CHUCK HAUGHTON

HIGH POTENTIAL RESOURCES

Coaching and Teambuilding to Create a World-Class Work Force

Agenda

Survey Data

Setting the Context

Six Lessons

Situations/Discussion

Pre-Conference Survey Data

The number of employees in my organization is…

1-25 39%

26-100 22%

101-500 22%

501-1,000 6%

Over 1,000 11%

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%

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 ameffective

47%

I am experienced as a coach and am clear what my development needs are as a coach

20%

I am a seasoned coach with a high degree of confidence in my skills

0%

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 myorganization

16%

Team building is not part of my current role 21%

Other 21%

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

42%

I am experienced as a team building facilitator and am clear what my development needs are as a facilitator

16%

I am a seasoned team building facilitator with a high degree of confidence in my skills

0%

Setting the Context

Where Does Coaching and Teambuilding Fit?

Talent Management Process

Where Does Coaching and Teambuilding Fit?

Talent Management Process

Where Does Coaching and Teambuilding Fit?

Talent Management Process

What is the Goal?

Coaching? Teambuilding?

Drive the business!Drive the business!

CoachingCoaching TeambuildingTeambuilding

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

How is the Goal Accomplished?

SELECTION SHOULD BE BASED ON TALENTS

BEFORE PAST EXPERIENCE

Lesson 1:Start with the Right People

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

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

Developmental Difficulty Level

EasiestAction Oriented

EasierIntegrity and TrustListening

ModerateMotivating OthersProblem SolvingProcess Management

HarderComposureConfronting Direct ReportsDeveloping Direct Reports and OthersInterpersonal SavvySizing Up People

HardestConflict ManagementUnderstanding Others

© Lominger International

Lesson 2:Constantly Reconnect People with

the Mission

Losing Focus

Staying Focused on the Mission

What?

Informal Feedback

Story Telling

Customer Testimonials

When?

Casual Interactions

Team Meetings

Project Debriefs

Results Reviews

Celebrations

Lesson 3:Stop Being a Problem Solver

Are You a Firefighter?

… then you may be creating a culture of arsonists.

If you are always putting out fires…

Good coaching is more about having the right

question than having the right answer.

Lesson 4:Help People Identify Their

Talents

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

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

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.

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

Use of Assessment Instruments

Feedback

Measurement

Personality/”Style”

Diagnostic

Lesson 5:Lead by Example

Lead By Example

Be open about your talents and your weaknessesLet people know what you are working on to develop yourselfImprove your coaching skillsSeek regular feedback about yourself and the team/organization

Lesson 6:Make These Techniques Part of the

Business Culture

Integrate With Business Culture

To Do List

Follow up with CFO

Coaching with Michael

Review Quarterly Goals

Team Meeting: Review Feedback

Situations/Discussion

HOW WILL YOU APPLY WHAT YOU HAVE LEARNED?

Action Planning