Post on 26-Dec-2015
transcript
July 30th – August 1st, 2013McCormick Place, Chicago, IL
Developing Your Team: Coaching Subordinates
Presented by:
Keith Reznick
Ron Graham
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About Your Presenters
Keith Reznick President, Creative Training Solutions
Over 40 years of sales, sales management, training and coaching experience
Conducted over 1,500 workshops keith@creativetraining.com, 856-784-3466
Ron Graham EVP of Business Development, Freeman
AV Over 30 years of business experience MBA, Northwestern University Avid rock climber, canyoneer and
mountaineer Ron.graham@freemanco.com, 702-241-
9812
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Workshop Overview / Agenda
Incrementally Improve: 1) Recruiting people2) People development skills3) Communicating goals and
expectations4) Empowering team members5) Providing / obtaining
feedback6) Coaching, counseling and
motivating
1. Types of risk
2. Essential leadership skills
3. Communications discipline
4. Performance improvement
Overview Agenda
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Two Key Types of Risk
Forces outside of your control Reduced by avoiding or mitigating
it
Objective Risk
Mountaineering World: Falling rocks / ice; high altitude Crevasses and avalanches Bad weather and temperature
E2MA World:
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Two Key Types of Risk
Subjective Risk
Caused by those experiencing it
Can be reduced by: Identifying & preparing for
objective risks Responding appropriately
Mountaineering World
Poor planning / training Poor team member
selection Bad equipment / judgment Bad communications
E2MA World:
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Beware of the “Death Spiral”!
One poor judgment can increase the probability of another:
Errors provide false information that can lead to more errors
A chain of bad decisions reduces probability of successful outcome
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Avoid “In-Attentional Blindness”!
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Focus on Specific Problem
More General Watch
Focus Your Team
In-Attentional blindness is the failure to notice an unexpected stimulus that is in one's field of vision when other attention-demanding tasks are being performed. It is categorized as an attentional error.*
* http://en.wikipedia.org/wiki/Inattentional_blindness
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Develop Leadership Capabilities
Leadership = Ability to influence perceptions,
attitudes and actions
1. Identify / reduce risks2. Leadership ‘power’ 3. People development4. Build (earn) credibility and
trust 5. Communications discipline6. Motivate and reward Titles ≠ instant
credibility
Positional Experience/expertise Network Personal trust
Leadership Capabilities Power Sources Include: Include:
Leadership: Recruit the Best People
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How does your team compare?
Have or can quickly acquire relevant skills“Team players”Ability to remain focused for long periods of timePay attention to details when necessaryCommunicate in clear, timely and effective mannerMentally and emotionally stable under stressThink and act quickly in emergenciesHighly resourceful (improvisers)Act independently whenever neededPerformance-oriented
MTN EM
Leadership: People Development
Formal Authority Demonstrator Facilitator Delegator
Visual (“see”) Audio (“hear”) Kinesthetic (“do”)
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Teaching Style
Align your teaching style with each team member’s learning style
Learning Style
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Leadership: People Development
Gamification:
• Rewards engagement• Focuses attention• Speeds up learning• Makes learning
addicting
A business strategy which applies game design techniques to non-game experiences to drive user behavior.
Stages of LearningUnfamiliarity
Familiarity
Competence
Mastery=
Autopilot
What does Mastery enable
you and your team to do?
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Leadership: Credibility is Earned
Gain confidence by: Listening and
responding Championing causes Guiding development Celebrating progress
Develop skills & experience:
Lead by example Teaching Empowering Praising
Help Your Team:
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Leadership: Trust is Earned
“Trust is the fundamental building block of human relationships. It is at the root of how we treat each other. It is a principle that governs how we perceive others and how others see us. It is a standard for how we lead and manage our businesses.”- Edward M. Marshall, author of
Building Trust at the Speed of Change
Honor commitments Display integrity and
reliability Set realistic
expectations
Be fair, firm, and friendly Listen and respond to
concerns Use objective, not subjective,
criteria to provide guidance and direction
Suggestions
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Leadership: Communication Challenges
Have you ever provided direction that: Was totally misunderstood? Generated a response you didn’t expect? Was challenged, ignored or defied?
What were the consequences?
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Leadership: Communications Discipline
• Communications must be clear, timely and sufficient
• Standards should be agreed upon and enforced
• Use visual aids when possible
• Confirm what was said and what was heard are the same
Climber: “climbing”, partner: “climb on!”
Develop insight Resolve conflicts Establish objective
performance criteria Give and receive
objective feedback Develop versatility Teach self-coaching
Create Environment That Fosters Two-Way Communication
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Leadership: Communications Discipline
Ask (What? Why? How?) questions Identify what’s important before responding
Listen objectively for facts and feelings “Listen” with your eyes; convey interest
nonverbally
Let the person finish – pause, then respond Hear what’s been said (not what you want to
hear!)
Acknowledge or support, then probe or respond
Provide information and probe for feedback
Probe
Listen
Evaluate
Respond
Develop Insight
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Leadership: Communications Discipline
Acknowledge
Probe
Respond
Probe
Acknowledge concern
Probe to develop understanding
Ask how they’d resolve the conflict OR
Suggest a resolution
Probe for feedback
Resolve Conflicts
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Leadership: Establish Performance Criteria
Discuss expectations and results
Identify: Specific skills to be developed Knowledge to be acquired
Use written Action Plans*
Define and discuss roles and responsibilities
* keith@creativetraining.com
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Leadership: Provide Feedback
“Good and bad things will happen; it's how you react… that makes the difference in your life.” - Ken Blanchard and Spencer Johnson, authors of The One Minute Manager
Be specific; state facts; keep it balanced Teach self-coaching:
“How might you have handled this differently?” or “How will you handle a similar situation in the future?”
Don’t make the person defensive
Focus on joint interests and concerns
Provide constructive feedback in private
End on a positive note
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Leadership: Receive Feedback
Seek and welcome feedback Right time Separate your feelings:
Person Content
Confirm understanding before reacting
Consider feedback objectively Avoid blaming others Act on feedback you receive
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Leadership: Self-Coaching
Monitor, measure and evaluate own behavior and results and use findings to understand, among other things:
• What’s working, and why;
• What’s not working, and why; and
• Which behaviors should be repeated and which should not
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Leadership: Motivation & Reward
Recognize and Celebrate Success!!!
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Performance Improvement
Post EDC, will you commit and follow through?
Define goals for yourself and your team List and prioritize specific action items Create a 30-, 60-, and 90-day plan Track results and start process again
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Creative Training Solutions
Creative Training Solutions provides consulting services and designs, develops and delivers live and online training programs and training products. Since 1989 we have conducted more than 2,000 workshops and trained more than 40,000 people how to: Be more effective communicators; and Build better business relationships on and off the show floor.
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5 Timberline Drive Voorhees, New Jersey 08043856-784-3468 keith@creativetraining.com
Visit us at www.creativetraining.com for articles & worksheets on show success you can download as well as information about online and live exhibit staff & sales training workshops.