Accent the positive Highlight the significance of the project Who are the key antagonists Highlight why it will succeed Use analogies, stories, metaphors to make your
point Allow your own emotions to surface when you
speak
Dr. King Let’s read (out loud) the “I have a
Dream” speech Then deconstruct it
Story Telling Secrets Find a Story Tell it Re-tell it
Story Telling Secrets
Find a Story1. Break down the story into an outline of events2. Write out the story in your own words (or draw it if
you prefer as a storyboard)3. Tell your self the story by looking at your notes
(repeat, repeat, repeat)4. Think about the story – are there parts that really
do not need to be there – cross them off5. Tell your self the story by looking at your notes
(repeat, repeat, repeat)6. Tell a friend (no notes or storyboard)7. As you get more confident – add emotions to the
tale including your own ….THEN TELL YOUR STORY
Without support of facts, yours is just another opinion.
Construct an Argument
1) Evidence must be relevant to conclusion.
2) Evidence must provide sufficient support for conclusion.
3) Evidence must be credible.
Relevant
Sufficient
Acceptable
Is this argument RSA?
My friend and I are starting a new company and we want to become rich. A study has found that tall people make more money than shorter people. To save money in our organization, we have decided to hire only people who are shorter than average height.
Leadership Insight Who is on your “Board”? Find
three guides.
Final Thoughts Coaching Listening Skills CPI 260 (Know Thyself) Tell a Story Tonight Tomorrow